HRD seeks to constantly maintain maximum efficiency and effectiveness by examining employee functions in their jobs. To increase the performance of a company, HRD focuses on elements such as staff satisfaction, compensation, and incentives to keep up morale in order to achieve the highest possible performance from the employees HRD covers the role of recruitment, job analysis, performance appraisals, and skill inventorying to gain a competitive advantage. The extracted data during HR Planning are required to keep track of the human capital functioning within the company. While the task of compiling accurate data may be difficult, advances in technology play a major role in today’s HR function to help automate the work and make it easier.

In the digital era, current human resource planning is leaning toward a more machine-based system. The benefits of cutting-edge technology can help HR planners greatly increase the efficiency and their ability to forecast future needs and wants. The future of HR lies in data analytics that compiles all the information on employees, including their upbringing, experience, performance, and skill sets and monitors them via a computerised interface. Human resource planning is creating strategies around machine run data. The resulting benefit makes artificial intelligence (AI) an important asset that would decrease the time spent on recruitment and increasing its effectiveness while also providing applicants with a fair assessment.

It is with a great sense of admiration mixed up with a dash of amazement, that I scan the current HRD scenario to witness the giant strides made in this field. Yet amongst the glamour and glitter orchestrated by many organisations, which apparently looks like the tip of the iceberg, perhaps it could be my imagination at this late stage of life, I notice a sense of undue stress and dissatisfaction among the staff at all levels in most companies I happen to visit during my consultancies. It makes me to wonder whether we are better off nowadays and motivates me to recollect the scenarios that existed half a century ago during my formative years

As the well quoted words of Mark Antony in Julius Caesar of Shakespeare:

  Friends, Romans, countrymen, lend me your ears;

  I come to bury Caesar, not to praise him,

My aim is not to glorify the so-called good old days, but to glimpse at some of the best practices used which were appropriate in those bygone days, and some which in my opinion can still be practically valid.

When I faced the first interview at the Bata Shoe Company of Ceylon Ltd in 1969, the very first question I was asked by the Personnel Manager was why I have stipulated a low salary. You should never underestimate yourself. I was reminded. By that time, I had a little over one years’ experience in one of the footwear companies and I was studying part-time for LIRI ( UK ). We joined as trainees under the Management Development Personnel (MDP), and the very  first document we were given was a printed leaflet about learning principles (which I still have filed). It started with the famous ancient Chinese quote:

Give a Man a Fish, and You Feed Him for a Day. Teach a Man to Fish, and You Feed Him for a Lifetime.

The type of training was truly hands-on. Whichever functional area we were selected, be it Production, Technical, Purchasing, Marketing, HR or Engineering, we were assigned to the sales outlets and showrooms for one week to familiarize with customer requirements and to learn the shoe sizes by practice. It was a very practical way of understanding customer perception on which there are a multitude of techniques available these days. In the technical and production area which I preferred, our training programme included actual learning and practice of milling, the internal mixer, and other rubber processing machinery, including moulding , and later, working alongside the operators ( sitting next to Nellie) , in the footwear conveyors. The injection molding techniques were not available in the Sri Lanka factory by that time. This reminds me of the Genba  (real place)  concept, of the Japanese which I  happen to familiarize, much later in life. The “Baptism by Fire” became a guiding light in shaping my career in the rubber industry. We were also given a small ring bound hardcover pocket notebook, where we were compelled to list down the daily tasks, mark the ones accomplished and carry forward the balance to the next day. Every operational division used a “Workshop Balance Sheet '' which gave a record of hourly production against target, and the reasons for any shortfall had to be corrected promptly. It was also required to show the material and machine availability for the following day’s production requirement and get the signature of the responsible persons. This was a simple yet effective way of assigning responsibility and accountability. Internal Memos were delivered by hand and the signature of the recipient was taken on the original, and in retrospect, I think that this was a more reliable mode than the emails when considering accountability.

 It was an era where there no ICT, and other paraphernalia, computers, electronic calculators, smartphones and APPs that a young person has at his disposal The fastest mode of communication was the Telex, and photocopier (Xerox) and the Facsimile, were  yet to see the dawn of the day. We were given a large record book similar to a modern wedding photographic album, which was called the Wellington Book, (named after the Duke of Wellington, of the Battle of Waterloo fame), to record all our learning experiences, which the Personnel Manager discussed with us during the weekly counselling sessions. At a time when the now famous ISO 9001 Procedures and SOPs were not heard of, the organization used standard procedures, and other working documents and formats, including standard formula cards, in its worldwide network of about 110 factories.

 We were encouraged to learn from direct observations which include cleanliness and housekeeping also, reminiscent of the power of observations of Sherlock Holmes, which generally ended up with the comment “elementary my dear Watson”. Although the systemized data analysis and virtual access were m not available, my opinion is that the power of observation and hands-on experience enhances the brain functioning, which even some of the modern research has shown to be diminishing with the automation and Artificial Intelligence.

