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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Goodyear is set to debut its first retail concept store in Detroit, the Goodyear Motor City Garage, just in time for the 2026 Woodward Dream Cruise. The opening coincides with a historic aerial display, as two Goodyear Blimps will fly over the Motor City for the first time in nearly two decades. This dual-blimp appearance will provide a bird's-eye view of the automotive spectacle, which annually draws over 40,000 classic vehicles and more than one and a half million enthusiasts.

The new garage will open on 15th August at eight in the morning at 3075 East Grand Boulevard. This specialised auto service centre functions as a hub for car culture, similar to destination retail concepts like a Starbucks Reserve Roastery. While offering expert services such as tyre sales, oil changes, alignments, brake service and battery replacement, the space also showcases the company’s technological innovations and storied heritage.

A custom Detroit-themed Eagle racing tyre, laser-carved with a tribute to the city, will be on display alongside a 1973 Ford Mustang convertible from ‘The Mary Tyler Moore Show’ and a 1977 Pontiac Firebird Trans Am ‘Bandit’. The Dream Cruise weekend will also feature new remote-controlled mini blimps, with further details to be announced on social media. The event honours Detroit engineers who once raced along Woodward Avenue, and Goodyear’s ties to the city date back to the early 1900s when Henry Ford collaborated with the company.

The Motor City Garage exemplifies Goodyear’s broader transformation, which includes approximately 1,500 new products planned for 2026 and a focus on higher-performance tyres. As the only major tyre manufacturer headquartered in United States, based in Akron, Ohio, Goodyear is striving to become more consumer-focused and digitally connected. The company also offers mobile installation service in 28 markets, including Detroit, allowing for tyre servicing at customer locations. Woodward Avenue remains a symbolic stretch where millions of Goodyear tyres have left their mark.

Mark Stewart, CEO, Goodyear, said, "Some of the best vehicles in the world have been laying down Goodyear rubber in Detroit since Henry Ford put them on his 999 race car in 1901. From track to tarmac to trail, Goodyear makes tyres worth bragging about, and we'll be doing just that during the Woodward Dream Cruise. Whether you're an enthusiast looking for ultra-high performance or just need help picking the best tyres to get your SUV through the school pick-up line, we're looking to show you how easy Goodyear can make vehicle care. Detroit's car culture makes it the perfect place to showcase our new retail concept alongside our Mobile Garage service that can install tyres and service your vehicle right in your driveway."

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Bridgestone India, a subsidiary of Japan’s Bridgestone Corporation, has marked three decades of operations in the country with a commemorative ceremony in New Delhi. The event functioned as a strategic review of the company’s deep-rooted presence in the region, bringing together a wide array of automotive executives, government officials and supply-chain collaborators. Senior management used the occasion to reaffirm the organisation's long-term commitment to the subcontinent, highlighting the mutual growth achieved through sustained industrial cooperation.

The ceremony was elevated by the presence of the Japanese Ambassador to India, H.E. ONO Keiichi, who acted as the guest of honour for the evening. His attendance underscored the diplomatic and economic importance of the bilateral ties that have supported the company’s expansion. During the proceedings, Bridgestone formally acknowledged the critical role played by its local allies and manufacturing partners, whose operational support has been fundamental to navigating the competitive Indian automotive landscape over the decades.

While the celebrations looked towards the future, they also provided a moment to evaluate the company’s evolutionary path within the country. The initial foray into India began with commercial activities in 1996, but the true industrial footprint was established two years later when production commenced at the Pithampur complex in Madhya Pradesh. Subsequent capacity enhancements, notably the 2013 addition of the Chakan facility near Pune, allowed the firm to scale its operations to meet the surging domestic demand for diversified tyre products.

In a bid to stay ahead of technological curves, Bridgestone inaugurated a specialised Satellite Technology Centre at its Pune site in 2025. This research hub is designed to localise the development of premium-grade tyres, concentrating on the entire lifecycle from raw material experimentation to final product engineering for Indian roads. This strategic move is intended to embed advanced research capabilities directly within the local manufacturing ecosystem, ensuring that regional offerings align with global ‘Dan-Totsu’ quality standards.

As the company transitions into its next operational decade, leadership is pivoting towards a robust agenda centred on sustainable transportation and digital mobility solutions. The firm currently supplies a comprehensive portfolio covering passenger vehicles, heavy-load trucks and off-road machinery, all engineered for local climatic and road conditions. With a strengthened technological base and a mature distribution network, Bridgestone India is positioning itself to be a primary catalyst in the country’s ongoing infrastructure modernisation and vehicular safety evolution.

H.E. ONO Keiichi, Ambassador Extraordinary and Plenipotentiary to India & the Kingdom of Bhutan, said, “Bridgestone India's 30-year journey is not merely the story of the growth of a company; it is also a symbol of the success of Japan-India economic cooperation. Since its establishment in 1996, the company has grown alongside the Indian market and has made significant contributions to India's industrial development and the evolution of mobility through its investments in plants in Madhya Pradesh and Maharashtra.”

