The Plastics and Rubber Institute of Sri Lanka, and the Sri Lanka Association of Manufacturers and Exporters of Rubber Products, together with the assistance of the Export Development Board, conducted a two- day virtual workshop on Advanced Technology/Smart Manufacturing For The Rubber Product Industry In Sri Lanka, in December 2020. Despite the fact that the country was just raising its head from the deleterious aftermath of the first and second waves of Covid -19, the participation was beyond all expectations, thus indicating the weightage placed in keeping abreast of modern trends and moving with times by the industry community and the professionals and I presume that this is the current trend throughout the world.

As a member of the organising committee of the event and more as a hands-on person of the technologists of the not so modern generation, I realised that I was a curious and a rather passive observer of the currently fast unfolding industry scenario. The array of topics presented by local as well as overseas experts on their respective specialties was impressive. They covered Smart Energy Monitoring, IOT Built Industry Automation, Big Data Processing and applications, Conditioned based Monitoring for Maintenance, 3D/4D Printing, Virtual Product Design and Testing, Finite Element Analysis, and Product Failure Analysis.

It made me guessing with fascination, how much the information utilisation scenario in the manufacturing industry has metamorphosed during the past few decades since the times of two great discoveries/inventions, of Charles Babbage and Arthur. C. Clarke, that paved way for the evolution of the Information and Communications revolution. Charles Babbage (1791-1871) was an extraordinarily talented scientist, mathematician, economist and engineer. He is best known today - as he was in his lifetime - for inventing two types of cogwheel calculating machines, the forerunners of the modern computers. It was Arthur C. Clarke. after the crest of World War II, from his base in Stratford-On-Avon, England, as a young officer in the Royal Air Force, who dabbled in science fiction writing, floated the idea of global communications satellites in a 1945 letter to the publication Wireless World. It will be of interest to learn that the latter made Sri Lanka his second home and contributed in no small way to the development of ICT and astronomy in our country during the sixties and seventies.

As I gathered, with my rather limited knowledge of ICT, that the common features, of the modern-day innovations are generating a vast amount of real time data on all key aspects of the value chain, and interfacing between the value adding activities. Automation and reducing the dependability on the human factor has been another significant trend. Another key driver has been the necessity for reliability, agility and robustness in delivering products and services to the customer in the ever-changing customer preferences, which are again fueled willfully through product promotion and creation of new needs through massive adverting campaigns and mass communications. Companies are increasingly embracing the innovative technologies, to enable business growth, wealth accumulation, contribution to the national economies, which has helped in achieving improved quality of life, particularly in the traditionally termed developed countries.

Right through his anthropogenic evolution, Homo Sapiens or the “thinking man” has been characterised by the use of his brain to find easier and faster ways of doing things, which was an absolutely vital advantage for his survival in the primitive hostile environment. Commencing with use of stone tools, discovery of fire, and iron, this trend has continued throughout the history of mankind. During the more recent period of the last three centuries, which culminated in the Industry 4.0, some key landmarks, which reflect the quest of the mankind to better lives, through increased and efficient resource utilisation can be identified.

Revolutions

This process began in Britain in the 18th century and from there spread to other parts of the world. Although used earlier by French writers, the term Industrial Revolution was first popularised by the English economic historian Arnold Toynbee (1852–83) to describe Britain's economic development from 1760 to 1840. The first industrial revolution came with the advent of mechanisation, steam power and water power. This was followed by second industrial revolution which revolved around mass production and assembly lines using electricity. Henry Ford’s conveyor belt system was put into motion in December 1^st of 1913 in his Detroit manufacturing plant. Fully mechanised, or partially mechanised, assembly lines allowed Ford to offer a vehicle for a working family. One of his goals was to have a car that every family could own.

The car that every family would soon come to own was the Model T. His manufacturing plants would go on to produce over 15 million Model Ts and this is due almost entirely to his assembly line. In order to achieve a production of the Model T at such a high rate, he needed to break down the process of assembling the car to make it as efficient as possible to produce, while still being financially accessible.