The importance of Tacit (implicit) knowledge or knowing how was given a prominent position during those days, while Explicit knowledge (knowing what), codified and digitalized, plays a more important role nowadays. A parallel from the field of medical examination seems suitable to cite at this juncture.  Competent   Ayurvedic physicians are capable of diagnosing many physical illnesses, acutely by feeling the pulse of the patient (which even some Western practitioners used to do in our young days), while modern specialists are heavily dependent on tests and techniques and numbers, and yet the general status of physical wellbeing of the people  is no better.

Another important aspect of HRD during those days was providing opportunities for representing the company in regional conferences, where we had to present and discuss the technical and other productivity improvements with our counterparts. The only equipment available were the slide projectors and the Flip Charts, which made it a challenging task. It was also an opportunity to interact with people of different nationalities and cultures, which the current tele -conferences and the most recent webinars cannot fulfil adequately. Evaluation of such training was initially done by way of a presentation to the Senior Management and a component of the annual increments was determined by the productive activities one completed after the training, apparently was “no free lunch”.

Some of the leading rubber and chemical raw material suppliers of the yesteryears, Bayer, Monsanto, Rheine Chemie, Polysar,ICI and Vanderbilt , to name  few played a leading role in improving the knowledge  base of the personnel engaged  in the industry. Their Handbooks, and Technical Notes were invaluable treasures. The three-week residential Customer Technical Training Programme of Bayer India was in the Annual HR Agendas during those daysI had the fortune of participating in this programme in 1978, and it was very  efficiently handled by Ms R.R Pandit ( diseased ) , SN Chakravarthi.

During my subsequent career progress with companies in Nairobi, Kenya and Sri Lanka, I have made an endeavor to use some of these proven methods to develop the technical and production staff in the companies I have worked. One of the effective methods that can be cited is the compulsory training in Banbury Mixing given to trainees from the universities in Sri Lanka during their In-Plant Training and it gives me a great satisfaction to see that most of them have done very well in their careers and are holding high positions in the industry. Working in an environment with carbon black is a useful learning method, which will be helpful in our professional as well as personal lives.

Not all human resources managers are created equal. In fact, they come from a variety of backgrounds on their way to higher-level HR positions. Still, despite these different paths, many still share basic HR manager responsibilities. The most vital aspect is the importance of the personal touch and the “people centeredness” with respect to the interphases, which the modern techniques seem to be fast obliterating  

The vital message I would wish to the industry is the dire importance of the 3Bs, namely, going back to the base at whatever technology level we are engaged, reinforce the base and sustain the base.

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Georgian company Tegeta Motors, through its environmental arm Tegeta Green Planet, recently spearheaded a major cleanup effort by removing roughly 2,000 illegally discarded tyres from a former landfill near the settlement of Giorgitsminda, Georgia. The operation addressed years of unchecked dumping that had endangered local soil, water and community health.

Despite the challenging terrain, the contaminated site was fully cleared within days using the company’s own resources and in strict adherence to safety protocols. All collected tyres are now set to undergo recycling in line with technical regulations, transforming a longstanding environmental hazard into a manageable waste stream.

This initiative reflects the broader mission of Tegeta Green Planet, which operates under the principle of extended producer responsibility (EPR). Beyond simply remediating a single location, the organisation aims to raise public awareness about the severe consequences of uncontrolled automotive waste disposal, ensuring that collection, transport and recycling are carried out lawfully.

The company has a history of such actions, having previously organised similar cleanups in Tbilisi and Bakuriani. With roughly 45 collection points across Georgia, Tegeta Green Planet encourages responsible disposal through its recycling initiative. Authorised in 2022 to manage the national EPR scheme for waste tyres, the organisation has since attracted nearly 350 manufacturers to its collective compliance system.

Shalva Akhvlediani, Director, Tegeta Green Planet, said, "We are delighted that, as part of a joint initiative between Tegeta Motors and Tegeta Green Planet, we have implemented another large-scale project and cleared the contaminated area of car tyres. Such activities significantly reduce the negative impact on the environment, especially considering that the collected waste is recycled in full compliance with technical regulations. We have carried out similar projects many times before. Last year alone, Tegeta Green Planet collected and recycled more than 6,000 tonnes of automotive waste – tyres, batteries and used oil. We are proud that these figures are growing every year, and in this way, we are contributing to the development of a circular economy and environmental protection in our country. We ask our citizens to report any areas contaminated with automotive waste to us. This can be done via the Tegeta Green Planet website or the Tegeta app, and we will respond accordingly.”

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The Alliance for the Future of Tires (AZuR) has expanded its network with the addition of Granuband, a Dutch leader in high-quality tyre recycling, as its newest partner. As a prominent manufacturer of rubber granules, Granuband strengthens AZuR’s mission to advance a sustainable circular economy for tires across Europe through its expertise in material recovery.

