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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Continental has expanded its fifth-generation Conti Eco range for freight transport with the Conti Eco HT 5, a trailer tyre that joins the Conti Eco HS 5 steer and Conti Eco HD 5 drive products. The trio forms a coordinated package aimed at cutting operating costs, sustaining high mileage and lowering rolling resistance to support better fuel economy. Although trailer axles are not driven, their tyres still shape how efficiently a rig moves. By targeting that axle, Continental extends the Generation 5 advantages across the full vehicle combination for regional and long-haul duty. Less resistance at the trailer can translate into reduced fuel burn and, in turn, lower operational CO₂ output.

Because a trailer rolls on several tyres that never leave the road, those tyres directly affect stability, efficiency and day-to-day performance. In some configurations, they generate as much as half of a truck-trailer combination's total rolling resistance. Continental engineered the Conti Eco HT 5 to reconcile low rolling resistance with long tread life, encouraging uniform wear and dependable traction in a broad range of conditions. Optimised materials, a fresh sidewall design and advanced filler compounds underpin the tyre's fuel-saving characteristics.

Mileage and durability come from a new tread compound paired with a refined curing method, while a redesigned five-rib tread layout supports even wear, steady handling and consistent behaviour across shifting weather and road surfaces on both regional and long-distance routes. Tested against the Conti Hybrid HT3+, the Conti Eco HT 5 posted rolling resistance reductions of as much as 12 percent under specified conditions, offering fleets a path to lower fuel use, diminished CO₂ emissions and reduced tyre-related costs.

The Generation 5 Conti Eco portfolio sits within Continental's broader strategy of helping customers boost transport efficiency through technological innovation and tuned tyre performance. Uniting low rolling resistance, high mileage and long service life at every axle position, the range addresses industry pressures such as climbing fuel prices and stricter efficiency and emissions expectations. The Conti Eco HT 5 reaches the market in September 2026 in two sizes, 385/65 R 22.5 and 385/55 R 22.5.

Hinnerk Kaiser, responsible for the development of truck and bus tyres in the EMEA region at Continental, said, “Every tyre contributes to the efficiency and operating costs of a truck and trailer combination. While attention often focuses on the steer and drive axles, trailer tyres also play an important role in rolling resistance and fuel consumption. With the Conti Eco HT 5, we are extending the benefits of our fifth-generation Conti Eco portfolio to the trailer axle and helping fleets improve the efficiency of their transport operations. For the Conti Eco HT 5, our focus was on improving efficiency while maintaining durability. The combination of low rolling resistance, long service life and balanced wear characteristics can help fleets reduce tyre-related operating costs while maintaining reliable performance in demanding transport operations.”

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Titan International, Inc. has reached a definitive agreement to divest its Italtractor ITM undercarriage business (ITM) to USCO S.p.A., marking a significant strategic shift for the global off-highway wheel, tyre and undercarriage manufacturer. The deal positions Titan to concentrate on its core operations while securing substantial cash value from the sale.

Under the agreement, Titan will receive an initial purchase price of USD 207 million, with the potential for an additional USD 6 million in earnout proceeds contingent on ITM meeting specified performance targets for 2026. Customary adjustments tied to ITM’s net asset and financial position at closing are expected to add approximately USD 23 million in cash value. Combined with USD 49 million in dividends from ITM – USD 38 million already received in recent years and USD 11 million anticipated before closing – Titan projects total cash value of up to approximately USD 285 million, inclusive of the earnout.

The transaction allows Titan to sharpen its focus on its global wheel and tire operations serving agricultural, construction and consumer markets. According to Chairman Maurice M Taylor, Jr, the potential sale of ITM was first discussed with the board over a decade ago when an offer below USD 100 million was presented. He credited President and CEO Paul Reitz and his team for their patience in completing a deal that he described as fair for Titan and beneficial for USCO, which gains a strong manufacturing business with a good brand and skilled workforce. Taylor also praised Cecilia La Manna for nearly 30 years of service and leadership, noting that USCO is acquiring a strong management team along with the business and plants.

Reitz characterised the transaction as an important step in Titan’s transformation, delivering strong value while providing ITM with an owner that understands the undercarriage sector. He said the deal enables Titan to direct people, capital and resources towards core wheel and tyre operations, pursue accretive growth opportunities and reduce debt. The move supports portfolio reshaping, accelerated strategic investments, transformative acquisitions and partnership, and long-term shareholder value.

As part of USCO, ITM will build on its position as a global provider of undercarriage components and complete solutions, with added focus and resources for long-term growth, customer service, product innovation and geographic expansion. ITM designs, manufactures and distributes undercarriage systems for construction, mining, forestry, road-building and agricultural applications through an international network and is a pioneer in undercarriage sensor technology, including its TRUST ITM monitoring solution.

Titan intends to use a portion of the proceeds to reduce existing debt and strengthen its balance sheet, with future capital deployment towards key growth investments, including accretive acquisitions and strategic partnerships. The transaction is expected to close in early January 2027, subject to customary closing conditions and required regulatory approvals, with both companies continuing ordinary operations until then. Gianni & Origoni and Poggi & Associati advised Titan and ITM on legal and tax matters, while USCO received assistance from Eidos Partners, Simmons+Simmons, BDO and KPMG.

