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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Webfleet, Bridgestone’s advanced fleet management solution, has closed a strategic agreement with Volkswagen Group Info Services AG. The collaboration leverages OEM.connect, the company’s original-equipment telematics programme, to erase the need for physical device installations across Volkswagen Group brands. Operators running Volkswagen Passenger Cars, Volkswagen Commercial Vehicles, Škoda, Seat, Cupra or Audi models can now channel real-time machine data straight into the Webfleet ecosystem.

Once a compatible vehicle’s identification number is registered, the system activates full-service functionality in under an hour. This digital-first approach accelerates fleet onboarding while unlocking analytics that drive cost reduction, operational refinement and eco-friendly driving habits. Crucially, the interface does not discriminate by brand mix, granting unified oversight of diverse fleets through a single dashboard or companion application, regardless of whether units come from one marque or several manufacturers.

Among the practical tools now available to European customers are fuel-level surveillance, electric-battery tracking for range assurance, granular performance dashboards and early-warning mechanical alerts to curb unplanned stoppages. Every feature is accessible across the continent, giving mixed and single-brand fleets equal command over their daily logistics without legacy hardware barriers.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “We always aim to make connecting vehicles to Webfleet as quick and easy as possible. Adding six Volkswagen Group brands to OEM.connect serves that goal perfectly. Fleet operators get immediate access to valuable data that helps them optimise their operations. This collaboration represents an important step in expanding our OEM.connect ecosystem, enabling fleets to adopt connected services faster and with less complexity.”

Lasse Schmidt van Hülst, Lead Sales & Key Account Management, Volkswagen Group Info Services AG, said, “Combining our vehicle data with Webfleet’s advanced fleet solutions supports the continued development of connected fleet services across Europe. By making vehicle data available through trusted partners, we are helping fleet operators improve performance while ensuring secure and compliant data use.”

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Pirelli has finalised its gravel tyre lineup with the debut of the CINTURATO Gravel RH and CINTURATO Gravel RM, manufactured at the Milan-Bollate plant using FSC-certified natural rubber. These additions arrive as gravel cycling evolves towards faster racing, rougher courses and heightened performance expectations from riders. The ‘R’ designation signals a race-focused philosophy, while the ‘H’ and ‘M’ suffixes align with Pirelli's existing off-road naming system, indicating suitability for hard-packed or mixed terrain, respectively.

The company leveraged its motorsport pedigree and cross-country mountain biking expertise to engineer both tyres, which are positioned within the High-Performance Line. This premium category represents the pinnacle of Pirelli's gravel technology, with all design and production occurring in Italy. The HP-Line distinguishes itself through advanced materials and manufacturing methods, setting a new benchmark for the brand's gravel offerings.

For hard-packed surfaces where speed and efficiency reign supreme, the CINTURATO Gravel RH employs a tread design featuring a smooth centre section to maximise rolling efficiency on tarmac and compact gravel, while aggressive shoulder knobs deliver precise cornering grip. Its 120 TPI ProWALL casing, borrowed from XC racing, enhances ride feel and puncture defence. Internal testing has recorded a 17 percent decrease in rolling resistance compared to the previous Performance Line tyre, establishing it as one of the fastest options in Pirelli's gravel range.

Conversely, the CINTURATO Gravel RM caters to riders navigating a mixture of fast sections and technical terrain, offering a balanced compromise between traction and rolling economy. Its familiar tread pattern, previously known as RC, ensures cornering stability and dependable braking and acceleration on loose surfaces. With the same robust casing and sizes extending up to 700 x 55 mm, the RM serves as a singular solution for varied gravel races, maintaining a smooth and controlled ride. Pirelli's tests indicate a 20 percent improvement in rolling resistance over the Performance Line counterpart.

Both tyres incorporate the newly developed SmartEVO GR compound, tailored specifically for high-performance gravel applications. This formulation aims to reconcile low rolling resistance with trustworthy grip across wet and dry conditions, enabling riders to balance speed and control effectively. The complete range now spans from pure racing scenarios to adventure riding, covering everything from high-speed hardpack routes to muddy and technically demanding trails.

The portfolio is divided into the HP-Line for uncompromising performance and the P-Line, which utilises 60 TPI casings and SpeedGRIP compound for versatile all-round use. The CINTURATO Gravel RH and RM are currently available online and at select retailers, with the HP-Line offered in four sidewall finishes including a new Team Edition with yellow Racing labels. Sizes range from 700 x 40 mm to 700 x 55 mm, representing one of the most extensive size selections in the gravel market.

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Sri Trang Agro-Industry Public Company Limited (STA) has been honoured with the ‘Highest Revenue Business – Southern Region’ award at the Prachachat Business Awards 2026. The recognition, presented during a ceremony at Paragon Hall in Bangkok on 28 May 2026, is based on performance metrics and tax contributions evaluated by Prachachat Business News, the Department of Business Development and Creden Asia Company.

This accolade underscores STA’s pivotal role in advancing Thailand’s natural rubber sector and its dedication to sustainable, stable growth. The company continues to enhance competitiveness and operational efficiency while generating value for stakeholders, including farmers, partners, employees and investors. Amid global industry shifts, STA is committed to raising domestic rubber standards and strengthening its international market position.

The organisation prioritises responsible supply chain management, transparency and strong corporate governance. By integrating digital platforms and artificial intelligence, STA is modernising data connectivity across its operations, facilitating the industry’s transformation into the digital age and ensuring long-term resilience.

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Doublestar Tire showcased its European-market product portfolio at The Tire Cologne 2026, held in Germany from 9 to 11 June. The international exposition drew specialists from more than 100 countries and served as a venue for presenting sector-wide progress in sustainable manufacturing, intelligent production systems, and advanced material science. For Chinese tyre makers, the fair represents a strategic avenue into the European arena, and the company used this opportunity to reinforce its commercial momentum within the region.

Visitor interest at the manufacturer's stand remained high throughout the event, with many industry peers examining the aesthetic qualities and technical specifications of the displayed items. Product offerings fell into two principal categories, heavy-duty solutions and light-vehicle tyres, each engineered to satisfy distinct operational demands prevalent across European roads.

Among the commercial range, the DLD816 all-weather tyre emerged as a notable entry for extended haulage operations. Its construction incorporates cold-weather features and a reformulated rubber layer that extends operational lifespan, while closely spaced tread patterns furnish dependable grip under varied climatic circumstances. Stopping distance reductions on frozen surfaces received particular attention from logistics professionals.

The passenger side featured the DSU08 summer variant, which employs refined dynamic control architecture to harmonise acoustic comfort with responsive steering and durable construction. With a newly operational production facility in Cambodia complementing its European launch, the enterprise continues to cultivate its overseas standing through sustained client engagement and incremental market development.

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