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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Kumho Tire USA recently hosted a national Ride & Drive event at Evergreen Speedway in Monroe, Washington, where over 70 dealers, media professionals and content creators tested the company’s newest tyre models. The gathering served as a key component of Kumho’s broader 2026 regional tour, which has already engaged more than 600 participants across five American cities. Attendees evaluated the newly launched Road Venture HT and Crugen GT Pro tyres through demanding, real-world driving scenarios.

The testing programme featured controlled modules, including a wet handling course, an autocross track for braking and stability assessment and high-speed freeway driving to measure ride comfort. These exercises allowed participants to directly compare the all-season Highway-Terrain Road Venture HT, intended for light trucks and SUVs, against the Crugen GT Pro, a touring tyre built for modern crossovers and larger SUVs. Kumho’s engineers also conducted an educational forum detailing the technological development of both tyres while collecting direct feedback from attendees.

The Road Venture HT, launched earlier this year, offers enhanced wet and snow traction, extended tread life and a quiet ride, and is compatible with electric vehicles. The Crugen GT Pro is engineered for heavier crossover and SUV applications, delivering premium comfort and all-weather capability with one of the highest treadwear warranties in its segment. Available in 85 sizes covering over 85 percent of the current crossover and SUV market, the Crugen GT Pro is backed by a 75,000-mile warranty for H- and V-speed ratings and a 65,000-mile warranty for W-speed models.

Kumho will conclude its 2026 Ride & Drive series with final regional events in Detroit and St. Louis later this month. The company has confirmed plans to extend the programme into 2027 and beyond, ensuring dealers and partners continue to benefit from hands-on product evaluations, technical training and direct access to Kumho’s engineering expertise.

Chris Corwin, Director of Procurement at Discount Tire & Service Centers, said, "A spec sheet has never sold a tyre to a customer standing at our counter. That is why the Kumho Tire Ride & Drive in Seattle was worth every minute. We got real seat time, instead of a sales pitch, running the all-new Crugen GT Pro and Road Venture HT back-to-back in real world scenarios. Having a seat at that table means a lot to me, and it says something about how seriously they take dealer input."

Ed Cho, CEO, Kumho Tire USA, said, “You can read all about a tyre, but nothing compares to driving it yourself, which is why KUMHO has made a significant investment in Ride & Drive events in 2026. These events give our dealers, wholesale partners and retail partners the opportunity to experience firsthand how our latest tyres perform in real-world driving situations. Whether they are evaluating braking, handling, ride comfort or overall performance, attendees can experience the differences for themselves, giving them greater confidence when recommending our products to their customers.”

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The AZuR Circular Tyre System has been nominated for the German Sustainability Award Products 2026 in the ‘Resources’ transformation category. This selection places the initiative among solutions deemed by the expert jury as pioneering for advancing a resource-conserving economy.

This circular economy model spans the entire tyre lifecycle, uniting industry partners, retailers, recycling specialists and academic institutions. The framework optimises tyre usage and guarantees high-quality raw material recovery. Repair, reprofiling and retreading prolong useful life, while tyres beyond repair undergo mechanical or chemical recycling to recover valuable secondary materials.

Rather than relying on a single technology, the system's distinctiveness lies in networking stakeholders across the value chain. The award's evaluation highlighted the system's ambition to extend product longevity, prevent waste and sustain raw material circulation, thereby reducing demand for virgin resources.

German market data for 2024 shows approximately 533,000 tonnes of used tyres generated, with 193,000 tonnes mechanically recycled and 20,000 tonnes retreaded. Research indicates retreaded tyre production can reduce CO₂ emissions by over 60 percent, lower raw material usage by two-thirds and cut energy consumption by 50 percent compared to new tyre manufacturing. Products from tyre granulate can save between 1.0 and 3.2 tonnes of CO₂ equivalent per tonne of recycled material.

The nomination drives AZuR to advance Europe's tyre circular economy through extended lifespans, strengthened recycling and digitalisation. The 2026 award winners will be announced on 3 December in Düsseldorf.

