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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Nynas is expanding its commitment to responsible business practices in 2026 through active engagement with two United Nations Global Compact development programmes. The company has joined the Business and Human Rights programme alongside the SDG Innovation for Young Professionals programme, reflecting a dual focus on ethical operations and sustainability-driven progress. Both programmes provide access to expert guidance, practical methodologies and cross-sector collaboration opportunities with peers across Sweden, enabling continuous refinement of practices throughout the value chain.

Within the Business and Human Rights programme, Nynas is working to establish a more systematic approach to human rights due diligence. This involves examining both internal operations and supplier relationships to ensure respect for human rights becomes an integrated aspect of everyday business processes. The framework is aligned with established international standards, particularly the UN Guiding Principles on Business and Human Rights, and reinforces ongoing work in responsible sourcing and maintaining transparent commercial conduct.

The SDG Innovation programme offers a different but complementary dimension, bringing together young professionals from various industries to tackle sustainability challenges through collaborative problem-solving. Participants develop, test and refine concrete ideas that advance the UN Sustainable Development Goals while simultaneously generating business value. For Nynas, the outcomes support broader innovation efforts and help identify practical pathways towards reducing environmental footprint and strengthening customer offerings.

These engagements form an integral component of Nynas’ overarching sustainability strategy. The knowledge and tools acquired will enhance risk management capabilities, embed responsible practices more deeply across operations and stimulate innovation aligned with global priorities. Working alongside the UN Global Compact Network Sweden, Nynas seeks to transform these insights into tangible actions, collaborating closely with customers, suppliers and partners to advance sustainability in meaningful and measurable ways.

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Bridgestone Americas has announced a significant evolution for the 2026 INDYCAR season, as Firestone Racing will equip the series with Firehawk race tyres featuring the company's global ENLITEN Technology. This integration of sustainability-focused innovations begins immediately with this weekend’s Firestone Grand Prix of St. Petersburg, impacting both the NTT INDYCAR SERIES and the INDY NXT by Firestone support series.

This development arrives as the Firestone brand marks its 125th anniversary, a legacy deeply intertwined with motorsport. Firestone’s competitive pedigree was established in the early 1900s and solidified when Ray Harroun secured victory at the inaugural Indianapolis 500 in 1911 using Firestone tyres. Racing continues to serve as a critical proving ground, driving advancements in materials and technology that ultimately benefit tyre development for everyday consumers.

For the 2026 season, the Firestone Race Tire Engineering (RTE) team will produce approximately 37,000 Firehawk ENLITEN race tyres. Over 32,000 of these are destined for the NTT INDYCAR SERIES, requiring 60 distinct specifications to handle the unique challenges of ovals, road courses and temporary street circuits across an 18-race calendar. An additional 5,000 tyres, spanning 18 specifications, will support the INDY NXT by Firestone series, providing a developmental platform for rising drivers on a 17-race schedule that closely mirrors the premier series.

The ENLITEN Technology integrated into these race tyres represents a commitment to enhanced sustainability without compromising performance. The Firestone Firehawk primary and alternate compounds now incorporate key components such as renewable soybean oil, which replaces traditional petroleum-based oils. They also utilise recycled steel for the bead wire and recycled carbon black derived from end-of-life tyres, improving resource efficiency and material circularity while meeting the extreme demands of open-wheel racing.

This move builds on several years of sustainability initiatives by Firestone Racing. Previous efforts have included the successful use of guayule-derived natural rubber in sidewalls on street circuits, as well as incorporating materials from hard-to-recycle plastics and palm oil waste residue. The 2026 Firehawk tyres also continue the use of ISCC PLUS-certified monomers from palm oil processing waste. Concurrently, Firestone is advancing end-of-life recycling, with nearly all race tyres from the series being repurposed into products like playground surfaces and flooring.

All Firestone Firehawk race tyres are produced at the Bridgestone Advanced Tyre Production Center in Akron, Ohio, a facility opened in 2022 that represents a new chapter in the brand’s history. The engineering team works in close collaboration with the nearby Bridgestone Americas Technology Center, ensuring that insights gained from the racetrack directly inform and enhance the development of tyres across the company’s entire portfolio.

Lisa Boggs, Director, Bridgestone Americas Motorsports, said, "Firestone Racing serves as a mobile lab to test and prove new technologies under the most extreme conditions. The integration of ENLITEN Technology is the next step in our commitment to no compromises and sustainably focused technology through the use of cutting-edge materials."

