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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TyreSafe, UK’s leading tyre safety charity, has launched its annual Tyre Safety Month by cautioning UK motorists that confidence in their vehicles’ stopping ability may be misplaced. Research indicates that although 83 percent of drivers feel fully in control of stopping distances, merely 6 percent know the additional distance required to halt in wet conditions at motorway speeds.

The study reveals that 94 percent of drivers underestimate how sharply stopping distances grow in rain, with many erring by substantial margins. This mismatch between perceived and actual risk spans every UK region, pointing to a nationwide problem involving driver awareness and vehicle preparedness.

In response, TyreSafe advises routine tyre checks, especially before seasonal shifts and heavier rainfall. Motorists are urged to remember the ACT principle – air pressure, condition and tread depth – and to act before they react.

Stuart Lovatt, Chairman, TyreSafe, said, “Many drivers and riders believe they are in control – but that confidence is often misplaced. Stopping distances in wet conditions can be far greater than expected, and tyres play a critical role in that equation. If your tyres are not properly maintained, your ability to stop safely is significantly reduced – no matter how confident you feel behind the wheel.”

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Scandinavian Enviro Systems AB (publ) has secured a second extension of its company reorganisation, with the Gothenburg District Court approving a further three-month period lasting until 27 November 2026. The company has been under reorganisation since 27 February 2026, when the court initially granted the process. An earlier extension had already pushed the deadline to 27 August 2026 before this latest decision.

In its ruling, the District Court noted that Enviro has submitted a draft reconstruction plan and secured the necessary financing for it. The court also found that the company has taken other required measures, leading it to conclude that exceptional grounds exist to justify continuing the reorganisation beyond the ordinary timeframe.

Enviro now plans to ask the court to order plan negotiations and schedule a plan hearing as soon as possible. At that hearing, affected parties will be placed into groups and permitted to vote on whether to adopt the reorganisation plan. Details of the hearing date and participation instructions will be announced via press release and the company's website. Unless plan negotiations are ordered earlier, a reorganisation may last at most one year, or 15 months from the initial decision in such cases.

Fredrik Aaben, CEO, Enviro, said, "The District Court's decision gives us the opportunity to continue the intensive work of completing the company reorganisation. We have taken several important steps forward and are now working purposefully to establish a strong and long-term sustainable Scandinavian Enviro Systems. The strong interest in Enviro's technology persists, both with regard to licensing and other forms of collaboration. We are firmly committed to completing the reorganisation and building a strong industrial company based on our world-leading technology.”

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Continental has launched the Conti HSR 5 EP steer tyre and Conti HDR 5 EP drive tyre, expanding its Generation 5 regional haul lineup. Engineered for regional fleet operations, both products target greater mileage, better fuel economy and longer casing life, aiming to lower fleets’ total cost of ownership.

The tyres suit routes marked by frequent stops and starts, urban and suburban travel and changing road surfaces. Their advanced tread patterns and latest compound technology seek a balance among wear performance, rolling resistance and retreadability while supporting year-round operation.

For the steer position, the Conti HSR 5 EP uses a new five-rib tread pattern and optimised footprint to improve wear and promote even treadwear. With Continental’s Generation 5 compound, it offers an estimated 22 percent mileage gain over its predecessor while keeping rolling resistance low for fuel efficiency.

The Conti HDR 5 EP drive tyre combines an open shoulder design, enhanced stone-trapping resistance and better cut-and-chip protection to preserve casing integrity and retread potential. It delivers an estimated 19 percent removal mileage improvement over its predecessor while maintaining fuel-saving rolling resistance. Both tyres are available from October 2026 in key regional haul sizes, with more sizes planned during 2027.

Shaun Uys, Vice President Marketing and Sales, Truck Tires US, said, "Regional fleets continue to face mounting pressure to improve operating efficiency while controlling costs. The new Conti HSR 5 EP and Conti HDR 5 EP were developed to help fleets go farther on every tyre investment through increased removal mileage, lower fuel consumption and enhanced casing life."

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The DUNLOP Group is restructuring its sustainability management to more closely align business strategies with sustainability initiatives, aiming to achieve sustainable corporate value growth. As part of this effort, each business division will establish a Divisional Sustainability Promotion Committee under the umbrella of the existing Sustainability Promotion Committee, which oversees company-wide efforts. This change is intended to accelerate the integration of business strategies and sustainability measures.

The newly formed divisional committees will discuss and decide on sustainability policies designed to create business opportunities and drive growth within their respective divisions. They will also monitor progress towards division-specific targets under the Long-Term Sustainability Targets, known as ‘Driving Our Future Initiatives’, and share relevant information. Progress updates will be reported to the Sustainability Promotion Committee, strengthening company-wide monitoring.

Chart of sustainability management structure

In addition, a cross-divisional Sustainable Natural Rubber (SNR) Subcommittee will be launched to manage and reduce risks and create opportunities in the natural rubber supply chain. Natural rubber is a natural capital resource on which the Group’s business significantly depends and also has significant impacts. The subcommittee will address these issues from natural capital and human rights perspectives, based on the Sustainable Natural Rubber Policy.

The SNR Subcommittee will serve as a cross-functional body that concentrates and accelerates the Group’s various SNR activities. By aligning with biodiversity and human rights initiatives and taking a mid- to long-term approach, it will pursue sustainable natural rubber through efforts such as supporting natural rubber farmers and collaborating with external partners.

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