Anna Maria Guth, AZuR network coordinator, said, “The nomination is a great recognition for all partners who are working together to further close the tyre cycle. It also shows that the circular economy can be particularly successful when companies, science and other stakeholders do not act in isolation but jointly develop solutions along the entire value chain.”

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Bridgestone has released research indicating that over 80 percent of UK motorists believe basic tyre knowledge should be mandatory for new drivers during learning and after passing their test. The survey found that 81 percent of respondents want new drivers to understand correct tyre pressures, tread depth regulations and tyre pressure monitoring systems. Additionally, 57 percent expressed support for graduated driving licences aimed at young motorists, reflecting broader calls for enhanced safeguards during early independent driving.

The findings also reveal strong public backing for more rigorous enforcement, with 67 percent of motorists advocating for tyre safety inspections during routine police traffic stops. Beyond individual owners, 76 percent of respondents asserted that employers should bear greater responsibility for ensuring tyres on all work-related vehicles are properly maintained. Furthermore, 78 percent called for dedicated tyre safety education to be introduced for young people before they reach driving age, underscoring a collective desire for preventative measures that begin well before a first lesson.

The survey results coincide with newly published Department for Transport data showing a significant deterioration in tyre-related road safety outcomes. The number of people killed or seriously injured in collisions involving illegal, defective or underinflated tyres rose by 19 percent year on year, from 169 casualties in 2024 to 201 in 2025. Overall, tyre-related incidents accounted for 667 casualties during 2025, a 14 percent rise from 585 the previous year, while collisions attributed to defective tyres climbed to 447.

This research builds upon Bridgestone’s 2025 study, which identified substantial backing for additional protective measures for novice drivers. Half of respondents supported displaying a recently passed sign for up to 12 months and limiting new drivers to one passenger during their first year, while 39 percent favoured a mandatory refresher course after passing the test and 21 percent endorsed restricting new drivers to a 50-mile radius from home for 6 to 12 months. The findings reinforce Bridgestone's Road Safety Hero campaign, promoting regular tyre checks as part of the company's broader E8 Commitment to enhance driver safety and sustainable mobility.

Helen Roe, Senior Marketing Manager, Bridgestone UK, said, “The latest findings reinforce our belief that tyre safety should play a far greater role in helping young drivers develop safe driving habits from day one. Despite tyres being the only point of contact between a vehicle and the road, tyre maintenance remains one of the most overlooked aspects of vehicle safety. We have seen some high-profile cases of preventable road fatalities due to defective tyres and we can’t stress the importance of knowing the tyre basics and carrying out some simple checks, which can be done in a matter of minutes.

“Learning to drive doesn't stop the day someone passes their test. Developing safe habits, including understanding how to check and maintain tyres, is an important part of becoming a confident and responsible driver. It's encouraging to see such strong public support for improving tyre safety education and ensuring motorists understand the importance of looking after the only part of the vehicle that actually touches the road. Simple checks can make a real difference to road safety, not only for new drivers but for everyone using our roads.”

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Continental has expanded its ContiTread portfolio with the launch of the ContiTread HDR 3 HT, a premium retread engineered for fleet applications requiring enhanced durability, operational efficiency and reliable all-season capability. The new offering is positioned to streamline fleet maintenance while delivering robust performance across diverse driving conditions.

The retread features a non-directional tread pattern that simplifies tyre rotation and reduces inventory complexity, directly supporting improved fleet uptime and more manageable maintenance schedules. This design choice reflects Continental’s focus on practical, fleet-friendly solutions that minimise operational friction.

Engineered for all-season confidence, the ContiTread HDR 3 HT provides dependable traction on icy and snowy surfaces, alongside stable handling in wet and dry environments, ensuring consistent year-round performance. The tyre also incorporates an advanced high-mileage compound formulated for regional services, promoting extended wear on both highway and local routes while enhancing resistance to cuts and chips to guard against road hazards.

Replacing the ContiTread HDW2 in all sizes except the 265, the HDR 3 HT is available in sizes 210, 220, 230 and 240 with a 27/32-inch tread depth. By combining efficiency, durability and versatile performance, Continental aims to help fleets maximize productivity and reduce overall operating costs.

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