The third industrial revolution came with electronics, IT systems and automation, which led to the fourth industrial revolution that is associated with cyber- physical systems. Some of the principles of which were the topics of the December Workshop. Generally speaking, Industry 4.0 describes the growing trend towards automation and data exchange in technology and processes within the manufacturing industry, including:

•  The internet of things (IoT)
• The industrial internet of things (IIoT)
• Cyber-physical systems (CPS)
• Smart manufacture
•  Smart factories
• Cloud computing
• Cognitive computing
• Artificial intelligence

This automation creates a manufacturing system whereby machines in factories are augmented with wireless connectivity and sensors to monitor and visualise an entire production process and make autonomous decisions. Wireless connectivity and the augmentation of machines will be greatly advanced with the full roll out of 5G

The fourth industrial revolution also relates to digital technologies that can create virtual versions of real-world installations, processes and applications. These can then be robustly tested to make cost-effective decentralised decisions. In short, this should allow for digital transformation and  for automated and autonomous manufacturing with joined-up systems that can cooperate with each other.

Black spots

It can thus be unanimously agreed that the emerging technologies have already resulted in tremendous benefits for mankind and that they have vast future potential in changing the entire human civilisation. While appreciating and accepting the usefulness of the technologies, I cannot refrain from contemplating on the black spots in the white cloth. The disadvantages of the digital technologies have been well documented throughout the world and some of these, include, data security, digital media manipulation, job insecurity, over reliance on gadgets, addiction, depersonalization, and social alienation, and stress related physical and mental illnesses and the list is not exhaustive. Diminishing of the human touch is considered by many, as a matter of grave concern, and its effect on the personal, ethical, family and social has already begun to reveal its dark side.

As an adaptive measure of the new normal mentality that followed the Covid-19 pandemic, “Social Distancing” intruded our day to day activates over the past one and half years. However, on thinking reflectively, it will be evident that Social Distancing actually had its beginnings in the first three industrial revolutions, while it got aggravated in the recent years. Dilemmas and debatable questions as to whether  dehumanisation is still progressing and what will be the outcome, if the current rate of rapid technology trend continues? These will become key challenges for the sociologists and sociopsychologists and the modern HR specialists. Prioritising automation and sub optimisation of the human resource, in the disguise of improving operational efficiency, as a business strategy of maintaining sustainability, could turn out to be short lived.

Over dependence on technology at the expense of losing the much-required human touch and interpersonal relationships, can be witnessed in many of the day-to-day activities, such as internet or online banking, bill payments, buying at super markets, home deliveries, and on-line webinars. I have personal experience of the short comings of on-line lecturing for students and on virtual workshops, which can only be utilised as a stop gap measure. As a person of the “old generation,” I find it an exhilarating experience to walk to the local bank, greet good morning to the staff, and having a friendly chat with the familiar cashier, while getting my transaction done. Some may equate such practices to lack of time management and productivity. Human interaction of this kind holds a special position in countries such as India and Sri Lanka, which has rich religious and cultural heritages, and adopting the new technologies as a panacea for improving all the aspects of efficiency and productivity in an effort be stay competitive can only be a short-term strategy.

It was Robert Frost, the American poet (1874-1963), who once philosophically remarked, “don’t ever take fence down, until you know why it was put up”

Obsolescence due to ineffective use or total non -use which we witness with machinery and equipment, may be applicable to the humans as well. It is said that the human body has about one hundred, vestigial organs, including the appendix, which have become nonfunctional, during the evolutionary process as a result on non-use and obsolescence. (TT)

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Apollo Tyres Ltd has officially opened a dedicated outdoor tyre testing facility in Ivalo, Finland, marking a major advancement in its global product development capabilities. Initially announced several months ago, the site became fully operational in December 2025 and underscores the company’s ongoing commitment to engineering high-performance winter and all-season tyres for international markets.

