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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CEAT reported a 26 percent year-on-year increase in consolidated revenue to INR 47.62 billion in the second quarter of the 2026-27 financial year, while net profit stood at INR 1.12 billion as higher raw material costs continued to weigh on the tyre maker.

The company’s consolidated earnings before interest, tax, depreciation and amortisation (EBITDA) margin was 9.5 percent, according to its unaudited results for the quarter ended 30 September.

Arnab Banerjee, Managing Director and Chief Executive, said revenue growth was supported by premium segments across business units. He added that the conflict in West Asia had kept raw material costs high, prompting the company to tighten cost controls.

CEAT expects to deliver double-digit revenue growth in the second half of the financial year, alongside further price increases, Banerjee said.

On a standalone basis, revenue rose 23 percent year on year to INR 45.48 billion. EBITDA margin was 10.14 percent, while net profit reached INR 1.64 billion.

Kumar Subbiah, Chief Financial Officer, said commodity costs were expected to remain elevated in the third quarter. The company would continue to pursue measured price increases and improve its product mix to manage cost pressures.

Subbiah said debt increased during the quarter, largely because of capital expenditure of close to INR 4.9 billion to expand capacity in areas with high utilisation, as well as dividend payments.

He added that CEAT would maintain financial discipline while investing to meet demand and support profitable growth.

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Michelin has strengthened its retail presence in India by launching two Michelin Tyres & Services outlets in Delhi, located in Dwarka and Karol Bagh. The openings make Michelin's premium tyre range, including the Made-in-India Primacy 5, accessible to customers in west and central Delhi, alongside professional fitment and tyre care. The Dwarka facility was inaugurated by Benjamin Coesnon, Marketing Director India.

The Dwarka outlet, operated with Excellent Tyres, covers 1,500 sft and caters to one of Delhi's largest planned residential sub-cities and its expanding south-west corridor. Excellent Tyres, established in 1994, brings over 30 years of experience in the capital's tyre trade. Meanwhile, the Karol Bagh store, run with Rana Tyres, spans 1,000 sft in a prominent automotive trade hub. Founded in 1977 and now led by its third generation, Rana Tyres contributes nearly five decades of technical knowledge and a loyal clientele.

The expansion reflects Michelin's sustained commitment to India. Its distribution network now exceeds 800 points of sale, while over INR 28 billion has been invested in the Chennai manufacturing plant. A further INR 6.86 billion went into a passenger car tyre line that now produces the Primacy 5 for Indian buyers. The new stores aim to deliver safer, more durable and higher-performing mobility.

Shantanu Deshpande, Managing Director, Michelin India, said, " Delhi is one of the largest premium car markets in the country. Expanding our presence in Delhi will provide accessibility to today's customers and serve the next wave of premium car owners. With the Made-in-India Primacy 5 now available at these stores, customers in the capital can get Michelin's globally benchmarked safety and longevity, backed by expert service from trusted partners. India remains a key growth market for Michelin, and Delhi is central to how we continue to build our presence."

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Pirelli has completed the renewal of its winter range with the Scorpion Winter 3, a tyre developed for SUVs in cold-weather conditions. That segment now accounts for more than half the global market and brings distinctive traits, notably greater weight and a higher centre of gravity, which demand dedicated internal structures and tread patterns.

The result is a tyre balancing performance across the many conditions of winter, from snow and wet roads to dry asphalt. It overcomes a traditional winter tyre compromise, giving SUV drivers consistent strength even in demanding situations, a claim already supported by a first independent test that ranked it best among its competitors. At launch, every size carries an A wet-grip rating on the EU tyre label, with noise between classes A and B. For the growing electric and plug-in hybrid portion of this segment, Pirelli also offers Elect technology, engineered specifically for those powertrains.

Development began with how tyres behave under heavy loads. The contact patch was redesigned to optimise pressure peaks, critical for mileage and even wear on heavy vehicles. This produced the generation's first major innovation: as the tread wears, the active edges within the contact patch, and therefore snow and wet grip, stay consistent over time. A dedicated carcass and tread design were likewise engineered for high vehicle weights.

The tread geometry adopts several Cinturato Winter 3 solutions, that tyre having recently won a test by the independent German association ADAC. These include a zigzag central groove for water evacuation and lateral snow grip, patented Snow Keeper Teeth that retain snow in the grooves to exploit snow-on-snow contact, and a high void ratio that aids snow and wet performance while countering aquaplaning. SUV-specific additions include stiffer tread blocks for handling and wear resistance under load, plus calibrated sipe density to preserve dry-road behaviour.

The compound draws on P Zero Winter 2 experience, using specific polymers such as Dual-Core Polymer, whose dual mechanism improves grip across conditions, while plasticisers broaden the operating temperature range. Engineers at Bicocca made extensive use of advanced Virtual Development techniques, simulating variables for precise results while cutting development time and prototypes, and driving simulators from static to dynamic helped target dry handling and enjoyment. The Pirelli Sottozero Center in Swedish Lapland enabled year-round snow and ice testing, partly indoors.

Launching in 30 sizes from 18 to 22 inches, the tyre offers Elect technology, which can raise electric and plug-in hybrid range by up to 10 percent, the Pirelli Noise Cancelling System that reduces perceived cabin noise via internal sound-absorbing material and Seal Inside for pressure retention after external punctures. It joins the Scorpion family begun in 1986 for high-riding vehicles and first fitted to the Lamborghini LM002, now spanning summer, winter and all-season road and off-road products with a strong original equipment focus. It adds to more than 1,200 homologations, including bespoke work for Aston Martin, Porsche, Lamborghini, Lotus, Audi, BMW, JLR and NIO. With winter tyre or snow chain rules starting 15 November, it completes a Winter range fully renewed over two years, alongside P Zero Winter 2 and Cinturato Winter 3.

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Tyres Europe has joined 44 European organisations in backing a joint statement spearheaded by European Metals, which urges EU Member States to endorse a more rapid and robust application of the bloc’s trade defence arsenal. The statement advocates for extra personnel within DG TRADE’s trade defence units and greater reliance on existing instruments while pressing the Commission to introduce a fresh policy toolkit targeting state-driven market distortions.

For the tyre industry, these concerns carry direct consequences. European tyre production remains capital-intensive, encompassing over 70 plants, including retreading operations, alongside roughly 20 research and development centres. Of the 398 million tyres newly fitted across the EU in 2024, approximately 40 percent originated beyond the Union’s borders. In recent tyre proceedings, trade patterns evolved more swiftly than the EU could respond, both prior to and following the imposition of measures.

On 5 October, Tyres Europe published its position paper, ‘Towards a more effective EU Trade Defence Policy’, outlining its recommendations. Mirroring the joint statement, the paper requests additional resources for DG TRADE and advocates launching work on a new instrument designed to tackle systemic distortions.

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