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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Liberty Tire Recycling has published the industry’s first US company-commissioned lifecycle assessment (LCA) centred on rubber-modified asphalt solutions made from recycled tyres. The study was commissioned by Liberty and carried out by Boundless, applying internationally recognised LCA methodology to evaluate the environmental impacts of the company’s asphalt-related products against conventional alternatives used in asphalt modification.

The company described the assessment as a notable step forward for rubber-modified asphalt. Environmental gains are routinely linked to recycled tyre materials in road building, yet Liberty said this analysis supplies quantified evidence behind such assertions. Greenhouse gas emissions tied to its rubber-modified asphalt solutions were tracked throughout their lifecycle.

Results showed that Liberty's asphalt products carried substantially lower greenhouse gas impacts than conventional SBS polymer modifiers. Recovering and reusing end-of-life tyre materials was also found to deliver environmental benefits exceeding the impacts of processing them. Liberty said the findings give transportation agencies, engineers, contractors and infrastructure stakeholders data-driven insights for choosing materials.

Four products were assessed: crumb rubber and three asphalt additives, namely dry mix rubber additives, a DOT additive and combined micronised rubber powder with the Rheopave additive. Dry mix rubber additives yielded the largest carbon benefit, avoiding up to 0.577 kg CO₂e per pound produced, while the tyre-derived products achieved over 100 percent lower greenhouse gas footprint than traditional SBS modifiers. Each product assessed generated a net environmental benefit, with reductions spanning 0.47 to 0.57 kg of CO₂e per pound.

Liberty said the study helps set a benchmark for measuring and communicating environmental impacts as sustainability gains prominence in infrastructure projects, and that transparent, science-based data will matter increasingly to public agencies and industry leaders weighing performance and environmental goals.

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Avon Tyres will make its second consecutive EICMA appearance this year, using the Milan show to unveil a refreshed motorcycle range and a renewed brand identity to a global audience of riders and trade visitors. The company will occupy Hall 9, Booth U65 at Fiera Milano between 3 and 8 November.

The exhibit reflects Avon's ‘made to be different’ philosophy and presents a focused portfolio spanning sport, touring, adventure, cruiser and classic segments. Avon's return also signals progress within Goodyear's motorcycle portfolio, where, since joining the family of brands in 2022, it has paired longstanding heritage with a modern product strategy and upgraded manufacturing.

Four flagship tyres anchor the display: the Spirit ST for sport-touring, the 3D Supersport for hypersport riders, the Roadrider MKII for classics and the Cobra Chrome for cruiser, touring and custom applications, the latter now offered in additional sizes. They are joined by the Trailrider 2, a new adventure-touring tyre launching in January 2027 that carries the ‘made to blaze your own trail’ message, targets an 80:20 road-to-off-road mix and will come in at least 20 sizes for popular adventure bikes.

Together with the existing Trekrider and Streetrunner, the lineup forms Avon's most comprehensive public display of its motorcycle portfolio to date. EICMA, which drew over 600,000 visitors last year including nearly 43,000 trade professionals from 167 countries, gives the brand a truly global stage for engaging riders, dealers and partners. Public-day attendees can also meet stunt rider Rok Bagoros at the stand on Friday 6 November at 11:30.

Roberto Finetti, Marketing Manager Motorcycle Europe, Goodyear, said, “We’re looking forward to speaking with riders and partners at EICMA about our continued growth plans for Avon. EICMA is the world’s largest motorcycle exhibition and provides the ideal place to showcase our refreshed identity and tyre range under the ‘made to be different’ philosophy.”

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Kumho Tire USA has announced that its driver Jack Shanahan finished third overall in the 2026 Formula DRIFT PRO Championship, concluding a strong second season with a runner-up result at Round 8, the Shoreline Showdown, held in Long Beach, California. Competing on KUMHO Ecsta V730 tyres, Shanahan entered the season finale as the top qualifier and recorded his fourth podium of the year in his E82 BMW.

After securing first place in qualifying, Shanahan collected four championship points and received a bye through the Top 32 round. He then won three head-to-head battles to reach the Finals, where he met five-time PRO Champion James Deane in a tightly fought contest. While attempting to stay close to Deane’s Mustang, Shanahan spun in Zone 6 and ultimately took second place at the Shoreline Showdown.

The KUMHO Ecsta V730 is an extreme-performance summer tyre designed to deliver exceptional grip, responsiveness and consistency in demanding track conditions, making it well suited to competitive motorsports and driving enthusiasts.

Ed Cho, CEO, Kumho Tire USA, said, “Jack has delivered an outstanding season, and we couldn’t be prouder of what he’s accomplished in just his second year competing in Formula DRIFT. His four podium finishes and third-place championship standing are a testament not only to his talent and determination but also the reliable performance of our Ecsta V730 tyres. We’re proud to support Jack as he continues to establish himself among the sport’s top competitors.”

Shanahan said, “What an incredible year it’s been for our small but mighty team. To finish second at the final round and third overall in the championship exceeded all our expectations heading into the 2026 season. Having the grip, consistency and reliability of the KUMHO Ecsta V730 tyres gave me the confidence to push my limits every round and I couldn’t be prouder of what we’ve achieved together.”

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The all-new Vredestein Quatrac Pro 2 premium ultra-high-performance all-season tyre has had its class-leading capabilities confirmed through independent testing in Spain and Finland. The tyre established new benchmarks for wet braking and recorded the fastest snow handling lap times against four leading all-season rivals.

Testing in Finland at the UTAC winter facility used a sensor-equipped BMW 5 Series to measure speed and lap times, with all tyres subjected to identical procedures. The Quatrac Pro 2 achieved the quickest snow handling lap, showing exceptional grip, balance and controllability, which testers praised for excellent response and stability in all circumstances. Its snow performance is aided by 3D interlocking sipes at the shoulder, whose zig-zagged inner faces in horizontal and vertical planes limit tread block movement.

In Spain, Applus+ IDIADA assessed dry and wet handling and braking on certified asphalt with defined water depth. The tyre outperformed key competitors in wet conditions, delivering a 7 percent wet-braking advantage over one long-established segment rival, and separate testing confirmed an A wet-grip rating across the entire size range, unique in the UHP all-season segment. Four longitudinal grooves in every size, also unique in the category, plus directional lateral grooves, support water evacuation and aquaplaning resistance.

Compared with its predecessor, abrasion resistance has improved by 8 percent to maximise tyre life, while rolling resistance is reduced by 10 percent to boost driving range, underlining suitability for electric vehicles. The Quatrac Pro 2 is available now for wheel diameters from 17 to 24 inches, with section widths up to 355 mm for powerful passenger vehicles.

Daniele Lorenzetti, Chief Technology Officer, Apollo Tyres Ltd, said, “Vredestein has long been recognised for its premium all-season tyres, and these independent tests reinforce that reputation. The Quatrac Pro 2 delivered exceptional grip and traction against other premium competitors while also improving efficiency and longevity compared with its predecessor.”

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