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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The JK Tyre - WIAA Women's Car Rally to Valley 2026 took off on 28 March from NSCI, Mumbai, with a flag-off ceremony led by Western India Automobile Association (WIAA) Chairman Nitin Dossa and JK Tyre officials. Over 200 women participated, decorating their vehicles around themes like cancer awareness, gender equality and women’s empowerment before driving towards the Novotel Imagicaa hotel in Khopoli.

Families and supporters gathered at the start, creating a festival-like mood as participants wore themed attire. The rally follows a Time-Speed-Distance format, rewarding precision and teamwork over speed, with contestants navigating hilly roads for about 125 kilometres to the finish.

Organised by the 107-year-old non-profit Western India Automobile Association, which advocates for safe mobility, road safety, environmental sustainability and policy change, the event has become a platform celebrating womanhood and resilience. This year’s edition reinforced the global road safety messages of #CommitToLife and #BeSafeBeStrong.

JK Tyre has long supported women in motorsport through dedicated initiatives, and its continued partnership with the WIAA Women’s Car Rally reflects a belief that motorsport can drive meaningful change both on and off the road.

Srinivasu Allaphan, Director – Sales & Marketing, JK Tyre & Industries, said, “For over a decade, we have been committed to encouraging women’s participation in motorsport, and the JK Tyre–WIAA Women’s Car Rally to Valley stands as a testament to that vision. Now a marquee event, the rally celebrates the spirit of motorsport while championing important social causes. We are encouraged by the strong enthusiasm of the participants as we continue to build greater awareness around road safety.”

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Scandinavian Enviro Systems AB (publ) has announced that its representatives on the Board of Directors of the joint venture entity, Infiniteria Europe Sàrl, namely Ewa Björling and Fredrik Aaben, have made the decision to vacate their respective director positions. This move follows prior communications from Enviro regarding a broader strategic shift in its relationship with the joint venture.

Earlier, Enviro had already disclosed that it was initiating a corporate reorganisation process, which included the termination of the various agreements that had previously defined and governed the working relationship and collaborative framework between Enviro and Infiniteria. This fundamental restructuring of their partnership set the stage for further complications, as disagreements began to surface between Enviro’s board members and the other directors serving on the Infiniteria board.

Specifically, the differing viewpoints between these two groups centred on critical matters related to corporate governance standards and the internal functioning of the board itself. Due to the emergence of these unresolved conflicts, combined with the ongoing dissolution of their formal cooperation agreements, Björling and Aaben concluded that stepping down from Infiniteria’s board of directors was the necessary course of action, leading to their formal resignations.

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MESNAC played a central role at the 2026 China Rubber Annual Conference, held in Qingdao from 24 to 27 March by the China Rubber Industry Association. On March 24, the Enlarged Meeting of the Rubber Machinery and Molds Branch took place, gathering key figures such as Deputy Secretary-General Zhu Hong, Branch Secretary-General Jiang Xin and Branch Chairman Guan Bingzheng, who also serves as MESNAC’s Chairman and President. Representatives from leading enterprises and governing units discussed the industry’s 2025 performance, ongoing difficulties and 2026 trends. The session was hosted by Zhou Chuanhai, General Manager of MESNAC Union Technology Co., Ltd.

Bingzheng pointed out that the rubber machinery and moulds industry managed to achieve positive overall growth in 2025 despite facing numerous difficulties. Rubber machinery exports rose notably even under adverse conditions, while the mould sector continued its gradual upward climb. He also noted that the industry has moved away from simply pursuing larger scale and is now prioritising higher quality and better performance.

With 2026 marking the start of the 15th Five Year Plan period, which is crucial for turning China from a large rubber producer into a powerful rubber nation, he laid out three main directions. One is embracing green practices, smart technology and global market expansion. Another is keeping pace with tyre manufacturers moving overseas to enable shared global growth. The third is focusing on new energy tire needs and artificial intelligence upgrades to push the industry towards high end transformation.

On March 26, at a forum themed Digital Empowerment and Green Development, MESNAC Vice President Yang Huili demonstrated how artificial intelligence is deeply applied in rubber tyre making. She described an intelligent system that forms a continuous loop from sensing in real time and learning on its own to making smart decisions and carrying out closed loop actions. It applies industrial vision for accurate measurement with very few missed defects, uses MCC software to merge process data and correct within milliseconds and employs large models for maintenance that quickly locate faults with high precision to enable predictive repairs. Through both strategic leadership and hands on technical demonstration, MESNAC showed its dedication to advancing the industry under changing conditions.

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The Goodyear Tire & Rubber Company has officially launched its 2026 Goodyear Blimp Europe tour, returning the iconic airship to the skies above European motorsport events. This marks a highly anticipated comeback for one of aviation’s most famous aircraft, which will first appear during the opening FIA World Endurance Championship (WEC) race of the season. Spectators at the track can expect a breathtaking sight as the blimp soars overhead, enhancing the atmosphere of race weekend.

For decades, the Goodyear Blimp has been closely linked with legendary sporting moments and stands as a proud emblem of Goodyear’s racing heritage. Its planned flights over FIA WEC races will allow both live attendees and global viewers to catch a glimpse of the airship capturing stunning aerial footage. This tour takes on added significance as Goodyear celebrates 75 years of operations in Luxembourg, a milestone year for the company in Europe. Beyond tyre production, Luxembourg hosts Goodyear’s only Innovation Centre outside United States, where cutting edge technologies and motorsport partnerships are developed.

Fans attending select FIA World Endurance Championship events across Europe throughout the 2026 season are encouraged to watch the skies for the blimp’s appearances. The tour not only highlights Goodyear’s deep roots in racing but also underscores its longstanding commitment to European innovation and manufacturing excellence.

Jan-Piet van Kesteren, Managing Director EMEA & Chief Sales Officer EMEA Consumer, said, “The Goodyear Blimp is one of the most iconic symbols in racing. Seeing it fly above in the skies of several main FIA WEC races is always a special moment for fans. We are excited to bring the Goodyear Blimp back to European skies and share that experience with racing audiences across the region.”

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