Ankit Asthana, IAS, Additional Managing Director, Madhya Pradesh Industrial Development Corporation, said, “The story of Bridgestone in Madhya Pradesh is not merely the success of one company; it is an example of how visionary corporate leadership and responsive governance can together create lasting economic and social value. This collaboration has not only contributed to the company’s growth but has also strengthened the industrial ecosystem of our state by generating employment, supporting ancillary industries and promoting responsible manufacturing.”

Nobuyuki Tamura, Member of the Board, Representative Executive Officer, EAST CEO, Bridgestone Corporation, said, “The first 30 years established a strong foundation, and the next 30 years will create new possibilities. Throughout our journey in India, we have remained guided by our Mission, ‘Serving Society with Superior Quality’, and our commitment to creating value for society through safety, sustainability, innovation and quality. India today plays a significant role in Bridgestone’s regional and global growth strategy. Looking ahead, we will further strengthen our commitment to India, including through the previously announced passenger car tyre expansion plan, preparations for which are already underway, while continuing to enhance our R&D capabilities to meet the increasingly sophisticated needs of the Indian market. Together with our partners and stakeholders, we will continue to innovate, grow and contribute to a safer, more sustainable and more connected future of mobility.”

Rajarshi Moitra, Managing Director, Bridgestone India, said, “Bridgestone India has contributed to India's growth through investment, employment generation, manufacturing excellence, technology development, local sourcing and skill development. As we enter the next phase, our focus will remain on translating Bridgestone's global capabilities into locally relevant products and solutions, strengthening responsible manufacturing, deepening partnerships across the automotive value chain, and addressing the evolving needs of mobility, society and the environment.”

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The Yokohama Rubber Co., Ltd., has confirmed its role as the official tyre supplier for a significant portion of the upcoming Asia Cross Country Rally (AXCR), with 12 competing teams and 20 vehicles set to utilise its GEOLANDAR M/T G003 mud-terrain tyres. The 2026 edition of Asia’s largest cross-country rally is scheduled to take place from 10 to 15 August 2026. This announcement follows a dominant streak for the tyre manufacturer, as vehicles equipped with GEOLANDAR tyres have secured the overall championship in three of the last four rallies, with victories in 2022, 2023 and 2025.

Among the prominent contenders receiving support is the defending champion, Team Mitsubishi Ralliart, which triumphed in 2025 and also claimed the title in 2022. The team is entering three Mitsubishi Triton pickup trucks for this year’s race, with a driver lineup that includes Chayapon Yotha, a two-time overall champion, Katsuhiko Taguchi and Kazuto Koide. The squad is aiming for consecutive victories on the Yokohama tyres.

Additional leading teams will also compete on the GEOLANDAR tyres, including TOYOTA GAZOO RACING INDONESIA, which previously achieved a championship and second-place finish in 2023 with its Toyota Fortuner. The roster of supported teams further includes the GEOLANDAR FORTUNER takuma-gp, driven by 2023 champion Takuma Aoki, the ISUZU SUPHAN TRANE TITANIUM YOKOHAMA NEXZTER RALLY TEAM, which is expanding to three vehicles after a fourth-place finish last year, and CUSCO Racing with two entries. Yokohama Rubber is also extending its support to diverse teams, including those featuring female drivers.

The GEOLANDAR M/T G003 tyre is distinguished by its robust and aggressive design, providing superior traction and durability across challenging off-road surfaces such as mud, gravel and sand. The tyre’s extended lifespan and reliable performance on varied terrain have been consistently validated in numerous international off-road competitions, reinforcing the brand’s reputation in the rally community.

The AXCR, first held in 1996 and officially sanctioned by the FIA, is a gruelling event comparable to the Dakar Rally. For 2026, the rally will be entirely hosted within Thailand, covering an approximate 2,000-kilometre route from Pattaya to Phitsanulok. Competitors will navigate a demanding assortment of landscapes, including mountainous regions, dense jungles, coastal beaches and agricultural plantations, testing both vehicle and tyre durability to the limit.

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Italian bicycle tyre manufacturer Vittoria has launched Tire Finder, a digital tool on its website designed to streamline the tyre selection process. The platform offers a personalised recommendation system that guides each cyclist towards the most suitable Vittoria products based on individual riding profiles.

The tool operates by posing a structured series of queries regarding a rider’s preferred discipline, style, terrain, priorities and performance goals. Responses generate a tailored selection, complete with explanations for each recommendation, covering road, mountain bike, gravel, BMX and commuting applications. An additional Mix & Match feature enables customised front and rear combinations to enhance grip, rolling efficiency and control for specific performance targets.

Catering to novices purchasing their first tyres and experienced racers seeking specialised setups, Tire Finder simplifies the decision-making process. The system delivers a personalised configuration that prioritises the rider’s specific ambitions, ensuring an informed and efficient path to the ideal tyre arrangement.

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