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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Yokohama Rubber reported record sales and profit for fiscal 2025, marking a fifth consecutive year of growth, as higher tyre volumes and a stronger product mix offset one-off costs linked to an acquisition.

Sales revenue rose 12.8 percent year on year to USD 8.2 billion. Business profit increased 24.0 percent to USD 1.11 billion, while operating profit advanced 28.3 percent to USD 1.02 billion. Profit attributable to owners of parent climbed 40.7 percent to USD 0.70 billion. The business profit margin reached a record 13.5 percent.

The company said the increase in consolidated business profit reflected strong performance in existing operations, which absorbed one-time costs related to the acquisition and consolidation of Goodyear’s OTR business. In tyres, profit rose on higher unit sales of consumer tyres and continued growth in high-value-added ADVAN, GEOLANDAR and winter tyres, alongside larger-diameter products. In the MB segment, cost reductions and structural reforms supported profitability.

For fiscal 2026, management targets sales revenue of USD 8.7 billion, business profit of USD 1.25 billion, operating profit of USD 1.15 billion and profit attributable to owners of parent of USD 0.60 billion, aiming for a sixth consecutive year of sales and profit growth.

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Hankook Tire played its role as the exclusive tyre supplier to the ABB FIA Formula E World Championship to perfection at the series’ recent visit to Saudi Arabia for a double-header event under the floodlights at the Jeddah Corniche Circuit. The company’s Hankook iON Race tyre was put to the test across two nights of intense racing, where driver precision and tyre durability were critical factors. In the first of the two rounds, Pascal Wehrlein of the Porsche Formula E Team claimed victory by combining consistent speed with clever positioning on the fast and challenging street circuit. The following evening, António Félix Da Costa of Jaguar TCS Racing took the win in a race that demanded careful attention to both energy consumption and tyre preservation until the very end.

The Jeddah circuit, measuring just over three kilometres and featuring 19 turns, is designed to complement Formula E’s unique braking and energy recovery systems. It offers a mix of long straights and demanding technical sections that place significant stress on tyres. Throughout both races, the Hankook iON Race tyre demonstrated its ability to maintain strong grip under heavy loads while managing heat effectively and supporting low rolling resistance. These characteristics are vital in a championship where tyre behaviour directly influences energy strategy and overall race outcomes.

In the days following the races, Formula E hosted its EVO Sessions 2 programme, inviting a group of international digital creators to experience the GEN3 Evo race car on the same circuit. The initiative, which first launched after last year’s Miami E-Prix, has generated substantial online engagement and provided additional visibility for Hankook’s tyre technology. Participants including Khaby Lame and Behzinga took part in driving sessions, while others assumed team principal roles for the event. The Hankook iON Race once again proved its capability by delivering strong traction and stability during these high-speed demonstrations.

Looking ahead, the championship will resume in Madrid on 21 March 2026 with a race at the Circuito de Madrid Jarama. This more compact and technically demanding permanent track will present a fresh challenge, with Hankook’s iON Race tyre continuing to serve as the foundation for competitive and sustainable racing.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Jeddah under the lights produced two demanding races with their own strategic patterns. Across both rounds, the iON Race demonstrated stable and consistent performance in conditions where track behaviour and tyre temperatures evolved through each session. Such tyre predictability is essential in helping teams execute their strategies on such a fast and technically complex circuit, and the data gathered here will feed directly into our ongoing iON development programme.”

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Two tyre service businesses with strong regional recognition in central Sweden and the Stockholm area, Västerås Däck and Arlandastad Däck, have been acquired by Citira, a Sweden-based company specialising in circular tyre management. These additions represent a significant step in Citira’s strategy to broaden its service network within the country.

Established in 2008 by Jalle Eriksson, Västerås Däck built a solid reputation for servicing both passenger cars and heavy vehicles, cultivating a dedicated customer base. This success led to the creation of Arlandastad Däck in 2020. The strategic placement of both facilities along the E4 and E18 corridors, combined with dedicated leadership and strong operational standards, positioned them for integration as vital service hubs within the expanding Citira network.

Daily operations at both locations will remain unchanged, with the existing staff continuing in their roles. The current management will stay on to run the businesses, now with access to Citira’s broader resources to foster future growth. As part of the agreement, Eriksson will transition into a co-ownership role within Citira, ensuring continuity and a shared vision for the businesses moving forward.

David Boman, CEO, Citira, said, “It is our privilege to welcome Jalle, Fredrik and Sofie to Citira, we look forward to working with them. The Eriksson family has made great achievements with both tyre shops and we are confident that adding these two service points will improve Citira’s service offering in both regions. We see great value in the experience that the Eriksson family brings and in the potential to operate these tyre shops alongside our current tyre shops in Västerås and Märsta.”

Eriksson said, “We are very impressed with what Citira has achieved so far. Their extensive network of tyre shops, broad service offering and industry experience will ensure that our service standards remain high going forward while enabling us to focus fully on serving our customers and exploring growth opportunities. We look forward to this partnership.”

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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), visited the Malaysian Rubber Glove Manufacturers Association (MARGMA) in Kuala Lumpur on 13 February 2026. The meeting brought together the ANRPC representative with MARGMA's Executive Director, Linda Tey and Dr Amir Hashim Md Yatim to discuss potential avenues for collaboration between their two organisations.

The dialogue was focused on strengthening ties across the natural rubber and glove value chain. Key topics included enhancing downstream value addition, promoting sustainable practices and navigating the challenges presented by evolving global market dynamics. The conversation underscored a shared interest in a closer partnership to build greater industry resilience.

Both parties expressed a firm commitment to working together to foster sustainable growth and to reinforce Malaysia's significant role within the global rubber ecosystem. The discussions highlighted a mutual dedication to forging a more integrated and competitive future for the natural rubber and products sector.

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