Established in 1991, Granuband specialises in the mechanical recycling of end-of-life tyres using state-of-the-art facilities to produce premium rubber granules and powders. These materials are exported globally for use in sports surfaces, infrastructure projects, industrial goods and various technical applications, showcasing the versatility of recycled rubber.

Beyond manufacturing, Granuband plays a critical role in the collection and logistics of used tyres, traditionally focusing on passenger car tyres in the Benelux region. In recent years, the company has expanded its operations to include truck, agricultural and other specialised tyre categories, driven by a longstanding commitment to innovation in technology, logistics and new applications.

Since 2024, Granuband has operated under Circtec, an international firm specialising in advanced tyre pyrolysis. This integration merges Granuband’s mechanical recycling strengths with Circtec’s chemical recovery technology, creating a comprehensive system that recovers nearly all tyre components. Together, they aim to boost recycling rates, optimise raw material use, cut CO₂ emissions and develop new recyclable materials. Granuband’s addition to AZuR notably reinforces the mechanical recycling pillar, a vital component of the circular economy.

Network coordinator Christina Guth said, “With Granuband, we are expanding our network to include an important player in the mechanical recycling of used tyres. High-quality rubber granules are key to closing the material cycle and reducing dependence on primary raw materials.”

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The Yokohama Rubber Co., Ltd. hosted its 12th Panel Discussion on Biodiversity as an online event on 6 March 2026, bringing together a wide range of participants from 121 locations across Japan. This annual gathering serves as a platform for reflecting on the significance of biodiversity conservation. This year’s programme featured a keynote speech by Dr Kaoruko Kurata, a professor at Yokohama National University’s College of Education and Institute for Multidisciplinary Sciences, titled ‘Creating a Well-Being Society from the Perspective of Biocultural Diversity’. Following her address, the event highlighted the Yokohama Rubber Group’s own conservation efforts, with a lively discussion themed ‘Nature Positive Initiatives through Collaboration between Communities and Companies’ moderated by Dr Tetsuya Kitazawa, Director of Ecology Path Inc. and a lecturer at Edogawa University. The exchange included the company’s employees alongside representatives from local governments, businesses, non-profit organisations, and civic groups.

A central case study presented was the ongoing work at Kameyama Satoyama Park, a Nature Symbiosis Site. Under a support agreement with Kameyama City in Mie Prefecture, Kameyama Bead Company, a tyre bead manufacturing and sales subsidiary of Yokohama Rubber, conducts activities such as removing invasive species and maintaining the park grounds. A city official joined to discuss these efforts, which helped all participants deepen their understanding of practical conservation measures.

Since the adoption of the global nature positive goal at COP15 in December 2022, momentum has grown worldwide, including in Japan. The Yokohama Rubber fully supports this direction and has been an active participant in the TNFD Forum and the 30by30 Alliance for Biodiversity since January 2023. The company advances conservation across its value chain through initiatives like the YOKOHAMA Forever Forest tree-planting events, water quality and biodiversity monitoring and community awareness programmes at its global sites, alongside promoting agroforestry on natural rubber farms. Operating under its sustainability management slogan, Caring for the Future, the company remains committed to creating shared value by addressing social issues through its core business activities.

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Comerio Ercole is all set to make a significant impact on the global stage in April 2026 with its participation in three major industry events – India Rubber Expo (IRE) 2026, Techtextil 2026 and Chinaplas 2026. The exhibitions will be an opportunity for the company to present cutting-edge developments focused on efficiency, sustainability and product quality while strengthening relationships with customers and partners from around the world. Drawing on its extensive heritage in calendering technology, the company will highlight how its advanced, high-performance systems are engineered to meet the rigorous demands of modern production environments.

The first in this series of engagements is the India Rubber Expo, scheduled for 7 to 10 April, where Comerio Ercole will be situated at Booth L-012A. Recognised as Asia’s largest and most significant rubber industry event, this exhibition provides a key opportunity for the company to present its specialised capabilities to the regional and global rubber manufacturing community.

At Techtextil 2026, the premier international fair for technical textiles and nonwovens, scheduled for 21 to 24 April, Comerio Ercole will be located in Hall 12.0 at Stand C41, where it will showcase its latest innovations for the nonwovens sector. Simultaneously, Comerio Ercole will be present at Chinaplas 2026 (21 to 24 April), the world’s leading trade fair for plastics and rubber, occupying Booth 2.1C85. This parallel participation underscores the company’s versatility and its ability to deliver tailored solutions across the technical textiles, plastics and rubber domains.

This busy month comes on the back of a successful presence at the recently held Tire Technology Expo 2026 (3–5 March) in Hannover, Germany. Comerio Ercole won the ‘Tire Manufacturing Innovation of the Year’ award and also managed to clinch a spot as finalist in three additional award categories, highlighting its pervasive leadership and innovative edge in calendering technology.

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