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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Kuraray America, Inc. (KAI) took part in the Women's Leadership Luncheon organised by the Economic Alliance Houston Port Region's Women In Alliance, held at San Jacinto College. The gathering drew women from throughout the Houston Port Region to exchange professional experiences, build connections and encourage the next generation of women leaders.

Andrea Cavalier, Principal Engineer at Kuraray America, Inc., noted that as she nears the later stages of her career, she has come to value how much can be learned from people at different points in their professional journeys. Her remarks underscored KAI's view that leadership growth is an ongoing process enriched by connections across career stages.

The event's centerpiece was a fireside chat titled ‘Beyond the Arena: Saddled for Success’, featuring Pat Mann Phillips, past Chairman of the Board for the Houston Livestock Show and Rodeo, with Nellie Baktashi Macaluso moderating. The conversation explored leadership, career development and spotting chances for personal and professional growth, highlighting three lessons: building trust through credibility and authenticity, embracing challenges by stepping outside familiar situations and knowing one's worth by recognising individual strengths and contributions.

Cavalier further stressed that leadership extends beyond personal success to using experience to create opportunities for others. That outlook mirrors Kuraray America's emphasis on mentorship, collaboration and continuous learning, where employees at all stages share knowledge and support one another.

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Pirelli has unveiled the ANGEL GT III, a new radial Sport Touring tyre that combines easier, improved handling with enhanced wet-weather capabilities and more consistent performance across its service life while retaining the brand's sporting DNA. The rear tyre is built for greater durability and reduced rolling noise compared with other ANGEL family products, thanks to a new tread pattern, and it carries a high-contrast sidewall with the ANGEL symbol and Gran Turismo lettering.

Scheduled for availability from early 2027, the tyre is the fourth generation of the ANGEL family, which began with the ANGEL ST and evolved through the ANGEL GT and ANGEL GT II. Over the past 15 years, the range has helped raise standards in the radial Sport Touring segment for riders seeking a balance of sporty performance, riding enjoyment and long-distance touring capability, supporting Pirelli's steady expansion in one of the European market's most important segments. Each generation has brought technological and performance advances, earning growing rider recognition and strengthening the brand's presence.

Designed for modern mid- and large-displacement Sport Touring, Crossover and Naked motorcycles, the ANGEL GT III pursues a clear objective: Pirelli's interpretation of the Gran Turismo riding experience, with high levels of control, comfort and riding enjoyment. Dedicated work to reduce rear-tyre rolling noise further enhances touring comfort, an especially important consideration for long-distance riders, with the resulting reduction in fatigue benefiting both journey enjoyment and overall control.

The tyre's standout characteristic is improved easier handling, a trait particularly valued by riders in this category. Pirelli's designers aimed to make motorcycles feel more intuitive, smoother and less demanding in everyday use and on long journeys while preserving the precision and responsiveness of the brand's sporting DNA. Wet performance also received particular attention, with the tyre designed to deliver confidence and control on wet, low-grip roads, raising standards set by previous generations.

Consistency throughout the service life was another key focus. Extensive development work sought more uniform dynamic characteristics over time, even as wear increases, so riders retain high levels of control and enjoyment. While improving comfort and ease, the tyre remains true to Pirelli's heritage, its focus on sport performance, steering precision and support during spirited riding reaffirming a distinctive character over long distances.

Aesthetically, the ANGEL GT III evolves the family's visual identity, its new tread pattern reinterpreting signature ANGEL graphic elements while expressing clear stylistic evolution. The high-contrast sidewall, with the iconic ANGEL logo and Gran Turismo lettering, references an Italian motorcycling concept of travelling swiftly, comfortably and in style. Pirelli frames the launch as a new Sport Touring chapter and a renewed commitment to innovation and raising segment standards.

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Sri Trang Group has earned the CAC Change Agent Award 2026 from the Thai Private Sector Collective Action Against Corruption (CAC), with the honour collected by Veerasith Sinchareonkul, Chief Executive Officer of Sri Trang Agro-Industry Public Company Limited (STA), alongside Vitanath Sincharoenkul, Chairman of the Executive Committee of Sri Trang Gloves (Thailand) Public Company Limited (STGT). The presentation formed part of the CAC Annual Conference 2026, convened around the theme of business integrity and collective action for Thailand's OECD journey, and was presided over by Rapee Sucharitakul, Chairman of the Thai Institute of Directors Association and of CAC, at the Stock Exchange of Thailand on 4 November 2026.

The award represents a fourth successive year of recognition for STA, while STGT secures its second. Across the Group, anti-corruption serves as a foundational corporate policy shaping the conduct of directors, executives and employees through explicit guidelines and measures that undergo periodic review to stay attuned to shifting circumstances and applicable standards. The Group further encourages cooperation with suppliers and business partners, nurturing a culture of transparency and accountability that reinforces confidence among all stakeholders.

Bestowed upon organisations that meaningfully advance transparency and sound corporate governance while carrying collective anti-corruption action into supplier networks and the wider business community, the accolade mirrors Sri Trang Group's resolve to lift responsible business conduct standards and weave anti-corruption collaboration across its entire value chain.

