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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Kumho Tire USA has initiated the Georgia Veterans Tire Assistance Program, building upon its recent alliance with the Georgia Veterans Service Foundation. This new effort will distribute certificates for complete sets of four replacement tyres to 50 financially struggling veterans throughout the state, amounting to 200 tyres with a total value exceeding USD 50,000.

The programme acknowledges that dependable vehicles are critical for veterans to reach jobs, medical facilities and daily essentials. By covering the expense of new tyres, the initiative aims to ensure that recipients can travel safely and without the burden of unexpected automotive costs.

Administration of the programme falls to the GVSF, which will handle applicant selection and the distribution of certificates over the course of the year. Those not chosen in a given round may have their applications reconsidered in subsequent quarters, provided they continue to meet the established criteria.

Eligible applicants must be Georgia residents who are US military veterans, own or routinely use the vehicle in question and hold a valid licence, insurance and registration. Proof of financial hardship and tyres deemed unsafe due to wear, age or damage are also required, with a 24-month restriction on prior assistance. This marks the inaugural project under the Kumho-GVSF partnership, reflecting the tyre manufacturer’s broader dedication to enhancing community safety and mobility.

Edmund Cho, CEO, Kumho Tire USA, said, "When we announced our partnership with the Georgia Veterans Service Foundation, our goal was to identify meaningful ways to support Georgia's veterans and their families. The Georgia Veterans Tire Assistance Program puts that commitment into action by helping veterans maintain reliable transportation for work, appointments, family commitments and everyday needs."

Joe Higgins, Board Chair, Georgia Veterans Service Foundation, said, "The Georgia Veterans Service Foundation is grateful to Kumho Tire for this generous donation to help Georgia veterans continue travelling safely and stay connected to their communities. These tyre certificates will provide meaningful assistance to veterans by improving mobility, safety and access to essential resources."

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Hankook Tire has formalised a new partnership with Special Olympics Tennessee, reinforcing its commitment to community engagement and regional development in Nashville, the site of its North American headquarters. The collaboration centres on supporting the non-profit’s mission to provide year-round athletic training and competition for individuals with intellectual disabilities.

As a primary component of this alliance, Hankook Tire will sponsor and participate in the Music City Corporate Challenge, an Olympic-style event that unites Nashville-area companies in friendly sporting competition. The initiative fosters workplace wellness and camaraderie within the local business sector, ultimately culminating in the crowning of annual champions.

Further extending its support, the tyre manufacturer will also back the Unified Fore Joy Topgolf ProAm fundraising event. Scheduled for 18 September at four Tennessee locations – Nashville, Knoxville, Chattanooga and Memphis – the golf fundraiser pairs corporate teams with Special Olympics athletes to generate direct financial support for programmes across the state.

Rob Williams, President, Hankook Tire America Corp, said, “We are excited to partner with Special Olympics Tennessee and participate in the Music City Corporate Challenge,”. “Collaboration is one of Hankook Tire’s core values, and this event provides a meaningful opportunity to connect with other businesses in Nashville while supporting Special Olympics Tennessee. We look forward to competing alongside our peers, underscoring our commitment to social programmes locally and growing together with the local community.”

Adam Germek, President & CEO, Special Olympics Tennessee, said, “Special Olympics Tennessee is thrilled to partner with the Hankook Tire team with both our Music City Corporate Challenge and Unified Fore Joy Topgolf ProAm fundraising events this year. Hankook Tire has an amazing culture of collaboration and philanthropy, and we are so grateful for Hankook Tire team’s support of Special Olympics athletes across our state.”

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Trelleborg Tires received the Best Agriculture Tyre honour at the 15th Prêmio Visão Agro Centro-Sul, a prominent agribusiness awards programme in Brazil. The ceremony took place in Piracicaba, São Paulo, on 14 July, with the accolade celebrating enterprises that drive progress in the nation’s agricultural sector through technological and solution-based contributions.

The distinction does not focus on a singular product but rather validates the overall field performance of Trelleborg’s tyre portfolio across diverse farming scenarios. Engineered specifically for Brazilian operational conditions, these tyres integrate sophisticated design with reliable on-ground results, securing trust among local farmers, contractors, dealers and original equipment manufacturers.

Brazil’s status as a leading global food producer demands constant productivity gains. Leveraging extensive experience in tyre engineering and cooperative relationships with OEMs and rural professionals, Trelleborg continues to deliver solutions tailored for the country’s primary crops. The Visão Agro Centro-Sul selection process combines technical analysis with sector-wide voting, reinforcing the award’s credibility as a key performance indicator in the industry.

Fabio Metidieri, Sales Director – Brazil, Trelleborg Tires, said, "Being recognised by professionals who work in the field every day is especially meaningful for us. This award reflects the confidence our customers place in our tyres after experiencing their performance in real operating conditions. It motivates us to continue developing tyre solutions that help customers maximise the performance of their machines and get more from every operation.”

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Pirelli has been named a ‘2026 Top Graduate Employer Brand’ in China by 51job, a leading domestic human resources firm. The recognition highlights the tyre manufacturer’s effectiveness in attracting top university talent, developing student skills and strengthening its overall employer reputation among young professionals.

Established in 2018, the award programme uses a dual-evaluation system that incorporates feedback from both corporate recruiters and student candidates to ensure impartiality. The 2026 cycle, themed ‘Without Boundaries’, judged participants on several criteria, including campus brand influence, graduate training structures, youth development culture, university partnership depth and compensation competitiveness. Pirelli’s selection underscores its strong resonance with emerging talent and validates its sustained investment in early-career recruitment.

The company operates a year-round campus engagement model, featuring recruitment drives in both spring and autumn that target engineering, business and design disciplines. Selection processes involve structured interviews, assessment centres and business case simulations. For the 2027 graduate cohort, Pirelli has opened positions across a wide array of functions, such as motorsports, research and development, quality, data analytics, production management, lean manufacturing, supply chain, electrical engineering and health, safety and environment.

New graduates enter a two-year induction known as the Warming Up @Pirelli programme, which is structured around four stages: an orientation to corporate culture and strategy, a functional deep-dive into company operations, practical tool acquisition and a reflective session to map future career paths. The initiative emphasises international exposure, cross-functional rotation, executive engagement, hands-on simulations and a round-the-clock digital resource library. Beyond onboarding, Pirelli maintains a global training architecture with four pillars – Professional Academies, School of Management, Global Activities and Local Education – offering continuous professional development across multiple fields while collaborating with top universities for localised, innovation-focused programmes.

Pirelli also champions an inclusive, equitable workplace, guided by the values of inclusion, enhancement and equal opportunity. Its global MORE welfare framework, centred on care for employees, their families and the community, delivers comprehensive health benefits, family support and volunteer engagement, reinforcing the company’s commitment to holistic people development and long-term career growth.

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