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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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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Kenda Tires has launched the K-SERIES VELORA ENDURANCE, the first model in its new premium VELORA road tyre family. The tyre targets cyclists seeking speed, confidence and long-lasting reliability, combining advanced compound technology, enhanced puncture protection and extended tread life in a purpose-built package for endurance riding, daily training and high-mileage use.

A new puncture-resistant base layer boosts durability by 35 percent while preserving the smooth ride and rolling efficiency expected from a premium road tyre. At its core sits Kenda's new K-SERIES high-performance road compound, engineered to minimise rolling resistance and maximise tread life. Against the Kriterium, the VELORA ENDURANCE achieves a 27 percent improvement in tread wear, letting riders spend more time on the road and less time replacing tyres.

A smooth centre tread promotes speed and efficiency, while optimised shoulder siping sharpens cornering grip and wet-weather traction for predictable handling across changing conditions. The tyre is fully Tubeless Ready, delivering easy setup, dependable puncture protection and the ride quality modern road cyclists demand.

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Niutech Technology Group Co., Ltd. completed its group restructuring on 26 August 2026, drawing on nearly 40 years in industrial continuous pyrolysis. Its proprietary technology and complete equipment sets convert over 30 material streams, including waste tyres and plastics, into high-value recycled resources such as pyrolysis oil and combustible gas. Niutech spans high-end equipment R&D and manufacturing, project investment and construction and operation, supporting 10,000-tonne-scale projects in dozens of countries, including Germany, UK, Korea, Denmark and Brazil, while meeting developed-market environmental and technical standards.

Tightening regulation is accelerating demand. The European Union's Packaging and Packaging Waste Regulation, Ecodesign for Sustainable Products Regulation and End-of-Life Vehicles Regulation raise recycled-material requirements and spotlight continuous pyrolysis. Niutech's new-generation large industrial continuous intelligent pyrolysis line delivers major gains in processing capacity, efficiency, cost control and product quality. In waste tyres, a single unit handles over 100 tonnes daily, with recovered carbon black exceeding 80 percent toluene transmittance, yielding high-grade commercial carbon black for tyre manufacturing.

For waste plastics, including low-value municipal, ocean, and textile streams such as mixed PP, PE, PS, ABS and nylon, one unit also processes over 100 tonnes daily without complex washing, sorting, drying or fine crushing. It produces stable pyrolysis oil, solid fuel and combustible gas, the latter cutting on-site energy use, while the oil can become chemical feedstock for new plastics. The line operates in multiple overseas markets.

In China, majority-owned subsidiary Hesheng Environmental Protection, commissioned in 2013, was the country's first continuous tyre recycling project and the sector's first to earn International Sustainability and Carbon Certification, operating stably for over a decade. In 2026, Hesheng launched a 100,000-tonne Phase II project, lifting capacity to 160,000 tonnes annually. A UK customer signed an RMB 198 million order after assessing Niutech's projects and global peers. Niutech is now advancing clean tyre pyrolysis oil research toward sustainable aviation fuel and other clean energy.

"The maturity of a technology is best verified through industrial projects. Our project references in China and overseas are becoming our most persuasive calling card," said the head of the marketing department at Niutech.

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Hankook Tire, the exclusive tyre supplier for the FIA World Rally Championship, is proving its mettle at the season-ending Rally Italia Sardegna, scheduled for 1–4 October around Alghero on the Italian island of Sardinia. The 23rd edition of this historic gravel event now closes the 2026 calendar after Rally Saudi Arabia, originally slated as the finale, was removed from the schedule.

Because the Drivers' Championship will be decided in Italy, tyre performance and strategies for handling the demanding roads and unpredictable October weather are expected to be decisive. The rally covers 17 Special Stages totalling roughly 307.02 competitive kilometres on unpaved roads, where narrow, winding sections lined with trees and undergrowth, combined with blind crests, restrict visibility and leave little margin for error.

The route also includes Micky's Jump, one of the event's most recognizable features, as well as deep ruts created by repeated runs and rough, rocky stretches. These conditions place heavy demands on tyre durability and vehicle stability, making consistent control a critical factor throughout the event.

Hankook will provide its Dynapro R213 all-terrain rally tyre in Hard and Soft compounds for the finale. The tyre is engineered to absorb gravel impacts while delivering stable grip, precise handling and strong durability. At Round 12 in Chile, Toyota GAZOO Racing's Oliver Solberg took his second win of the year, securing Toyota the 2026 Manufacturers' Championship – its sixth straight since 2021 and 10th overall – leaving the drivers' title to be settled in Sardinia.

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