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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Eurogrip Tyres, a prominent two- and three-wheeler tyre brand under TVS Srichakra Ltd., recently orchestrated a strategic trade engagement initiative in Mumbai. The event served as a platform to underscore the brand’s distinct European engineering heritage and to showcase its newly introduced, Europe-inspired product lineup, reinforcing its commitment to advanced mobility solutions.

Silvio Montanari, the Head of Design and R&D based in Milan, steered the session, offering a comprehensive overview of the company's foundational product development strategies. He elaborated on emerging tyre technologies and the robust engineering frameworks that underpin Eurogrip’s international portfolio while also updating trade partners on the pivotal innovations poised to define future tyre generations and address shifting rider demographics.

Concurrently, Eurogrip is executing an aggressive expansion of its distribution and retail footprint nationwide. This growth strategy ensures that its diverse range, encompassing radial, adventure, touring and commuter tyres, is now readily accessible to consumers across every region of India, thereby solidifying its market presence.

T K Ravi, Chief Operating Officer (COO), Eurogrip Tyres, said, "Today, Eurogrip is recognised globally as a specialist in 2‑wheeler tyres, and our premium range has found strong acceptance among biking communities in India and abroad. It is a privilege to bring our Milan team to India to demonstrate the engineering and technology behind our products. This engagement gives our trade partners the technical insights and market updates they need to better serve customers and riders, and they pave the way for a wider roll‑out of our Europe‑benchmarked products in India.”

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Cabot Corporation has officially released its 2026 Sustainability Report, which details the company’s environmental, social and governance performance throughout the 2025 calendar year. The document serves as a comprehensive account of the organisation’s measurable outcomes, culminating in the final assessment of its previous five-year sustainability strategy.

By the conclusion of 2025, the speciality chemicals firm had successfully achieved 14 of its 15 original sustainability targets established in 2020. Eleven of these objectives were completed ahead of the projected timeline, effectively fulfilling the company’s ambition to embed sustainable practices more deeply into its operational framework and corporate systems.

Looking forward, Cabot has transitioned to its newly established 2030 Sustainability Goals, which concentrate on six priority areas deemed most significant to its business model. Early progress includes a collaborative effort with the International Carbon Black Association to create a standardised lifecycle assessment methodology for furnace carbon black. The company intends to develop a certified internal tool for tracking product carbon footprints across its entire portfolio. Additionally, an initiative at the Franklin, Louisiana, facility has converted synthetic gypsum into a cement ingredient, slashing site landfill waste by 87 percent and contributing to a 70 percent global reduction in non-hazardous waste disposal.

The 2026 report has been prepared in alignment with the Global Reporting Initiative Standards and supports Cabot’s ongoing participation in the United Nations Global Compact. These disclosures mark a significant step in the company's continuing journey toward greater transparency and industrial responsibility.

Sean Keohane, President and CEO, said, “Sustainability is embedded in how we operate and underpins our purpose of creating materials that improve daily life and enable a more sustainable future. I am immensely proud of the unwavering commitment of our teams across the globe as we close out our 2025 Sustainability Goals while making headway on our next key priorities, delivering meaningful impact today and for future generations. As we advance in our efforts, we remain focused on strengthening the integration between our sustainability agenda and our Creating for Tomorrow strategy, ensuring sustainability remains a catalyst for value creation and differentiation.”

Jennifer Chittick, Senior Vice President, Safety, Health and Environment (SH&E) and Government Affairs, and Chief Sustainability Officer, said, “As we conclude our 2025 Sustainability Goals, we are entering the next chapter of our sustainability journey with momentum and clear direction. Building on our strong foundation of safety, innovation and operational excellence, we are making measurable progress towards our targeted 2030 Sustainability Goals through initiatives that reduce our environmental footprint and strengthen our overall impact across our value chain. Through collaboration, process optimisation and strategic investments in technology, I am confident that we will continue to advance our commitments and deliver long-term results for our stakeholders worldwide.”

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Tegeta Green Planet, in collaboration with Shine Energy, spearheaded an environmental education initiative at Lampari School-Lyceum on 8 May 2026. The programme targeted seventh through ninth-grade students, focusing on the interconnected themes of sustainable development, transportation and energy consumption under the theme ‘A Sustainable Future: Environment, Transportation and Energy’.

The session moved beyond traditional lectures, employing interactive presentations and hands-on activities to engage the young audience. Core topics covered included resource efficiency, waste management strategies and the significance of renewable energy sources, alongside an exploration of individual environmental responsibility. A significant portion of the discussion was dedicated to the Extended Producer Responsibility system, clarifying its mechanisms and vital function in safeguarding the environment.

The event’s interactive nature was underscored by a series of educational games and team challenges that saw enthusiastic participation from the students. To mark their involvement and completion of the programme, each participant received certificates and symbolic gifts, recognising their engagement with the material.

Established in 2022, Tegeta Green Planet stands as a pioneering authorised organisation in Georgia, operating under the Ministry of Environmental Protection and Agriculture’s EPR framework. The entity manages the complete lifecycle of used tyres, oils and batteries, adhering to circular economy principles. This school visit forms part of an ongoing series of educational meetings designed to cultivate an environmentally conscious generation and instil a culture of stewardship, which both organisations consider essential for long-term ecological sustainability.

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Continental’s presence at the 2026 Tour de France will be notably pronounced, with the German manufacturer supplying road bike tyres to six competing teams. From 4th to 26th July, more than a quarter of the peloton will rely on tyres produced at Continental’s Korbach plant in Hesse. Over the three-week event, the company will provide over 1,000 tyres, all manufactured and tested at the German facility.

The six teams utilising Continental rubber are Groupama-FDJ United, UAE Team Emirates – XRG, Movistar Team, Bahrain-Victorious, Decathlon CMA CGM and Uno-X Mobility. Teams have access to four tyre models for different stage conditions. The Grand Prix 5000 S TR serves as the primary option, offering balanced rolling resistance, puncture defence and weight.

For wet weather, the all-season Grand Prix 5000 AS TR provides superior grip. Time trial specialists favour the lightweight Grand Prix 5000 TT TR, while the Aero 111 tyre handles windy stages with its aerodynamic tread pattern. All models are tubeless-ready, allowing sealant to seal small punctures automatically.

Continental’s involvement extends beyond bicycles, as over 70 support vehicles and 30 motorbikes will use Continental tyres. As an official main partner, Continental will present stage winners with their trophies. The tyres are commercially available, allowing recreational cyclists to purchase the same products used by professionals.

The company develops tyres using both laboratory data and racing feedback. Test rigs measure rolling resistance and durability, while professional riders provide handling data under extreme conditions. Hannah Ferle, Continental’s product expert, has noted that racing exposes tyres to conditions impossible to replicate in the lab, and these insights directly inform product development.

Balancing low weight, high grip, low rolling resistance and puncture protection remains a central challenge. Continental addresses this through rubber compounding and reinforcing layers beneath the tread. Since the first Tour in 1903, average speeds have risen from 25 to over 40 kilometres per hour, reflecting ongoing technological evolution.

Ferle said, “The trust placed in us by the six teams is both an honour and an incentive. The Tour is decided by the smallest details: on every stage, in every kind of weather and on every surface. That is why we put so much time and effort into developing our tyres in close collaboration with the professional racing teams. And ultimately, recreational riders benefit as well.”

Pelayo Sánchez, a rider on the Movistar team, said, “Sometimes a race is decided by a fraction of a second. To focus on our legs, we need to be able to rely on tyres that deliver top performance at all times.”

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