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.

Comments (0)

ADD COMMENT

Link Copied!

The U.S. Tire Manufacturers Association (USTMA) has published its 2025 End-of-Life Tire Market Report, continuing a biennial series begun in the early 1990s. With over 30 years of figures on tyre generation, destination markets and stockpiles, the study stands as the nation's most thorough accounting of what happens to tyres after they leave the road.

Of the 273 million tyres retired nationwide in 2025, some 79 percent were absorbed by end-use markets. Only lead-acid batteries surpass tyres as a recycled and reclaimed material; paper, aluminium, glass and PET plastic all trail behind. The result is that valuable rubber stays in productive circulation rather than accumulating in landfills.

Abandoned and illegal stockpiles shrank to roughly 42.1 million tyres, compared with about 48 million two years earlier – a 12 percent drop in that span and a 96 percent fall from the billion-tyre high of 1990. Colorado's cleanup effort accounted for much of the gain, eliminating over 12 million tyres, while New Jersey and Pennsylvania recorded large reductions. North Carolina, Tennessee and Delaware cleared their stockpiles entirely, and land disposal declined nearly 11 percent to 779 thousand tonnes.

Tyre-derived fuel stayed the biggest outlet, taking about 1,317 thousand tonnes, with ground rubber just behind at roughly 1,201 thousand tonnes. Cement kilns consumed about 5 percent more, reaching 821 thousand tonnes – 62 percent of all tyre-derived fuel – as carbon-reduction mandates and the fuel's biogenic nature enhance its appeal. Reclamation applications expanded by roughly a tenth.

Most declines arose from forces outside the industry's influence. Pulp and paper mill shutdowns halved nothing less than 40 percent of that outlet, while revised Michigan energy rules trimmed utility boiler demand by about 22 percent. Synthetic turf continues yielding ground to cork, coconut husk and olive pit infill; moulded and extruded goods eased from a 2021 high; and energy price swings have shifted tyre-derived fuel's competitiveness. Exports, however, climbed 270 percent since 2023 – from 253 thousand tonnes to 936 thousand tonnes – making them the third-largest outlet, driven by India's rapid growth and sustained fuel shipments to Japan and South Korea. USTMA urges exporters to confirm that receiving markets are environmentally sound and economically viable.

Near-term investments include Tire Recycling Foundation-backed environmental product declarations, wider chip seal use, advances in dry-process rubber-modified asphalt and pavement funding. Kentucky devoted over USD 1.16 million in 2025 to nine county rubber-asphalt projects, and California opened USD 6.57 million in grants for fiscal 2025–26. Pyrolysis is now quantifiable as it reaches commercial scale, and the Tire Recycling Foundation is growing into a platform for education, research and demonstration. State-level stockpile figures accompany the report on the ELT Report page of the association’s website.

Anne Forristall Luke, president and CEO, USTMA, said, “This report gives a picture of a market in transition. Stockpile cleanup continues, and 79 percent of end-of-life tyres reached end-use markets. At the same time, several domestic markets contracted, and the rise in exports shows strong demand for this material outside the US Together, those trends tell us our markets still depend on a handful of large industrial outlets, and that market development has to be the priority. The data points to where the work is needed, and much of that work is already underway.”

Amelia Chucholowski, Associate Director, Sustainability and Recycling Policy, USTMA, said, “International demand further demonstrates that this material has real value, but our priority is domestic circular end-use markets, because a tire processed here supports a US recycler, US jobs and US infrastructure. That includes ensuring that domestic processors have adequate feedstock. We’re watching it closely and working with our global partners both to understand what’s driving this trend and to report it transparently.

“The work that actually grows these markets is underway right now, and almost none of it shows up in a 2025 market report. Read this report as a snapshot of 2025. What we’re building now will be measured against in the future. State programmes have built one of the country’s great recycling success stories. 96 percent of the tyre stockpiles that existed in 1990 are gone, and the lesson is clear: when states fund their programmes, enforce the rules and invest in markets, results follow. The next chapter is about markets. The more states invest in uses like rubber-modified asphalt, the more tires become roads, products and energy here at home.”

Comments (0)

ADD COMMENT

Link Copied!

PRINX CHENGSHAN showcased a lineup of agricultural tyres under its Chengshan brand at the 2026 China International Agricultural Machinery Exhibition (CIAME 2026) in Tianjin on 26 October. The display featured tyre solutions tailored to modern agricultural needs, with emphasis on large-scale field cultivation and fall harvesting applications.

