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 AZUR network has declared 10 May 2026 a pivotal date for Germany’s ecological balance, marking the country’s Overshoot Day, which is calculated by the Global Footprint Network. From this point forward, the nation’s resource consumption for the remainder of the year will be living beyond environmental means. If the global population mirrored German habits, three planets would be required to meet resource demands. For AZUR, this calculation serves as an urgent directive for the tyre industry to adopt a circular economy without delay.

The tyre sector stands at the centre of this challenge, with roughly 600,000 tonnes of used tyres generated annually in Germany. According to AZUR, this waste stream represents either a severe environmental liability or a valuable secondary raw material source, depending on handling. The early Overshoot Day underscores that the linear production model has reached its limit, compelling a consistent ecological transformation.

Within its network, AZUR promotes three strategic approaches to tyre recycling. Retreading old tyres conserves up to 70 percent of the energy and virgin materials like natural rubber and steel compared to new production. Mechanical recycling recovers rubber meal and granules, keeping resources circulating rather than sending them to incinerators. Chemical recycling via pyrolysis breaks down tyres under heat without oxygen to produce pyrolysis oil, recovered carbon black and gas.

The 10^th of May thus stands as a reminder that resource inefficiency is no longer acceptable. By uniting industry specialists, AZUR aims to shrink mobility’s ecological footprint and progressively push Germany’s Overshoot Day later into the winter months in the years ahead.

Comments (0)

ADD COMMENT

Link Copied!

The Tire Recycling Foundation (TRF) has unveiled the recipients of its inaugural Circle of Change Awards, recognising initiatives that convert end-of-life tyres into sustainable materials with tangible community and environmental benefits. The honours, announced during a luncheon at the recently concluded 10th Tire Recycling Conference in Denver, Colorado, highlight growing momentum in end-use markets for recycled tire products.

North Carolina earned the Circular Economy Trailblazer Award for modernising its scrap tyre programme, including a revised funding framework that stabilises county recycling efforts, curbs illegal dumping and establishes a platform to incorporate tyre-derived materials into public works. The Innovation in End-Use Technology Award went to LHB Engineering and the St. Paul Port Authority for redeveloping a brownfield site in Minnesota, where roughly 30,000 yards of tyre-derived aggregate now support an underground stormwater system protecting the Mississippi River from runoff.

Michigan EGLE and its public, private and academic partners received the Market Development Excellence Award for a multi-sector effort using demonstrations and field data to advance tyre-derived aggregate, rubber-modified asphalt and porous pavements. The Value Chain Collaboration Award was presented to Bolder Industries and Pirelli Tire LLC for a closed-loop system that transforms manufacturing scrap tyres into recovered carbon black for new commercial tyre production, reducing emissions and resource use at scale.

The 2026 winning projects demonstrate that tyre recycling and tyre-derived products are established pillars of sustainability and economic growth, reinforcing the value of active state end-of-life tyre programmes focused on innovative market creation. The TRF Circle of Change Awards programme spans four national categories designed to spotlight leadership in advancing tyre recycling and the circular economy.

Stephanie Mull, Executive Director, Tire Recycling Foundation, said, “Every end-of-life tyre represents an opportunity to transform what would have been considered waste into something that strengthens our communities. This year’s winners are proof that when the industry works together, tyre recycling can simultaneously strengthen infrastructure, drive meaningful environmental progress and support local economies.”

Dick Gust, President, Tire Recycling Foundation, said, “What stands out about the 2026 winners is how embedded tyre recycling has become in real-world decision making. The success of these projects sends a clear signal that when recyclers, engineers, transportation agencies, state and local governments, manufacturers and private industry work together, end-use markets grow. That’s the integrated approach we need to continue building on.”

Comments (0)

ADD COMMENT

Link Copied!

Prinx Chengshan showcased its latest off-the-road tyre innovations at the 16th China (Guangrao) International Rubber Tire & Auto Parts Expo (Guangrao Tire Expo), which opened on 15 May. The event has established itself as one of China’s largest and most influential professional exhibitions in the rubber and tyre industry, focusing on uniting global tyre resources and fostering collaborative innovation and high-quality development.

The manufacturer’s exhibition focused on the Chengshan brand’s lineup of all-steel OTR and agricultural radial tyres. For heavy mining applications, the ET05/ET05A/ET16/ET17 wide-body dump truck tyres with deep transverse grooves offer strong traction on soft, uneven surfaces while preventing slippage. An all-terrain crane tyre, EC01, featured a non-directional tread and sidewall heat dissipation holes, balancing grip with temperature control for smooth travel between paved and unpaved roads. The ELD11/ELD12 loader tyres emphasised wear resistance and load stability under extreme conditions, and the ESM01 underground scraper tyre featured an ultra-cut-resistant compound to protect against sharp rocks in tunnel and mine settings.

Agricultural needs were addressed with the TX600 radial tyre, built for tractors operating on expanding modern farms. Large central tread blocks and flexible sidewalls support stable high-speed transit, while reinforced base structures and puncture-resistant materials allow for continuous work in fields containing crop straw and gravel.

Responding to growing OTR demand, Prinx Chengshan has accelerated its high-end product development to support domestic substitution in large machinery. A new green intelligent factory, representing an investment exceeding RMB 1.1 billion (approximately USD 161.75 million) across over 100,000 square metres, began operations in 2025 with the rollout of its first tyre. The facility is designed to produce 84,000 all-steel OTR tyres and 10,000 giant tyres annually for mines, construction sites, ports, airports, agriculture and industrial use.

Comments (0)

ADD COMMENT

Link Copied!

Triangle Tyre convened its 2026 Asia-Pacific Dealer Conference and EV tyre launch in Bangkok, Thailand, on 12–13 May. Under an innovation and technology banner, the company introduced its new EV tyre range for the Asia-Pacific market, engineered for new energy vehicles. The launch aims to support the new energy mobility sector, reinforce Southeast Asian footprint, and sharpen global competitive edge. The gathering drew key dealers from Thailand, Malaysia, Singapore, Philippines, Cambodia, Indonesia, South Korea, India, Sri Lanka, Nepal, UAE and Pakistan.

Asia Pacific General Manager Zhang Mingquan reviewed 2025 performance and detailed the 2026 regional strategy, stressing market-focused, customised solutions for diverse road conditions. Triangle Tyre plans to refine products and services, deepen end-market penetration and lift competitiveness.

As new energy vehicle adoption surges, demand is rising for quiet, wear-resistant, low rolling resistance and high-load tyres. Triangle Tyre unveiled its next-generation NEV-specific E-Travel series and The Journey series TL706. Passenger tyre and sales teams conducted Southeast Asian research for local adaptation before launch.

Sales Director Yang Na presented the company’s innovation platform and intelligent production capabilities. She highlighted three advantages of the new EV tyres: extended range via proprietary compound and lightweight design, ultra-quiet performance through optimised tread patterns and sound-absorbing technology and enhanced safety from reinforced carcass strength and superior grip.

Regional dealers praised the new tyres’ performance and discussed future plans with Triangle’s teams, reaching agreement on deepening partnerships across ASEAN. Dealers reaffirmed commitment to delivering high-quality EV tyres to Southeast Asian consumers. The Bangkok event marked a major step in Triangle Tyre’s shift towards the new energy tyre market. The company will build on this momentum to deepen Asia-Pacific presence and drive sustainable regional growth.

Comments (0)

ADD COMMENT

Link Copied!