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NEXEN TIRE has unveiled the N’FERA Sport 2, an ultra-high-performance summer tyre succeeding the widely acclaimed N’FERA Sport. The original earned strong results in independent tests by leading DACH-region automotive publications, including ADAC and AUTO BILD, and secured multiple original equipment fitments. The new model adopts an updated tread pattern and revised construction to deliver sharper handling, shorter braking distances and dependable performance in both wet and dry conditions.

Structural rigidity has been raised by 15 percent over the predecessor, reducing tyre deformation and supporting stable behaviour during dynamic driving. NEXEN TIRE also incorporated Chamfer Technology, whose specially shaped block edges enlarge the contact area under braking and cornering. Meanwhile, the outer tread blocks are 5 percent wider, transferring vehicle power to the road more efficiently and improving cornering stability. A rim protector 7 percent wider than before adds protection against curb contact.

The tread design distributes pressure more evenly across the footprint, enlarging road contact and balancing handling, traction and braking while limiting heat buildup. Increased sidewall rigidity further cuts deformation and sharpens steering response, especially in high-speed corners. Collectively, these measures yield a 10 percent gain in cornering stiffness relative to the previous N’FERA Sport. Multi-width grooves and chamfered block edges widen the drainage area, helping evacuate water, lower aquaplaning risk and preserve wet-road grip.

Testing at Spain’s IDIADA Proving Ground demonstrated measurable gains over the outgoing tyre. NEXEN TIRE’s own results show an 11 percent shorter wet braking distance and a 2 percent shorter dry braking distance. Wet and dry handling improved by 7 percent, while cornering stiffness rose by 10 percent. The N’FERA Sport 2 is engineered to provide confident control across a broad range of road conditions.

Jeff Roh, Vice President of Europe Sales & Marketing, said, “Following the success of the N’FERA Sport, we expect the new N’FERA Sport 2 to deliver even stronger results. NEXEN TIRE has demonstrated proven quality and performance over the years, and with the improved capabilities of the new pattern, we aim to further enhance driving performance while helping drivers enjoy the thrill of driving with greater confidence and safety.”

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Dunlop concluded the 2026 FIM Endurance World Championship by celebrating its Superstock Trophy and Production Trophy title winners at the 89th Bol d’Or. The French endurance classic, held under largely clear skies at Circuit Paul Ricard, brought the season to a dramatic close with 43 teams relying on Dunlop’s KR racing slicks across every category. Throughout the year, Dunlop supplied its KR108 and KR109 slick options to all entrants, alongside a latest-generation medium front tyre known during development as G2_01 VAL3.

In the Dunlop-exclusive Superstock Trophy, the No. 77 Wójcik Racing Team claimed a maiden crown. Jordi Torres Fernandez, Milan Pawelec, Mateusz Molik and Hector Vicent Garzo finished sixth overall, lifting the Polish squad above the No. 38 Champion-Hert Powered by MRP entry, which ended 11th in class. The No. 36 3ART Best Of Bike Hamaguchi team took second in the standings, while reigning champions No. 44 Honda No Limits completed the top three after finishing third in the race. The No. 18 Team Pompiers Igol CMS Motostore also placed inside the overall top ten, meaning four Superstock crews finished among the leading ten after 24 hours.

The Production Trophy crowned its second-ever champion as 13 bikes formed the category’s largest grid of the season. The No. 96 Legacy Competition team sealed its first title by finishing second in class at the Bol d’Or. The No. 199 ARTEC squad, the 2025 champion, ended the year as runner-up, with the No. 16 HTC Racing team completing the championship podium.

Dunlop-backed privateer teams also impressed in the open-tyre Formula EWC class. The No. 6 ERC Endurance team, with Loris Baz, Marcel Schrötter, Kenny Foray and Jan-Ole Jähning, qualified fourth with a 1:51.524 lap, just six tenths off pole, and finished sixth in the final standings on 62 points despite retiring from the race. The No. 14 MACO RACING TEAM recovered from 21st on the grid to finish 8th and end the season 10th, while the No. 53 Mana-au Competition team climbed from 28th to 11th and secured 8th in the final class standings.

David Auerbacher, International Motorcycle Race Event Leader, Dunlop Motorcycle Europe, said, “Congratulations to the 2026 Superstock Trophy and Production Trophy champions, as well as the Dunlop-backed teams in the Formula EWC class that achieved amazing results. We’re proud and happy to have once again supported teams across all categories throughout the year. The Bol d’Or is always a demanding way to close the EWC season and this year was no exception. Across 24 hours, all teams and riders were pushed to their limits, making consistency just as important as outright performance. Seeing our partners fight at the front of the Superstock and Production Trophy fields, while also challenging in Formula EWC, is a great way to end the season. The results across the 2026 season demonstrate how our KR108, KR109 and latest-generation medium front specification meet the demands of our riders.”

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