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Bridgestone Americas is preparing to introduce three new off-the-road tyres at the upcoming CONEXPO-CONAGG exhibition, showcasing advancements in durability, load capacity and application versatility across its Bridgestone and Firestone brands. The company’s booth will feature these latest innovations – the Bridgestone MasterCore V-Steel M-Traction Deep (VMTD), the Bridgestone V-Steel Rock Deep Ultra (VRDU) and the Firestone Multi Block T – alongside a broader selection of premium intelligent tyres engineered for equipment ranging from cranes and graders to haulers and loaders.

The Bridgestone MasterCore VMTD, a 27.00R49 tyre developed for 100-tonne haul trucks, represents the expansion of the company’s proprietary MasterCore technology into large-scale quarry applications. This new tyre features a traction-oriented tread pattern that delivers a 14 percent increase in tread depth compared to the conventional Bridgestone VMTP tyre, enhancing performance on difficult terrain. Its durable sidewall construction and narrow tread grooves contribute to a 10 percent extension in tyre life, while the MasterCore platform enables a 10 percent increase in load capacity and a two percent improvement in tonne-mile per hour and tonne-kilometre per hour metrics over the previous generation. With this launch, Bridgestone now offers two distinct tread patterns in the 27.00R49 segment, the other being the rock-patterned MasterCore VRDU introduced in mid-2025. The MasterCore VMTD will be available to fleets beginning in June, offered in four compound formulations including standard, cut resistant, ultra-cut resistant and heat-resistant options.

Also debuting at the show is a new three-star VRDU tyre in the 24.00R35 size, engineered with a rock tread pattern specifically for rigid dump trucks operating in quarry environments. This marks the company’s second three-star product in the large tyre segment and extends the hauling benefits of larger VRDU sizes to more compact applications. The tyre incorporates a stronger cord, enhanced casing structure and refined tread design that together yield a 15 percent increase in TMPH and TKPH compared to its predecessor. The new casing construction also provides more than an eight percent gain in load capacity relative to the two-star Bridgestone VRQP tyre. Its tread pattern incorporates slopes and centre grooves that improve wear characteristics while minimising heat generation during operation. This new VRDU size is scheduled for availability in 2027 and will replace the Bridgestone VRQP tyre in the company’s portfolio.

The Firestone brand introduces the Multi Block T radial tyre, designed for articulated dump trucks and wheel loaders, marking a new chapter in the brand’s 125-year legacy of durable products. This model replaces the Versabuilt AP and delivers a 10 percent improvement in cut resistance through strategically placed tie bars, robust steel cord construction and advanced compound formulations. The tyre features a 10 percent deeper tread depth combined with a new block design incorporating biting edges for reliable grip on challenging terrain. Its multi-star rating and non-directional pattern enhance application versatility and simplify tyre management, contributing to reduced operational costs. The Firestone Multi Block T will be available this summer in five sizes including 17.5R25, 20.5R25, 23.5R25, 26.5R25 and 29.5R25.

CONEXPO-CONAGG stands as the largest construction exhibition in United States, taking place from 3 through 7 March at the Las Vegas Convention Center. Bridgestone Americas will be exhibiting at booth 41633 in the West Hall.

Rob Seibert, President – Off the Road, Bridgestone Americas, said, "These three new tyres underscore our relentless focus on delivering premium products that help our customers operate more efficiently. Each tyre is engineered to deliver optimal performance in the most demanding environments, extending tyre life, reducing downtime and lowering total cost of ownership, helping our customers move more with less."

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Citira has taken another significant step towards becoming the leading tyre management provider in Northern Europe by acquiring Dekkservice Kvinesdal, marking its first service point acquisition in Norway. The well-regarded tyre shop has built a strong reputation since its establishment in 2000, serving both passenger car and heavy vehicle customers with consistent high-quality service and personal relationships.

Under the new arrangement, Dekkservice Kvinesdal will maintain its operations with the same team at the same location, ensuring continuity for its valued customers. The team will continue managing daily operations while gaining access to Citira's resources for continued development. Ivar Røyseland will become a co-owner of Citira as part of this strategic partnership that combines local expertise with broader organisational support.

David Boman, CEO, Citira, said, “It is a pleasure to welcome Ivar and the Dekkservice team to Citira. They have established a well-run tyre shop with a longstanding reputation in the industry as a trusted tyre service point, which has truly impressed us. The combination of strong expertise and local customer relationships makes them an ideal partner, and we are proud that they have chosen to join us. This marks an important first step as we pursue our ambition to build a nation-wide service network in Norway.”

Røyseland said, “When we started Dekkservice Kvinesdal, our goal was to build a tyre shop that customers could trust for timely and high-quality service. After more than 25 years, I am incredibly proud of the relationships we have built with customers and the team we have become. Joining Citira will now allow us to focus fully on further developing the business while leveraging the resources of a larger organisation, and it is exciting to do so as their first service point in Norway.”

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