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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ZC Rubber showcased an extensive range of mining tyre solutions at the recently concluded Mining Indonesia 2026, highlighting key sizes such as 27.00R49, 24.00R35, 29.5R25 and 12.00R24 across its brand portfolio. The display featured over 10 specialised products designed for rigid dump trucks, articulated dump trucks, wide-body mining dump trucks and haulage trucks used in surface mines, underground operations and transportation.

The company’s decades of mining sector experience, product quality reputation and deep understanding of diverse equipment and harsh operating conditions drew significant attention from industry professionals throughout the exhibition. A standout exhibit was a field-proven 29.5R25 TUL400 tyre, its tread nearly worn smooth after extensive service on an articulated dump truck at an Indonesian nickel mine. It had accumulated over 3,000 operating hours without any quality-related issues, with the mine operator reporting field performance comparable to leading international brands.

The booth also presented 14.00R25, 16.00R25 and 23.5-25 TBR and loader tyres produced by MTI, ZC Rubber’s Indonesian subsidiary. This growing range of locally manufactured products underscores the company’s ongoing localization efforts and its capacity to serve regional markets more efficiently.

As ZC Rubber continues expanding global production capabilities, it will further reinforce its speciality tyre portfolio and uphold rigorous quality standards to better serve customers worldwide. Through sustained innovation and international collaboration, the company remains dedicated to providing reliable, one-stop specialty tyre solutions for demanding applications.

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Giti Tire deepened its engagement with football supporters across Southeast Asia by serving as an Official Supporter of the ASEAN Hyundai Cup 2026. The company brought its brand directly to fans through match-day activations staged in Vietnam, Thailand, Singapore and Malaysia, using the tournament as a platform to move beyond conventional sponsorship visibility.

Under the banner ‘Engineered for Every Journey’, Giti created stadium experiences that invited supporters to actively participate in the campaign. These included branded touchpoints, interactive fan activities and the Giti Match Day Photo Contest, all designed to channel the energy of Southeast Asian football into the brand’s promise. The strategy emphasised participation, user-generated content and shareable moments rather than passive logo exposure.

The tournament itself demonstrated the scale of regional football passion. Across 28 matches, including two play-offs, stadium attendance totalled 365,949. Digital reach proved equally significant, with ASEAN United FC’s social channels generating roughly 914.3 million video views, supported by country-specific content for Vietnam, Indonesia, Thailand and Malaysia. More than 11 million live views were recorded on ASEAN United FC’s YouTube and Facebook channels for audiences outside ASEAN, China and Korea. The final in Vietnam, where the host nation lifted the trophy, drew 37.6 million viewers on VTV6, including 32.7 million live.

For Giti, the combination of stadium attendance, digital engagement and broadcast reach offered multiple avenues to connect with football audiences. The campaign also linked football’s demands for confidence and performance under pressure with the reliability drivers expect from tires engineered for varied journeys and conditions. By pairing a major regional platform with locally relevant activations, Giti communicated its positioning in an environment already charged with passion and engagement.

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Michelin has issued guidance for motorcyclists as autumn brings cooler starts and slicker roads, with the tyre maker urging riders to adapt both their machines and their habits to the shifting season. Sabrina Sabel, a product technician for motorcycle tyres at Michelin and a seasoned racing rider, outlined measures covering pressure checks, compound behaviour, tread design and off-season storage.

Falling temperatures and unpredictable surfaces alter how a bike responds, making the tyre’s rubber blend and groove pattern central to preserving grip and stability. According to Michelin, riders should verify tyre pressures on a regular basis and adhere strictly to the figures supplied by the motorcycle manufacturer, particularly before any extended journey.

Sabrina Sabel, Product Technician for motorcycle tyres at Michelin

Modern touring rubber is generally formulated to deliver dependable grip from the outset, so deliberately warming tyres is unnecessary for most riders in ordinary autumn conditions. Compounds rich in silica help a tyre generate traction quickly when temperatures drop while also aiding performance on wet asphalt. Sabel noted that she rides gently for the opening kilometres, letting the tyres warm evenly through smooth braking and acceleration with the bike held upright, avoiding undue stress on the rubber.

Cold grip refers to a tyre’s capacity to hold the road at lower temperatures, a quality shaped by its compound, which may combine silica with other ingredients to balance traction, longevity and wet-weather ability. Touring tyres typically cover a wide operating range, whereas sport tyres favour higher-temperature performance, meaning riders should consider their fitted rubber and temper their style accordingly on chilly days.

Wet conditions make tread design vital for keeping rubber in contact with the road. Grooves and channels clear water from the contact patch, so adequate tread depth matters as seasons shift. Michelin’s Road 6 employs Water-Evergrip Technology, whose progressively opening sipes maintain water evacuation as the tyre wears, supporting consistent wet performance. The M+S marking indicates mud and snow suitability, relevant for adventure riders in mountainous regions; the Anakee Adventure 2’s pattern displaces mud and water while aiding braking and cornering feedback. The best choice depends on the bike, riding style, routes and personal preference.

For those storing a motorcycle, tyre care continues after the riding season ends. Michelin advises checking pressures before storage, periodically shifting the bike to prevent prolonged pressure on one section, and keeping tyres in a cool, dry, well-ventilated place away from sunlight, UV light, heat and chemicals such as petrol and solvents. For extended storage, manufacturer guidance on pressures and positioning should always be followed.

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ARLANXEO’s Changzhou EPDM facility in China has reached a cumulative production milestone of surpassing the one-million-tonne mark. The plant began operations in 2015 with a nameplate capacity of 160,000 metric tonnes per year and has steadily enhanced its manufacturing capabilities to serve evolving demand in the automotive, construction, infrastructure and industrial sectors.

The achievement stems from employee dedication and expertise, alongside the trust of customers and partners, and underscores ARLANXEO’s commitment to supplying high-quality Keltan EPDM solutions throughout China, Asia and globally. The company expressed appreciation to all contributors and said it looks forward to building on this foundation to create further value for customers and partners in the years ahead.

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