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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Shalva Akhvlediani, the Executive Director of Tegeta Green Planet, appeared on Radio Ucnobi on 15 April 2026, alongside Giorgi Guliashvili, Chairman of Wasteless. The broadcast focused on transforming waste into a resource, a key principle of the modern circular economy.

The discussion highlighted the necessity of properly managing automotive waste, especially end-of-life tyres, while addressing environmental and economic challenges in Georgia and worldwide. The guests argued that tyres should no longer be viewed as purely hazardous waste, as modern technologies and circular economy models can turn them into valuable materials for various industries.

A significant point of interest was rubber-modified asphalt. The speakers reviewed international practices and the potential for adopting this technology in Georgia, noting its proven durability, noise reduction benefits and ability to enhance road infrastructure while minimising environmental harm. The conversation also acknowledged local progress in sustainable road development.

As a follow-up, the guests referenced the GRAS 2026 conference, held in Tbilisi on 16 March 2026 and organised by Tegeta Green Planet and Wasteless. The event united local and international experts, private sector leaders and policymakers to discuss innovative technologies and circular economy applications. The conference served as a key platform for environmental awareness, demonstrating that the circular economy represents both an ecological duty and a basis for new economic opportunities and sustainable growth.

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DUNLOP’s natural rubber procurement subsidiary, SUMITOMO RUBBER SINGAPORE PTE. LTD., which operates as part of the supply chain partner Halcyon Agri Corporation Ltd., has been leading a major sustainability effort in Indonesia. Together with its Indonesian subsidiary PT Hok Tong, the Singapore-based producer and distributor launched the Traceability and Transparency Pilot Project, also known as the SNR Project, in South Sumatra in 2022. The initiative was designed to directly support smallholder natural rubber farmers in the region.

The project has successfully raised natural rubber productivity while simultaneously improving the earnings of local farmers. By enabling growers to achieve a stable income on existing farmland, the initiative has reduced pressure to expand agricultural areas. This outcome has contributed meaningfully to curbing deforestation that would otherwise result from farm expansion, demonstrating positive environmental and economic results for the DUNLOP Group’s sustainable procurement efforts.

Natural capital, including natural rubber, is recognised by the DUNLOP Group as an essential foundation for its sustainable business activities. Following the recommendations of the Taskforce on Nature-related Financial Disclosures, the group has assessed its dependence on and impact upon natural capital, along with associated risks and opportunities. Continuing to use natural rubber as a sustainable resource has been identified as a major management objective for the future.

Most natural rubber production is carried out by smallholders rather than large plantations, and insufficient knowledge of cultivation and processing methods can lead to lower productivity and unstable incomes. These factors also risk driving farm expansion and deforestation, as well as creating social issues in production areas. To address these challenges, the DUNLOP Group undertakes support activities aimed at improving smallholder productivity and living standards.

In collaboration with Halcyon Agri, support focused on enhancing traceability, transparency and producer welfare in South Sumatra. Using RubberWay, a risk assessment tool for natural rubber, the project identified risks related to wage levels and agricultural practices. Over roughly three years from 2022 to 2025, including a pandemic-related suspension, more than 1,000 farmers received assistance through field investigations, raw material distribution mapping, productivity training, fertilisers and guidance on fertilisation. As a result, natural rubber yield increased by up to about 19 percent, and farmers’ earnings rose by approximately 25 percent in the target region.

Halcyon Agri commented: “At Halcyon Agri, we believe that the long-term resilience of the natural rubber industry is closely linked to the well-being of smallholder farmers. Through our subsidiary, PT Hok Tong, and in partnership with DUNLOP, we are advancing a CSR programme in Jambi Province to strengthen farmer capabilities through training, agricultural inputs and on-the-ground support. We are honoured to collaborate with DUNLOP, whose strong commitment and investment have been instrumental in enabling this initiative. Through this partnership, we aim to enhance productivity, improve livelihoods and promote sustainable practices across the supply chain. We believe this collaboration will contribute to the long-term sustainability of the natural rubber industry and create meaningful value for all stakeholders.”

Mulyono, a farmer who received support, said, “After the application of fertilisers, the leaves and bark of a rubber tree showed clear improvements in their conditions, and the health states of the entire tree improved. The leaves became even greener, and the bark became thinner, which made tapping easier. As a result, the rubber yield increased from approximately 100 kg to around 125–130 kg. Support from Halcyon Agri and DUNLOP has led to the improvement of our livelihood, and we expect a project like this to continue in the future.”

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Bridgestone is broadening its winter truck tyre offering with the introduction of the Duravis Winter Drive, a new premium product designed specifically for mild European winter conditions. The tyre aims to help commercial fleets lower operational downtime and total cost of ownership by delivering extended mileage, better fuel efficiency and dependable winter traction.

The newly launched Duravis Winter Drive achieves a 15 percent mileage improvement over its predecessor, the Bridgestone RW-DRIVE 001.1, alongside a three percent reduction in rolling resistance compared to the previous generation. These enhancements allow fleets to cut both fuel consumption and carbon emissions while maintaining reliable snow traction throughout the tyre’s entire lifecycle, thereby minimising the risk of weather-related vehicle downtime.

Key performance gains are enabled by a fresh pattern design, a tailored compound and the integration of Bridgestone’s ENLITEN Technology, a next-generation suite that delivers customised and uncompromised tyre performance while boosting sustainability. Additional engineering features include new sipes geometry for improved traction until end of life, a higher contact area, increased tread depth and variable groove angles to extend wear life and mileage. Interlocking centre ribs further reduce rolling resistance and enhance fuel efficiency.

To support sustainable fleet management, the Duravis Winter Drive is engineered for regroovability and multiple retreads, extending tyre lifespan, reducing waste and lowering operational costs. Its retreadable design also aids fleets in cutting environmental impact. The tyre comes with integrated RFID for digital readiness and is designed for year-round use. Availability begins in size 315/80 R22.5 from May 2026, with additional sizes rolling out in August 2026.

Waqqas Ahmad, VP Commercial, Bridgestone EMEA, said, “Now more than ever, European fleets need both predictable, reliable performance and solutions that can help reduce operational costs. That’s why we’ve engineered a tyre that consistently and efficiently performs from the very first kilometre to the last. The Duravis Winter Drive is built to keep vehicles running and help fleets stay on the move with confidence.”

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The European Commission has approved a €71.6m Hungarian state aid measure to support Hankook Tire & Technology Co. Ltd. in establishing a new tyre manufacturing line, in a project aimed at boosting employment and industrial capacity in central Hungary.

The aid, equivalent to HUF28bn, will support the construction of a truck and bus radial tyre facility in the Central Transdanubia region. The investment forms part of a broader €538m project to expand Hankook’s existing plant in Fejér County, which currently produces tyres for passenger cars and light trucks.

The measure will be provided as a direct grant and is expected to create 469 jobs, primarily in manufacturing.

The Commission assessed the scheme under EU state aid rules, notably Article 107(3)(a) of the Treaty on the Functioning of the European Union and the Regional Aid Guidelines. It concluded that the measure is necessary and appropriate to support economic development, competitiveness and employment in a disadvantaged region.

The Commission also found that the aid has an incentive effect, noting that the company would not have undertaken the project within the European Economic Area without public support. It further determined that the measure is proportionate and limited to the minimum necessary, remaining within the aid intensity thresholds defined in Hungary’s regional aid map.

The Commission said the scheme would have a limited impact on competition and trade within the EU and therefore approved the measure under state aid rules.

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