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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Bridgestone India has launched Project PRAVAAH, a new environmental initiative aimed at addressing severe water scarcity and ecological decline in the Dhar district of Madhya Pradesh. The programme, executed in partnership with the Society for Agriculture and Environmental Sustainability, targets the restoration of three traditional water bodies situated within a catchment zone of approximately 140 acres.

The region has historically suffered from critical groundwater depletion, with extraction rates reaching or exceeding the annual recharge capacity. This unsustainable usage has caused water tables to plummet to depths of 10 to 20 metres below ground level, particularly during the dry pre-monsoon period, severely impacting both domestic drinking water supplies and agricultural irrigation.

Moving beyond simple water conservation, Project PRAVAAH employs nature-based solutions and active community engagement to revive local ecosystems. The effort creates new livelihood opportunities for marginalised women and complements Bridgestone’s broader environmental portfolio, which already includes 9.5 acres of biodiversity parks and community gardens designed to promote conservation awareness.

The restoration project is projected to recharge up to 150,000 metric tonnes of groundwater, ensuring more reliable water access for nearby households, livestock and farms. By revitalising ponds as living ecosystems, the initiative aims to foster biodiversity, bolster community resilience against climate variability and reaffirm the company’s dedication to long-term societal and environmental well-being.

Sudhir Kulkarni, Executive Director – HR, Admin & CSR, said, “Care for the environment and the communities that it serves are core to Bridgestone’s philosophy. Project PRAVAAH aims at tackling the acute water shortage faced by communities in Dhar. With Project PRAVAAH, we are turning these ponds back into living ecosystems that will benefit these communities.”

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Pyrum Innovations AG has officially entered into a binding plant purchase agreement with its Czech-based joint venture, SUAS reTire s.r.o., marking a watershed moment for the German technology firm. The agreement, covering a thermolysis system for the planned Sokolov recycling hub, constitutes Pyrum’s inaugural external equipment sale, a transaction that significantly propels its commercial footprint beyond domestic operations.

Financial groundwork for the Czech project has been firmly secured, as the joint venture concurrently closed loan arrangements with a local banking institution. This development rendered the venture fully capitalised, prompting SUAS reTire to place an irrevocable order for Pyrum’s core technology, which encompasses three reactor units and auxiliary process systems. As the primary technology partner, Pyrum will assume responsibility for harmonising all ancillary site equipment with the master control architecture.

The corporate structure underpinning the initiative sees Pyrum owning 49 percent of SUAS reTire, while the remaining 51 percent is held by SUAS Ecology s.r.o., a partnership forged in the preceding year. The JV is exclusively mandated to oversee the design, construction and subsequent operation of the advanced tyre recycling facility in the western Czech city.

Ground preparation at the industrial zone has already commenced, and the impending down payments will unlock procurement of long-lead components to uphold the project timeline. Once operational, the three-reactor train is designed to process upwards of 22,000 tonnes of scrap tyres per annum. The location’s inherent logistical edge derives from the adjacent SUAS power plant, which will permit direct conversion of pyrolytic off-gas into electricity, circumventing heavy auxiliary capital outlays. The plant is slated to begin production by the spring of 2028.

Pascal Klein, CEO, Pyrum Innovations AG, said, “By signing our first external plant purchase agreement, we have reached a significant milestone in Pyrum’s development. This achievement is the result of a long and intensive journey during which, together with our partners, we established key technical, financial and organisational foundations. We are therefore all the more pleased to have now signed our first plant purchase agreement for an external facility, which we will build together with our partner SUAS. The secured financing underlines our partners’ confidence in our technology and provides an excellent foundation for the successful implementation of the project in the Czech Republic.”

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Kraton Corporation, a global producer of speciality polymers and bio-based chemicals derived from pine wood pulping byproducts, has secured its sixth consecutive EcoVadis Platinum rating for sustainability management. The firm achieved a record score of 90 out of 100, surpassing its own previous high of 88 from 2024 and improving markedly from the 86 posted in 2025.

This latest recognition carries added weight given that EcoVadis benchmarks performance relative to sector peers. The organisation evaluates over 150,000 companies globally, offering sustainability intelligence and improvement frameworks designed to foster responsible operations and ethical supply chains. Kraton’s sustained top-tier placement underscores its ongoing commitment to environmental and social governance standards within the speciality chemicals industry.

Rogier Roelen, Chief Sustainability Officer and General Counsel, Kraton, said, “While Platinum recognition has become familiar to many of our stakeholders, it should never be taken for granted. EcoVadis continuously raises expectations, and our peers continue to strengthen their sustainability programmes. Maintaining Platinum status for six consecutive years reflects the dedication of employees across our global organisation and the rigorous processes we have established to continuously advance our sustainability management practices.”

Sangwoo Ryu, Chief Executive Officer, Kraton, said, “EcoVadis serves as an important benchmark that helps us keep our sustainability management practices current, effective and aligned with evolving stakeholder expectations. This recognition reflects our commitment to building a more sustainable business and delivering long-term value for our customers, employees, investors and communities.”

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Hankook Tire emerged as a standout performer at the Red Dot Award 2026, securing six accolades in the Design Concept category. The South Korean manufacturer captured two Best of the Best honours alongside four Winner titles, underscoring its prowess in forward-thinking mobility design. This competition, recognised among the three premier design awards globally, evaluates concepts based on innovative potential at the prototype stage.

Among the top honours, the i-Flex Gen 2 received a Best of the Best award for its evolution as a next-generation airless tyre tailored for electric and autonomous vehicles. Building upon research initiated in 2015, this concept introduces a groundbreaking circumferential spoke structure that elevates visual design while reducing noise and enhancing stability. The second Best of the Best winner, Medi Buddy, emerged from collaboration with the Korea Institute of Design Promotion, integrating autonomous driving and AI into a smart intravenous system to alleviate anxiety for young patients.

The four Winner awards recognised the Bladder Upcycling Series, Concept S targeting 100 percent sustainable materials by 2050, the omnidirectional WheelBot2 and Bloom, an intelligent urban canopy. The full collection is slated for display at a special exhibition in Singapore. Hankook Tire, which in 2015 became the first Korean company to receive the Red Dot Luminary honour, later secured the iF Gold Award and an IDEA Bronze, completing a sweep of the top three design accolades.

Through continuous innovation and focus on sustainable mobility, the company continues solidifying its reputation as an industry leader committed to redefining transportation's future. The achievement reaffirms the company's global competitiveness, driven by commitment to sustainability and future-ready technologies.

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