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 signed on as a global partner of the International Biathlon Union (IBU), with the agreement set to run from the 2026/27 season through 2029/30. The deal, negotiated by the IBU’s exclusive global marketing partner Infront, covers the LaVita IBU World Cup, the IBU World Championships and the Loop One Festival.

Biathlon’s close ties to winter make it a fitting fit for the tyre maker, which frames the sport as a natural setting for a partnership rooted in a positive view of the cold season. Athletes contend with shifting snow, weather and course conditions, blending endurance with shooting precision, a combination that mirrors Continental’s emphasis on preparation and confidence.

The tie-up places Continental inside one of EMEA’s strongest winter sports properties. The IBU calendar features 54 LaVita World Cup races and 12 World Championship races, many staged in key European winter markets, with Germany, France and Sweden among the largest EMEA television audiences for the sport. Beyond reach, European biathlon fans show a strong affinity for individual mobility, as 88 percent own at least one car, 80 percent drive at least semi-regularly and 59 percent drive regularly.

For the IBU, the cooperation adds an internationally established mobility brand to a partner platform that accompanies athletes and fans across the season, opening chances to develop fan experiences and market activities around major competitions. The deal extends Continental’s longstanding sports engagement in EMEA, giving it a season-long platform that links biathlon’s emotional pull with winter mobility relevance, on the idea that proper preparation turns winter conditions into possibilities rather than limits.

Alexandra Gaillard, Head of Marketing, Continental, said, “Our partnership with the International Biathlon Union brings together two organisations that share a common belief: challenging and unpredictable conditions do not have to limit what is possible. They can create opportunities for those who are prepared. Whether on the biathlon course or on winter roads, determination and the right equipment make all the difference when conditions change. Together with the IBU, we want to inspire people to rediscover winter and embrace the possibilities it offers, helping them navigate changing conditions safely and confidently.”

Ferdinand Hoyos, Head of Business Area EMEA, Continental, said, “Biathlon is a natural fit for Continental: success in the sport depends on the perfect combination of performance, precision and control in winter conditions, just as it does for our winter tire portfolio. For decades, biathlon has been one of the most popular and successful winter sports on the Olympic stage, and throughout those decades, Continental has remained a trusted leader in winter tyre technology. This shared commitment to excellence, performance and reliability makes for a great partnership and provides a strong platform to engage with fans, customers and retail partners across EMEA.”

Felix Bitterling, Commercial & Marketing Director, IBU, said, “With Continental, we are welcoming a strong and renowned brand to the biathlon family. The company’s commitment to quality, innovation and performance resonates perfectly with the values of our sport and federation. Biathlon provides an excellent platform for global visibility while creating meaningful engagement opportunities with our passionate fan base.”

Marco Sautner, Managing Director, Infront Germany, said, "Continental has seen firsthand the value that winter sports can create for leading brands. Biathlon's passionate fan base, strong presence in key European markets and range of activation opportunities provide an excellent platform to build on that success. It is hugely satisfying to bring together two organisations that stand to benefit from a long-term collaboration."

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Sun Auto Tire & Service has entered a strategic partnership with Interstate Batteries, designating the company as the primary battery provider for the Sun Auto Network. The announcement marks a significant development for one of United States’ largest independent automotive service providers.

Operating over 600 locations across 27 states, the Sun Auto Network encompasses more than 70 local and regional automotive service brands. This partnership represents another step in Sun Auto's ongoing efforts to strengthen operations and enhance customer experience through leading category partners.

Interstate Batteries, a battery specialist with national scale and strong consumer awareness, brings dedicated category expertise, marketing resources and nationwide support to the network. The company's products are now available at Sun Auto locations nationwide, combining Sun Auto's growing service footprint with Interstate's specialised expertise and distribution capabilities to create greater consistency in product availability, promotions and warranty support.

With over 70 years of industry presence, Interstate Batteries is recognised as one of North America's most trusted consumer battery brands. Sun Auto locations will support Interstate's warranty coverage, offering customers convenient access to warranty service across the network. The partnership advances Sun Auto's broader strategy of leveraging national network strength to improve products, resources and support for its local brands.

Tony Puckett, Chief Executive Officer, Sun Auto Network, said, "As we grow the Sun Auto Network, we're continually looking for ways to use our scale to make our local brands stronger and deliver more value to our customers. That means aligning with partners who bring deep expertise in their category and can support us consistently across the country. Interstate Batteries brings a trusted brand, specialised battery expertise and nationwide capabilities that make them a strong fit for our network and the customers we serve."

Lain Hancock, President and Chief Executive Officer, Interstate Batteries, said, "Interstate Batteries is proud to partner with Sun Auto Network and serve one of the nation's largest automotive service networks. Sun Auto's scale, customer-first approach and commitment to excellence make them an ideal partner. This agreement creates an exciting opportunity to support more than 600 locations operating under trusted local brands while ensuring drivers have access to dependable battery solutions wherever they travel."

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Lassa Tyres has launched its new Snoways 5 and Competus Winter 3 winter tyres to address shifting demands across passenger car and SUV markets. Both products carry the company's EV Ready designation, confirming their compatibility with electric, hybrid and conventional vehicles. The Snoways 5 has additionally secured the TÜV Performance Mark, recognising its strength in key winter and wet handling criteria.