Rising performance demands across smart, high-end and environmentally sustainable farming have prompted the company to steadily expand its research and development investment in agricultural tyre applications. PRINX CHENGSHAN has built a comprehensive portfolio for large agricultural machinery, including tractors and combine harvesters, delivering integrated solutions for varied operating conditions along with service support spanning the entire product life cycle.

The TX600 and TX700 radial tyres, intended mainly for tractors, each offer distinct advantages. The TX600 pairs large tread blocks with a proprietary cut- and puncture-resistant rubber compound, ensuring stable driving, dependable handling and puncture resistance during high-speed transfers between work areas. The TX700 employs a high-strength carcass and belt construction to deliver strong load capacity and traction, even in muddy, difficult fields.

For combine harvesters, the TX2000 raises load capacity by 20 percent through high-flexion characteristics, while its low inflation pressure and larger contact patch lessen soil compaction, reconciling efficient operations with farmland protection. The TB500 bias-ply tyre, a notable addition to the tractor range, features a deep tread and large, robust blocks for excellent traction, wear resistance and puncture resistance, sustaining stable, slip-resistant performance in mud and gravel.

Looking ahead, PRINX CHENGSHAN plans to continue advancing agricultural tyre innovation, targeting the evolving requirements of modern equipment and practical field challenges. The company aims to collaborate closely with partners throughout the agricultural machinery supply chain to enhance the quality and efficiency of modern farming and support a stronger agricultural sector and greater food security in China.

Comments (0)

ADD COMMENT

Link Copied!

Apollo Tyres Ltd has unveiled the Vredestein Traxion 95, a row-crop tractor tyre designed specifically to carry the advantages of Traxion technology into that segment. According to the company, the product offers strong grip, effective self-cleaning and extended service life, allowing farmers and contractors to get more from their equipment and working hours across the season.

Like other products in the Traxion range, the tyre uses angled lugs set apart at varying intervals, a layout intended to transfer power efficiently and hold traction in difficult ground. The uneven spacing also helps the tread shed soil as it rolls, supporting steady output between crop rows, while the tread pattern and robust rubber compound are claimed to improve operator comfort and lengthen tyre life. Spraying, fertilising and similar crop-care duties are among the tasks the tyre is built to handle reliably.

Vredestein has earned a solid agricultural reputation for grip, longevity and comfort since launching its first Traxion tyre in 1997. The Traxion 95 is scheduled to reach the market in Autumn 2026 in six popular sizes: 230/95 R32 TL 128D, 270/95 R32 TL 136D, 230/95 R36 TL 130D, 300/95 R46 TL 148D, 230/95 R48 TL 136D and 270/95 R48 TL 144D.

Yves Pouliquen, Vice President, Commercial EMEA, Apollo Tyres Ltd, said, “The launch of the Traxion 95 marks another important step in the evolution of the Traxion family. Users can now benefit from proven Traxion technology in a dedicated row-crop tyre that increases productivity between every row.”

Comments (0)

ADD COMMENT

Link Copied!

NEXEN TIRE has secured a place in the top 2 percent of companies globally in the 2026 ESG assessment conducted by EcoVadis, a sustainability rating agency headquartered in France. The achievement represents the third consecutive year the tyre manufacturer has earned a Gold Medal, improving from its top 3 percent ranking a year earlier. The company posted balanced scores across all four assessment categories, with environmental performance standing out as its strongest area.

Environmental management capabilities drew particular praise, including greenhouse gas emissions disclosure spanning all scopes and environmental management systems operating across global sites. NEXEN TIRE has committed to a Science Based Targets initiative-approved goal of cutting Scope 1 and 2 emissions by 58.8 percent by 2034 relative to 2023 levels. Recognition also came for broadening labour and human rights management systems worldwide, while sustainable procurement efforts earned positive marks for supplier code of conduct revisions, supply chain ESG due diligence and ESG awareness training for procurement staff.

Ethics recorded the largest improvement among assessed areas. The company maintains policies and implementation systems addressing anti-corruption, conflict of interest prevention and information security, and its expanded information security activities across global sites drew a stronger evaluation this year. EcoVadis, established in 2007, has assessed over 150,000 companies in 185 countries, awarding Platinum to the top 1 percent, Gold to the top 5 percent, Silver to the top 15 percent and Bronze to the top 35 percent.

The rating carries commercial weight, as global automakers use EcoVadis assessments when selecting suppliers. With ESG performance requirements across supply chains intensifying, especially in Europe, the result is expected to strengthen NEXEN TIRE's competitive position in original equipment tyre supply.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, “Maintaining the Gold rating for three consecutive years indicates that our sustainability management system is functioning effectively. We will continue to improve our ESG management practices in a systematic manner and contribute to sustainable mobility.”

Comments (0)

ADD COMMENT

Link Copied!