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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Doublestar Tire, a leading Chinese tyre manufacturer, recently showcased its flagship products at the 139th China Import and Export Fair, also known as the Canton Fair, held in Guangzhou. The event reached a record scale, gathering exhibitors from over 210 countries and regions and highlighting cutting-edge technologies in advanced manufacturing, new energy and low-carbon environmental protection.

Doublestar presented three specialised tyres. The TBR mining tyre D170 was developed for complex mining conditions with enhanced wear, cut and puncture resistance. The new OTR tyre DFA603 offers high loading capacity, safety and durability, boosting support for construction machinery. The PCR star product DH03 provides superior road grip, low rolling resistance, fuel economy, reliable braking and reduced noise for driving comfort.

The company’s participation demonstrated its continuous research and innovation in professional fields and reaffirmed its commitment to overseas markets. Doublestar aims to provide safer, more energy-efficient and intelligent tyre products and travel solutions, earning widespread professional recognition.

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Continental is showcasing ‘The Sound of Premium’, an immersive installation, at Milan Design Week 2026 held at BASE Milano from 20 to 26 April. The experience translates the brand’s advanced tire engineering into a multisensory journey, redefining how urban mobility sounds. Key technologies on display included Continental’s noise-reducing ContiSilent and Urban Silent Technology, which actively lower rolling noise through sound-absorbing materials inside the tire and tread patterns optimised for city speeds.

Cities are dense with movement and noise, where even invisible elements like tyres shape the acoustic environment. Continental’s technologies reduce road noise at its source, enhancing both driving stability and interior comfort. The installation invites visitors to reconsider urban sound not as a nuisance to be eliminated but as an element that can be precisely engineered and controlled.

The exhibition unfolds in three distinct phases: chaos, harmony and quiet. Layered city sounds first create tension and disorientation, then gradually dissolve as rhythm and balance emerge. The journey ends in a state of calm defined not by silence alone but by acoustic precision. A tyre displayed as a design object underscores how engineering can improve urban well‑being.

An interactive installation of 25 touch points allows visitors to shape their own sound environment in real time, activating different acoustic layers through touch. Each participant creates a personal composition reflecting their rhythm and sensitivity. The resulting experience can be recorded and shared via QR code, extending the dialogue between technology and individual expression beyond the exhibition space.

As electric vehicles become more widespread, rolling noise has grown into a dominant source of urban traffic sound. Continental meets this challenge by applying its expertise at the tyre‑road interface, developing measurable reductions in interior noise. Through ‘The Sound of Premium’, the company positions silence not as emptiness but as a performance feature.

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Nokian Tyres plc has introduced a new long-term share-based incentive plan for management and key employees, as the company seeks to align executive rewards with shareholder returns.

The board of directors said the Performance Share Plan (PSP) would cover the company’s management and selected key personnel, with the aim of supporting shareholder value creation and reinforcing commitment to strategic objectives.

The plan, titled PSP 2026–2030, comprises three separate plan periods, each with a three-year performance cycle followed by the payment of potential share rewards. The start of each period will be determined by the board, and any rewards will be paid in company shares.

The first phase, PSP 2026–2028, will assess performance against three criteria: relative total shareholder return, weighted at 50 per cent; average return on capital employed (ROCE), at 40 per cent; and a 10 per cent weighting for reduction in Scope 1 and 2 carbon emissions intensity.

Subject to meeting these targets, rewards will be delivered by the end of April 2029.

The maximum number of shares that may be distributed under PSP 2026–2028 is 1,258,000, representing the gross value of the rewards before applicable taxes are deducted.

Approximately 100 participants are included in the first plan period, including the president and chief executive and members of the group management team.

Under the plan’s terms, participants who leave the company before rewards are paid will generally forfeit their entitlement.

The president and chief executive, together with other senior executives, must retain 25 per cent of the shares received until their personal shareholding equals their gross annual salary from the preceding year.

The board said no new shares are expected to be issued under the plan, meaning it is not anticipated to dilute the company’s existing share base.

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The Global Platform for Sustainable Natural Rubber (GPSNR) has launched a three-year collaboration with the Berlin-based social enterprise Elucid to provide healthcare access for 1,800 rubber farming households in Côte d’Ivoire. The initiative, funded through GPSNR’s Shared Investment Mechanism, will benefit approximately 9,000 individuals. Financial backing comes from 13 major tyre and rubber manufacturers, including Aeolus Tyre, Apollo Tyres, BKT, Goodyear, Hankook, Kumho Tire, Maxxis International, Nokian Tyres, Prometeon Tyre Group, Sumitomo Riko, Sumitomo Rubber Industries, Toyo Tire and Yokohama Rubber. The programme directly confronts a long‑ignored reality within the natural rubber sector: the link between farmer health and supply chain stability.

Côte d’Ivoire ranks 187th out of 195 nations for quality of care, with only 32 percent of essential medicines available publicly. Although two‑thirds of the population are enrolled in national health insurance on paper, fewer than four percent used their card in 2025. Medical emergencies cost the country an estimated 853 million US dollars in cocoa exports in 2017 alone, and with many farmers growing both cocoa and rubber, the implications for the rubber sector are substantial.

The partnership integrates four measures: enrolling families into national insurance, providing an emergency care package covering WHO‑accredited medications, upgrading 15 local health facilities and running community awareness programmes. Elucid’s digital platform will track data in real time. The project aims to increase healthcare visits from under 200 to over 1,800, push insurance enrolment from below 30 percent to above 90 percent and prevent more than 150 catastrophic health expenditure events annually. Half of beneficiaries will be women, and 20 percent children.

Photo credit: Elucid

Farmer enrolment begins in August 2026, with improvements continuing until January 2029. Without reliable healthcare, medical emergencies force farmers to sell assets and abandon farm improvements, creating direct risks for supply chains. The programme seeks to reverse that dynamic, targeting long‑term sustainability by building cooperative capacity to maintain health support for members.

Stefano Savi, CEO, GPSNR, said, “We talk constantly about improving yields and farm management practices, but we’ve missed something fundamental. A farmer who can’t afford to see a doctor when they’re sick or who cannot go to the farm because their child is unwell can’t be productive. Healthcare isn’t separate from supply chain resilience. It’s central to it.”

Sambhavna Biswas, Partnerships Manager, Elucid, said, “This is about demonstrating what’s possible when the private sector invests in making national health systems work for farmers. This model can be replicated across rubber-growing regions and adapted to other agricultural sectors. Everyone in the value chain benefits when the people at its foundation are healthy and economically secure.”

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