The inauguration was led by Vice Chairman and Managing Director Neeraj Kanwar, alongside Chief Commercial Officer Benoit Rivallant and Chief Technology Officer Daniele Lorenzetti. Their presence highlighted the strategic importance of the facility, which was established through a long-term collaboration with UTAC, a globally respected automotive testing and certification organisation. This investment strengthens Apollo Tyres’ ability to lead in the areas of innovation, safety and precision engineering.

Designed to address the complex demands of contemporary tyre development, the facility features snow and ice tracks that simulate diverse real-world winter conditions. It is equipped with advanced data collection systems to assess critical performance parameters such as braking, handling, traction and stability. The bespoke infrastructure enables comprehensive evaluation of tyre behaviour in extreme cold weather environments.

With full control over its winter testing schedule, Apollo Tyres now enjoys greater operational independence and flexibility throughout the season. This autonomy allows for more consistent testing under varied climatic conditions, faster development cycles and improved responsiveness to engineering requirements. By consolidating its winter testing operations at a single advanced location, the company has enhanced both efficiency and cost management.

The new setup enables engineering teams to conduct uninterrupted testing, resulting in quicker validation of new products, greater repeatability in results and reduced logistical demands. These operational improvements support the delivery of winter and all-season tyres that meet rigorous standards of safety, durability and performance.

Developed in line with current technical and legal norms, the facility is also built to accommodate future regulatory changes. Its adaptable infrastructure ensures alignment with evolving testing protocols and certification standards, allowing Apollo Tyres to stay ahead of industry requirements. As expectations for winter mobility continue to grow, this facility positions the company to consistently meet the needs of customers, partners, and regulators in the years ahead.

Kanwar said, “This inauguration is more than the opening of a facility, it is a clear demonstration of Apollo Tyres’ commitment to innovation, safety and performance excellence. With this investment, we are strengthening our ability to develop tyres that perform reliably in the most demanding winter conditions while maintaining exceptional year-round versatility.”

Rivallant said, “This facility is a great asset within Apollo Tyres. It is more than a tyre test facility, as it gives us also the possibility to invite our customers to be part of and experience winter testing for themselves. This will strengthen their insights in tyre development and performance.”

Lorenzetti said, “The launch of our dedicated outdoor tyre testing facility is a major step forward for our R&D capabilities. It gives us highly consistent, real-world data, enabling faster validation and quicker speed to market. Most importantly, it strengthens our ability to continuously improve tyre performance, safety and sustainability – delivering better products to our customers, faster.”

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A recent nationwide survey commissioned by Bridgestone has explored the reasons behind UK motorists' loyalty to their local garages, revealing that the decision to return is driven by a blend of practical, personal and experiential factors. The research, which polled 2,000 drivers, indicates that while competitive pricing remains the primary reason for 48 percent of respondents, it is by no means the sole consideration.

The findings highlight the significant role of human connection in the automotive service industry. Some 35 percent of drivers are motivated by the personal relationships they develop with staff, demonstrating that a friendly face can be a powerful draw. This sense of familiarity is often deeply ingrained, with 29 percent of motorists citing family tradition as the reason for their continued custom. This suggests that loyalty can be multigenerational, passed down through habits formed over time.

Consumer priorities are also evolving to include broader ethical considerations. There is a growing segment of the market, measured at 26 percent, willing to support businesses that demonstrate a commitment to sustainability, with this group open to paying a premium for services from a garage that utilises green technology like solar power. This figure has shown an upward trend compared to 23 percent the previous year, signalling an increasing public interest in environmentally responsible practices.

Beyond these deeper values, the survey also uncovered that smaller comforts can influence choice. Some 30 percent of respondents would pay more for a pleasant waiting environment. In a lighter but telling detail, eight percent of motorists even admitted that the quality of the refreshments on offer plays a part in their decision-making process.

According to Drew Chapman, Consumer Sales Director for Bridgestone North Region, these results paint a picture of a more discerning driver, one who seeks value and a positive overall experience rather than simply the lowest price. In response to this shift, Bridgestone is actively supporting garages that align with this ethos through dedicated programmes. One such initiative, backed by more than GBP 1 million in investment, recognises retailers who excel in best practice and premium service delivery. The long-term goal is to accredit 150 sites across Europe, enhancing the customer journey while simultaneously reducing environmental impact. This work is part of a broader corporate commitment to creating value across several key areas, including energy, ecology and customer empowerment.