Designed for improved control on snowy and wet surfaces with enduring performance, the Snoways 5 surpasses its predecessor in snow, wet and wear results, as verified by independent TÜV testing. It also improves its rolling resistance label by one grade, cutting energy loss for more efficient driving. TÜV SÜD testing found measurable gains over the competitor average in snow acceleration, snow braking, lateral snow grip, aquaplaning, wet braking and lateral wet grip, alongside lower rolling resistance. Notable improvements include roughly 4 percent better aquaplaning and 3 percent gains in both snow acceleration and lateral snow grip.

The Competus Winter 3 brings this winter design to SUVs, tailoring the Snoways 5 pattern and technologies for larger, heavier vehicles. It offers assured braking and controlled handling on snow and wet roads, with next-generation winter technology delivering stronger snow and wet performance plus greater fuel efficiency. Its EV-Ready construction suits electric and hybrid SUVs while keeping drivers confident throughout winter.

Lassa has expanded its winter range in response to growing demand for larger rim sizes. Snoways 5 comes in 46 sizes spanning 15 to 21 inches, while Competus Winter 3 offers 42 sizes from 16 to 21 inches. This brings European passenger car and SUV winter fitment coverage to 84 percent, with 18-inch and larger fitments reaching 75 percent. Both tyres will launch across Lassa markets for the 2026 winter season.

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New research findings from a doctoral dissertation by Dr.-Ing. Sebastian Bogdahn examine how end-of-life tyres can yield high-quality recovered carbon black (rCB) through pyrolysis while delivering substantial environmental benefits. The work, titled ‘Production and Environmental Assessment of High-Quality Carbonaceous Materials from End-of-Life Tyre Pyrolysis’, was presented in condensed form at an AZuR Chemical Recycling Project Group meeting in Dillingen/Saar on 1 October 2026.

The dissertation tackles how end-of-life tyres can be recovered and recycled to maximise their value. Pyrolysis is identified as a complementary technology that helps close recycling gaps in the circular economy and offers an alternative to fossil-based carbon black, a material that plays a crucial role in determining tyre properties.

In the pyrolysis process, rubber granules from processed tyres undergo thermal decomposition without oxygen, producing three main streams: solid rCB, tyre pyrolysis oil and pyrolysis gas. Previous evaluations of such technologies often separated technical and environmental perspectives, relied on secondary data and lacked standardised methodologies, making findings difficult to compare.

Image credit: Dr.-Ing. Sebastian Bogdahn

Bogdahn overcomes these limitations by integrating a technology-specific process model with a detailed life cycle assessment model. This combination enables a scientifically robust environmental evaluation of pyrolysis and its secondary raw materials using reliable primary data. A central component is a process model that mathematically describes material conversion by combining reaction kinetics, reactor behaviour and mass and energy balances.

Starting with laboratory-scale experiments, the model was scaled up and validated using a pilot-scale rotary kiln at the Institute of TH Köln. Comprehensive laboratory analyses of feedstocks and products supported development and validation. Optimal conditions for the investigated system were found at 650 degrees Celsius with a residence time of about one hour, achieving complete material conversion and high-quality recovered carbon black. Product distribution was roughly 40 percent rCB, 37 percent TPO and 23 percent pyrolysis gas by weight.

Image credit: Dr.-Ing. Sebastian Bogdahn

Using validated primary data, Bogdahn conducted a comprehensive environmental assessment and developed a methodological matrix covering relevant standards and guidelines to address inconsistent approaches. In the rotary kiln baseline scenario, one metric tonne of recovered carbon black results in a global warming potential over 100 years of about 918 kilogrammes of carbon dioxide equivalents, compared with the International Carbon Black Association’s global industry average of 3,910 kilogrammes for conventional fossil-based carbon black, a reduction of approximately 77 percent. Even after a quality adjustment for lower carbon content, the reduction remains about 70 percent. The study followed ISO 14067 and underwent independent external critical review under ISO 14071, also covering TPO and sustainable carbon black.

Further improvements remain possible. Emissions mainly stem from electricity consumption and gas combustion, with rCB processing accounting for about 44 percent, pyrolysis gas cleaning and combustion about 36 percent and tyre shredding about 19 percent. Sensitivity analysis confirms that renewable electricity offers substantial additional greenhouse gas reductions, reinforcing that a circular economy achieves genuine sustainability only when powered by renewable energy. Enhancing material quality through demineralisation and activation could enable higher substitution rates for fossil-based carbon black.

Image credit: Dr.-Ing. Sebastian Bogdahn

A central conclusion extends beyond pyrolysis itself. Raw materials, tyre manufacturing, the use phase and recovery pathways form an interconnected system spanning the entire tyre life cycle, closely linked to the carbon black, chemical, steel and energy sectors. Achieving circularity requires collaboration across systems and industries, along with greater methodological harmonisation and stronger integration of industrial value chains. The AZuR network’s work reflects this need, recognising that extended tyre use, repair, regrooving, retreading, mechanical recycling and appropriate chemical recycling must all function as interconnected elements of the value chain.

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