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 European Commission published a regulation on 7 July 2026 establishing definitive anti-dumping duties on passenger-car and light-lorry tyre imports originating from China. The duties, which range between 4.3 percent and 45.3 percent, follow an investigation confirming that these products were being sold in the EU at dumped prices.

The probe, which covered a broad range of pneumatic rubber tyres with a load index below 121, found that the dumped imports had inflicted damage upon the Union’s tyre sector, which provides employment for over 80,000 workers across 14 member states. In 2024, total EU consumption in this market exceeded 330 million units, valued at more than EUR 18 billion.

Chinese imports that year reached nearly 93 million units, worth over EUR 2.5 billion and accounting for a 28 percent market share. A separate anti-subsidy investigation concerning the same products remains active, with its conclusion scheduled for December of this year.

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Sri Trang Group has formally inaugurated its annual internal sports tournament, the Somwang Cup 2026, reinforcing its dedication to employee welfare and organisational cohesion. The event is designed to enhance both physical and mental health among staff while simultaneously fostering a robust sense of unity and team spirit. This initiative is a core component of the group’s broader sustainability strategy, which prioritises the continuous improvement of its employees’ quality of life.

The official opening ceremony took place on 1 August 2026 at the Kickoff Arena in Hat Yai, Songkhla, featuring competitions in men’s football and women’s volleyball. The tournament has drawn significant participation, with over 800 employees from 11 different companies within the Sri Trang Group across Thailand. The men’s football competition, now in its fourth year, includes 44 teams, while the women’s volleyball event, in its second consecutive year, features 26 teams.

The competitive structure will see the leading squads from both disciplines progress to the final rounds scheduled for December. These culminating matches will determine the championship titleholders, with a combined total of more than THB 200,000 in prize money at stake.

Beyond the athletic contests, the Somwang Cup places a premium on positive sportsmanship, with Fair Play and Outstanding Athlete Awards recognising exemplary conduct. Having evolved into a cornerstone of the group’s corporate culture, the event is instrumental in building strong internal relationships and a resilient foundation for sustainable business growth.

Veerasith Sinchareonkul, Group CEO of Sri Trang Group, said, “At the heart of Somwang Cup 2026 is our commitment to creating a space where Sri Trang Group employees and members of the surrounding communities, particularly local young people who attend and support the competitions, can build meaningful relationships and strengthen their physical and mental well-being through sport. The event also provides an opportunity for younger generations to learn the value of teamwork. I believe that an organisation’s success should not be measured solely by its business performance or the results of a competition but also by the quality of life and well-being of its employees.”

Pirat Fuengfha, Sourcing Division Manager, and Veerin Auengteerasuwan, Human Resource Division Manager of Sri Trang Agro-Industry Public Company Limited (STA), together with Phuriwatt Seesuk, Community Engagement Manager of Sri Trang Gloves (Thailand) Public Company Limited (STGT), jointly commented, “Employees are one of the organisation’s most valuable resources. We are therefore committed to enhancing their quality of life and supporting both their physical and mental well-being. Organising football and volleyball competitions encourages employees to exercise regularly while also providing an opportunity for colleagues from different teams and locations to connect and participate in activities together through sport. We firmly believe that healthy, happy and engaged employees are a vital force in driving Sri Trang Group towards sustainable growth.”

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Triangle Tyre was honoured with the ‘2026 Green Development Model Enterprise Award’ at the 5th International Green Zero-Carbon Festival & ESG Leadership Summit in Shanghai on 29 July. The accolade recognises the manufacturer's sustained environmental commitment, operational sustainability framework and mature governance capabilities, aligned with the summit's theme of advancing green development.

The summit convened hundreds of leading enterprises for discussions on zero-carbon factories, low-carbon transitions, ESG deployment and circular economies. The award evaluates performance across strategic planning, technological innovation, clean energy adoption, supply chain management and social responsibility.

Triangle Tyre has integrated carbon neutrality into corporate strategy, establishing emission reduction targets for 2030 and a roadmap to carbon neutrality by 2050. The company holds energy efficiency ‘Leader’ status from the Ministry of Industry and Information Technology and national ‘Green Factory’ recognition. Manufacturing initiatives have reduced carbon intensity per product unit, while a biomass boiler retrofit increased renewable energy share.

In R&D, the company expands sustainable materials like recycled rubber and bio-based feedstocks. Supply chain efforts include green supplier evaluations, raw material traceability and a ‘zero deforestation’ pledge, with ESG metrics integrated into supplier management. The company also supports occupational health systems and public welfare initiatives. This award reflects Triangle Tyre's enduring sustainability commitment and plans to deepen ESG implementation for industry-wide green transformation.

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Maxion has released its inaugural global Life Cycle Assessment (LCA), marking a unified evaluation of environmental performance across its major product categories and two dozen manufacturing sites worldwide. This comprehensive study shifts the company from fragmented individual assessments to a cohesive global framework that covers both aluminium and steel wheel production.

The assessment, adhering to ISO standards and the Environmental Footprint 3.1 methodology, analysed 16 impact categories based on 2024 operational data. A substantial reliance on primary information from essential production phases has bolstered the study's credibility and precision. The results emphasise that raw materials, especially aluminium and steel, are the primary drivers of the product carbon footprint, pointing to material sourcing and supplier collaboration as crucial areas for future mitigation strategies.

By establishing this consistent global benchmark, Maxion enhances transparency and facilitates more informed customer discussions. The standardised data not only improves comparability across its wheel portfolio but also aids in pinpointing new opportunities for environmental reduction, supporting the sustainability requirements of clients and stakeholders alike.

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