Chapman said, “It’s encouraging to see that motorists are increasingly looking for more than just the lowest price. At Bridgestone, we’ve always believed that true value is found in quality products and solutions, which provide superior levels of safety and longevity. It’s also interesting to see emotional factors such as trust, familiarity and even a good cup of coffee playing a part in the decision-making process. These small touches help define what makes a motorist return.”

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Hankook Tire-sponsored TGL presented by SoFi, a US-based team golf league, is set to host its ninth through twelfth matches over two days beginning 23 February at the SoFi Center in Florida. As the league’s first-ever Official Tyre Partner and a Founding Partner, Hankook Tire is maximising its involvement by showcasing its unified global ‘Hankook’ brand across on-site LED displays, television advertising and broadcast coverage. This strategic presence reaches fans in approximately 150 countries, delivering premium brand value and creating a distinctive brand experience at the crossroads of mobility and sports while broadening consumer engagement.

The upcoming matches carry significant weight as TGL Season 2 approaches its playoff phase. On 23 February, Atlanta Drive GC will face a demanding doubleheader, first confronting Boston Common Golf followed by Los Angeles Golf Club. The opening contest presents a compelling standings battle, with Atlanta seeking to defend its top position against a Boston team that recently surged into second place after a decisive victory over The Bay Golf Club. Although Atlanta opened the season with consecutive wins to claim the lead, Boston has narrowed the gap based on holes won, intensifying the stakes. The subsequent match against Los Angeles proves equally critical, as Atlanta holds merely a two-point advantage over a team tied in holes won, meaning a defeat could trigger a standings reversal.

The following day features New York Golf Club in its own doubleheader, beginning against The Bay Golf Club before meeting Boston Common Golf. Currently occupying sixth place, New York aims to close ground on fifth-place Bay, while The Bay seeks to overcome early-season inconsistencies and build playoff momentum through back-to-back victories. The twelfth matchup places New York against second-place Boston, with only two points separating them. New York will depend on Matt Fitzpatrick, undefeated in Season 2 singles competition, to anchor its postseason push.

With merely three regular season matches remaining before the playoffs, the battle for top-four positioning has intensified considerably. Atlanta Drive GC maintains its lead atop the standings, pursued closely by Boston Common Golf, Los Angeles Golf Club and Jupiter Links GC. Meanwhile, The Bay Golf Club and New York Golf Club occupy fifth and sixth places, respectively, rendering every remaining contest crucial for postseason aspirations.

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Tipler convened dealers from across Brazil and Latin America in a live online broadcast in February using its annual convention to reward top performers, outline strategy and tighten alignment across its commercial truck tire retreading network.

Branded the 2026 Convention – Tipler Champions League, the virtual gathering connected business owners, managers and sales teams in what the company described as a pivotal moment for recognition and planning ahead of its next expansion cycle. The event spotlighted standout performances in 2025 with dealers evaluated on sales results, management standards, market growth and operational excellence.

Beyond awards, the convention doubled as a strategic roadmap session for 2026. Executives detailed commercial targets, marketing and market intelligence investments and new technical and management training initiatives. The company also signaled plans to expand regional operations and further develop its Tipler Champions League program, while sharpening its focus on innovation, efficiency gains, customer proximity and territorial expansion in key Latin American markets.

Leadership underscored the dealer network’s role in driving sustainable growth. “Our business model is built by many hands. Each dealer is a key player in our story. The convention is the moment to celebrate achievements and, above all, align our course so we can continue growing together,” said Jandrei Goldschmidt, Marketing Executive at Tipler.

The high-engagement broadcast reinforced integration across the network and a collective push to bolster competitiveness as Tipler works to consolidate its position among sector leaders. By linking partners, sharing operational and commercial priorities and recognising performance, the company signaled its intent to accelerate growth while maintaining a focus on excellence, dealer partnership and value creation for the transportation market across the region.

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