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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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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Recreatives Industries, the company behind the iconic MAX 6x6 Amphibious All-Terrain Vehicles, has unveiled a new proprietary tyre engineered specifically for its platforms. The TerraTread, available initially in a 23x11-8 size for the MAX 2 model, represents the largest original equipment tyre ever offered for that vehicle. Its expanded 23-inch diameter on an eight-inch rim provides increased ground clearance and a noticeably smoother ride. The design also delivers superior traction across diverse surfaces and enhances performance in water. According to the company, this new tyre substantially broadens the capabilities of both current and older MAX 2 vehicles while ensuring proper fit and boosting amphibious functionality.

Beyond the MAX 2 application, Recreatives Industries is developing a larger 25x12-10 TerraTread version intended for its MAX 4 and Buffalo Truck models. This larger tyre will utilise a 10-inch rim to preserve essential sidewall flexibility while improving flotation, overall stability and rugged off-road performance. The development of this larger TerraTread is a key component of the company's strategic plan, which includes a structured reintroduction of the MAX 4 and Buffalo Truck vehicles targeted for the middle of 2026.

The introduction of the TerraTread line underscores the company’s commitment to expanding its range of proprietary accessories and performance enhancements. These upgrades not only improve vehicle capability but also contribute to increased per-unit revenue. By engineering exclusive components tailored to its own vehicles, Recreatives Industries is strengthening its vertical integration and cultivating a more comprehensive ecosystem around the MAX brand. Initial stock of the new TerraTread tyres is anticipated to arrive during July and August of 2026, at which point they will be made available through the company's dealer network and its online store.

Andrew Lapp, CEO, Recreatives Industries, said, “Our TerraTread tyres were designed to elevate what MAX can do. The 23-inch TerraTread transforms the MAX 2 with additional clearance, improved ride quality and aggressive all-terrain performance. At the same time, the 25-inch development supports our forward platform planning as we position MAX 4 and Buffalo for expanded availability.”

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Apollo Tyres Ltd has officially opened a dedicated outdoor tyre testing facility in Ivalo, Finland, marking a major advancement in its global product development capabilities. Initially announced several months ago, the site became fully operational in December 2025 and underscores the company’s ongoing commitment to engineering high-performance winter and all-season tyres for international markets.

The inauguration was led by Vice Chairman and Managing Director Neeraj Kanwar, alongside Chief Commercial Officer Benoit Rivallant and Chief Technology Officer Daniele Lorenzetti. Their presence highlighted the strategic importance of the facility, which was established through a long-term collaboration with UTAC, a globally respected automotive testing and certification organisation. This investment strengthens Apollo Tyres’ ability to lead in the areas of innovation, safety and precision engineering.

Designed to address the complex demands of contemporary tyre development, the facility features snow and ice tracks that simulate diverse real-world winter conditions. It is equipped with advanced data collection systems to assess critical performance parameters such as braking, handling, traction and stability. The bespoke infrastructure enables comprehensive evaluation of tyre behaviour in extreme cold weather environments.

With full control over its winter testing schedule, Apollo Tyres now enjoys greater operational independence and flexibility throughout the season. This autonomy allows for more consistent testing under varied climatic conditions, faster development cycles and improved responsiveness to engineering requirements. By consolidating its winter testing operations at a single advanced location, the company has enhanced both efficiency and cost management.

The new setup enables engineering teams to conduct uninterrupted testing, resulting in quicker validation of new products, greater repeatability in results and reduced logistical demands. These operational improvements support the delivery of winter and all-season tyres that meet rigorous standards of safety, durability and performance.

Developed in line with current technical and legal norms, the facility is also built to accommodate future regulatory changes. Its adaptable infrastructure ensures alignment with evolving testing protocols and certification standards, allowing Apollo Tyres to stay ahead of industry requirements. As expectations for winter mobility continue to grow, this facility positions the company to consistently meet the needs of customers, partners, and regulators in the years ahead.

Kanwar said, “This inauguration is more than the opening of a facility, it is a clear demonstration of Apollo Tyres’ commitment to innovation, safety and performance excellence. With this investment, we are strengthening our ability to develop tyres that perform reliably in the most demanding winter conditions while maintaining exceptional year-round versatility.”

Rivallant said, “This facility is a great asset within Apollo Tyres. It is more than a tyre test facility, as it gives us also the possibility to invite our customers to be part of and experience winter testing for themselves. This will strengthen their insights in tyre development and performance.”

Lorenzetti said, “The launch of our dedicated outdoor tyre testing facility is a major step forward for our R&D capabilities. It gives us highly consistent, real-world data, enabling faster validation and quicker speed to market. Most importantly, it strengthens our ability to continuously improve tyre performance, safety and sustainability – delivering better products to our customers, faster.”

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A recent nationwide survey commissioned by Bridgestone has explored the reasons behind UK motorists' loyalty to their local garages, revealing that the decision to return is driven by a blend of practical, personal and experiential factors. The research, which polled 2,000 drivers, indicates that while competitive pricing remains the primary reason for 48 percent of respondents, it is by no means the sole consideration.

The findings highlight the significant role of human connection in the automotive service industry. Some 35 percent of drivers are motivated by the personal relationships they develop with staff, demonstrating that a friendly face can be a powerful draw. This sense of familiarity is often deeply ingrained, with 29 percent of motorists citing family tradition as the reason for their continued custom. This suggests that loyalty can be multigenerational, passed down through habits formed over time.

Consumer priorities are also evolving to include broader ethical considerations. There is a growing segment of the market, measured at 26 percent, willing to support businesses that demonstrate a commitment to sustainability, with this group open to paying a premium for services from a garage that utilises green technology like solar power. This figure has shown an upward trend compared to 23 percent the previous year, signalling an increasing public interest in environmentally responsible practices.

Beyond these deeper values, the survey also uncovered that smaller comforts can influence choice. Some 30 percent of respondents would pay more for a pleasant waiting environment. In a lighter but telling detail, eight percent of motorists even admitted that the quality of the refreshments on offer plays a part in their decision-making process.

According to Drew Chapman, Consumer Sales Director for Bridgestone North Region, these results paint a picture of a more discerning driver, one who seeks value and a positive overall experience rather than simply the lowest price. In response to this shift, Bridgestone is actively supporting garages that align with this ethos through dedicated programmes. One such initiative, backed by more than GBP 1 million in investment, recognises retailers who excel in best practice and premium service delivery. The long-term goal is to accredit 150 sites across Europe, enhancing the customer journey while simultaneously reducing environmental impact. This work is part of a broader corporate commitment to creating value across several key areas, including energy, ecology and customer empowerment.

Chapman said, “It’s encouraging to see that motorists are increasingly looking for more than just the lowest price. At Bridgestone, we’ve always believed that true value is found in quality products and solutions, which provide superior levels of safety and longevity. It’s also interesting to see emotional factors such as trust, familiarity and even a good cup of coffee playing a part in the decision-making process. These small touches help define what makes a motorist return.”

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