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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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has entered into a new collaboration with North Wales Fire and Rescue Service (NWFRS) to embed tyre safety education into the latter’s existing road safety programmes across the region. This partnership aims to provide motorists and motorcyclists with practical guidance on tyre maintenance as part of broader efforts to reduce road casualties.

NWFRS already runs several impactful initiatives with local partners, including Operation Atal, a roadside engagement campaign with North Wales Police that educates drivers on the Fatal 5, the most common causes of fatal collisions. The Service also delivers a targeted intervention for young drivers called Olivia’s Story, a true local tragedy in which a young woman lost her life when a friend raced another friend in a newly acquired car. Additionally, NWFRS offers BikerDown training for motorcyclists and engages with riders through BikerBrews at popular stops.

Recent data from Road Safety Wales shows total reported casualties in 2024 fell by 31 percent compared to 2019, with 84 fatalities and 1,007 serious injuries across Wales, a 7.9 percent decrease from the previous year. However, rural roads, which make up about 60 percent of all road fatalities in Wales, remain a concern. Authorities continue to highlight the Fatal 5 – excessive speed, drink or drug driving, mobile phone use and not wearing seatbelts – as leading causes of serious collisions.

Through this new partnership, tyre safety messages will be incorporated into roadside engagement, community events and educational programmes across North Wales. By ensuring drivers understand the critical role tyres play in vehicle control, especially on rural roads and in challenging conditions, TyreSafe and NWFRS aim to build on recent safety improvements and further reduce the number of people killed or seriously injured on the region’s roads.

Stuart Lovatt, Chair of TyreSafe, said, “By working alongside North Wales Fire and Rescue Service and integrating tyre safety into their excellent road safety initiatives, we can reach more drivers and riders with simple, practical advice that helps prevent incidents before they happen. Partnerships like this are vital in continuing the positive progress we are seeing in reducing road casualties.”

Jane Honey, Deputy Head of Prevention at North Wales Fire and Rescue Service, said, “Our teams are committed to supporting safer communities across North Wales, and road safety education is a key part of that work. Tyre condition is a crucial element of vehicle safety, particularly on the rural roads that make up much of our region. By working with TyreSafe, we can strengthen the messages we deliver through our campaigns and community engagement, helping motorists make small checks that can have a big impact on road safety.”

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Titan International has introduced two new product lines under the Goodyear Farm Tire brand, named Goodyear Softrac Pro and Goodyear Softrac Smooth. Designed as complementary front and rear fitments, the tyre lines aim to enhance performance across a range of landscaping equipment, including both commercial and residential zero-turn mowers. The launch follows Titan’s recent expansion of its Goodyear licensing rights into additional product segments, which was announced last year.

The Softrac Pro line features a forward-thinking tread profile and refined contour intended to work harmoniously with the terrain, offering a smoother ride, better slope stability and improved turf protection. Engineered for both professionals and homeowners, the tyre provides long-lasting durability and dependable traction without compromising ground quality. Key technical attributes include a proprietary ozone-resistant tread compound for extended tyre life, a meticulously engineered tread pattern that reduces turf damage and a multi-angle lug design for excellent hillside traction.

Current Softrac Pro sizes range from 20x10.00-8NHS to 26x12.00-12NHS, covering the most popular rear fitments for commercial and residential zero-turn mowers, with additional sizes planned for front engine riders and compact tractors. Meanwhile, the Softrac Smooth line is built as a front fitment for high-precision commercial mowers, engineered to deliver precise handling and clean cutting lines under heavy workloads. Available sizes include 11x4.00-5, 13x5.00-6 and 13x6.50-6, covering key front wheel mower fitments.

Both Softrac Pro and Softrac Smooth lines have undergone rigorous testing by multiple original equipment manufacturers, reinforcing Titan’s focus on application-specific solutions. Working together as front and rear systems, the tyres support a full range of commercial mower configurations, including zero-turn, stand-on and low-profile models, helping manufacturers and dealers equip fleets with a top-tier brand while boosting overall performance.

Peter Kortes, Outdoor Power Equipment Product Manager – Titan Specialty Division, said, “For years, turf tyres have looked largely the same, and recent aggressive designs have swung too far without considering everyday functionality. We set out to create a tread that strikes the perfect balance, modern and bold, yet still turf‑friendly and practical for any user. The result delivers standout style with the optimal performance customers expect from their equipment.”

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Vittoria has announced the return of a fan-favourite special edition tyre, the Corsa PRO Pink, now available to celebrate one of the most successful road tyres in cycling history. The original Corsa PRO has built its reputation on victories in Grand Tours, Classics and other elite races, making it the preferred choice for professional riders and teams competing on Vittoria equipment.

Officially launched on 28th April, the Corsa PRO Pink delivers identical performance to the standard model but features a distinctive pink sidewall. Available in 700x28c and 700x30c sizes, this special edition has been brought back by popular demand after its initial 2023 release. The Corsa PRO is recognised as the most advanced cotton tire ever produced, with engineers integrating the rubber tread into the cotton casing through newly developed vulcanization processes.

The tyre’s 320 TPI cotton casing, the finest on the market, provides the suppleness and comfort required at the highest levels of competition. Vittoria’s Graphene plus Silica compound enhances speed, durability and grip, making this tyre a top choice for road racing applications where peak performance is non-negotiable.

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Nexen Tire reported record first-quarter revenue and higher profitability, supported by stronger sales in Europe and North America and a shift towards higher-value products.

The company said revenue rose to KRW 838.3 billion in the three months to March, while operating profit reached KRW 54.2 billion. The increase came despite a “hostile business environment” marked by slowing global demand and geopolitical risks.

Sales were driven by solid performance in key markets, notably Europe and North America. A recent plant expansion in Europe improved production stability, enabling higher volumes from existing customers and new client wins.

Original equipment (OE) sales remained stable, supported by a diversified product portfolio, even as global automotive demand weakened.

Profitability improved on the back of a more favourable product mix and cost controls. The share of high-value products — including premium OE tyres and those for sport utility vehicles and electric vehicles — continued to rise. High-inch tyres, defined as 18 inches and above, accounted for 40 percent of total sales.

The company also said efforts to offset higher raw material and ocean freight costs contributed to margin gains.

Alongside its results, Nexen outlined measures to strengthen its global position, including expanding region-specific product offerings. In South Korea, it launched the high-performance N’FERA Sport and the all-weather N’BLUE 4SEASON 2, following earlier introductions in Europe and the US.

In Latin America and the Asia-Pacific region, Nexen introduced the N’BLUE S summer tyre and pursued partnerships with local distributors to bolster retail competitiveness.

With external uncertainties expected to persist into the second quarter, the company said it would accelerate diversification of its global sales structure while maintaining growth in strategic markets such as Australia and Japan.

Nexen also plans to expand regional distribution centres and advance its AI-based virtual development process using a high dynamic driving simulator introduced last year.

A Nexen Tire official said: “We achieved solid results despite the uncertain business environment. We will continue to respond proactively to market changes while strengthening product competitiveness and operational efficiency to sustain quality growth.”

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