Veerasith Sinchareonkul, Chief Executive Officer, STA, said, “Receiving the CAC Change Agent Award 2026 is a source of pride that reflects our commitment to conducting business transparently, upholding good corporate governance and consistently combating corruption. It also recognises our role in extending collective action to suppliers and business partners to raise standards of ethical business conduct throughout the value chain. We firmly believe that good corporate governance is the foundation of sustainable growth and that trust must be earned through action.

“As a group whose operations span the entire natural rubber industry, from upstream to downstream, we are committed to driving change from within by embedding transparency and accountability in every process. We also cultivate a culture of zero tolerance for corruption and extend these principles to our suppliers and business partners, encouraging them to uphold the same ethical standards. We place particular emphasis on whistleblowing and encourage employees, suppliers and other stakeholders to remain vigilant and report suspected corruption so that concerns can be appropriately investigated and addressed.

“Translating good corporate governance into tangible outcomes is central to the role we embrace as a Change Agent. Creating a transparent and fair business environment requires collaboration and action across all sectors. This award provides further impetus for Sri Trang Group to strengthen corporate governance, reinforce a culture of transparency and expand anti-corruption collaboration throughout the value chain. Through these efforts, we aim to ensure that business growth goes hand in hand with stakeholder confidence while contributing to the long-term strength and sustainability of Thailand’s business sector.”

Vitanath Sincharoenkul, Chairman of Executive Committee of STGT, said, “Receiving the CAC Change Agent Award for the second consecutive year is an honour and a source of pride for our organisation. This achievement reflects the collective efforts of our people to uphold integrity and transparency in the way we conduct business. It is the result of everyone’s commitment to good corporate governance and to fulfilling their responsibilities transparently, ethically and accountably – principles that have become an integral part of our corporate culture. I would like to thank everyone who has contributed, especially our suppliers and business partners, for helping translate our commitment into tangible results. For STGT, trust is something we must uphold at every stage of our business. This award motivates us to continually raise our standards by building employee awareness, promoting accountable and verifiable work processes, and encouraging everyone to stand up for what is right, ensuring that anti-corruption principles are put into practice throughout the supply chain.

“Our commitment to transparency and anti-corruption is fundamental to putting our ‘Clean World Clean Gloves (CWCG)’ approach into practice. Environmental and social responsibility must be grounded in ethical, transparent and accountable business conduct. We therefore strive to apply good corporate governance principles at every level of our operations, ensuring that the delivery of quality rubber gloves goes hand in hand with building trust in our organisation. This prestigious award further motivates STGT to advance its corporate governance standards and strengthen a culture of integrity, transparency and accountability in line with our core values, supporting stable, long-term growth.”

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TyreSafe, UK’s leading tyre safety charity, has published an analysis of nearly 137,000 vans showing that a tyre advisory at MOT is a strong predictor of future dangerous defects, with the risk doubling for larger vans in the 3–3.5 tonne class. The organisation is calling on fleets to treat every advisory as a task requiring completion rather than a mere annotation on a certificate.

According to the study of DVSA MOT data, vans that received a tyre advisory were almost twice as likely to present a dangerous tyre defect at their next test. Roughly 1 in 14 vans with an advisory, or 7.0 percent, had a dangerous tyre defect at the following MOT, compared with about 1 in 28, or 3.6 percent, of those without an advisory. For vans weighing 3–3.5 tonnes, the figures rose to 6.3 percent against 3.0 percent, a doubling of risk that persisted even after accounting for vehicle age.

The scale of the problem is considerable. Of the nearly 27,600 vans issued a tyre advisory in February 2024, more than 1,900 returned in February 2025 with a defect graded Dangerous, a classification meaning the vehicle should not be driven until repaired. In around 3 in 10 van tyre failures, the issue had already been flagged at the previous MOT, suggesting the warning was often available in advance.

Roadside evidence reinforces the pattern. Tyres are the most frequent reason DVSA takes action against a van, and between April and June 2026 tyre condition was the top prohibition defect, recorded against 22.7 percent of vans inspected. Because DVSA targets vans suspected of being overloaded or unroadworthy, the figure is not representative of all vans, but it illustrates how often neglected tyres put a working vehicle out of service.

The business consequences are significant. With 4.89 million vans licensed in the UK covering around one mile in every six driven on British roads, and about one in five work-related collision vehicles being a van, employers face a clear legal duty to manage work-related driving risks. A van off the road also means missed jobs and lost income.

TyreSafe advises fleet managers to log every tyre advisory with a repair or re-inspection date, confirm and record its resolution, incorporate tyres into daily walkaround checks, set pressures according to manufacturer figures for the load carried and ensure wheel nuts are torqued and re-checked after any wheel removal. Drivers are urged to follow the ACT routine: checking air pressure with an accurate gauge, inspecting condition for cuts, bulges, cracks, embedded objects and uneven wear and verifying tread depth against the 1.6 mm legal minimum for vans up to 3.5 tonnes. The release is the first in a weekly series on tyre safety and fleet risk management.

Stuart Lovatt, Chairman, TyreSafe, said, “An MOT tyre advisory is an early warning, and our analysis shows it is a reliable one. Vans that get one are almost twice as likely to have a dangerous tyre a year later. That is a risk to the driver, to everyone around them, and to the business that depends on that van. Fleet managers already have this information on the MOT certificate. The fix is simple: treat every tyre advisory as a job with a deadline, and make sure drivers ACT on their tyres every day."

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