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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Giti Tire heads into the 2026 Nürburgring 24-Hour race from 14 to 17 May with a clear engineering mission, placing its tyres at the very centre of a live high-performance trial. The company treats the gruelling event not merely as a competition but as a decade‑long research platform where extreme track demands directly inform the durability and safety of everyday road tyres. What Giti learns on the Green Hell’s asphalt directly shapes its ultra‑high‑performance road tyres, enhancing handling precision and driver confidence worldwide.

The notorious Nordschleife, a 25‑kilometre maze of blind crests, 170 corners and volatile weather, serves as Giti’s primary outdoor laboratory. Unlike controlled indoor simulations, this circuit forces tyres to endure rapid temperature swings, sudden rain and sustained high‑speed loads, generating performance data that cannot be replicated elsewhere.

During the 24 hours of nonstop racing, Giti’s engineers systematically track how their compounds behave under relentless stress. They measure grip falloff, structural fatigue, wet‑weather response and heat dissipation lap after lap, turning every hour of darkness and every sudden shower into a learning opportunity for future tyre families.

Beyond technology, Giti has built a visible partnership with WS Racing and its all‑female ‘Girls Only – Ready to Rock the Green Hell’ campaign. The 2026 entry fields Carrie Schreiner, Janina Schall and Fabienne Wohlwend in a Porsche 911 GT3 Cup, while a separate Toyota Supra in the VT2‑RWD class continues developing emerging talents through the Girls Only Talent Pool.

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Continental has introduced a specialised tyre lineup for motorhomes as the camper season begins, addressing the unique technical demands of recreational vehicles. The company’s VanContact Camper tyre family includes two distinct models: the VanContact Ultra Camper for summer conditions and the VanContact A/S Ultra Camper as an all‑season alternative. Both products are engineered to handle the heavy weights, uneven axle loads, and long idle periods that typically challenge motorhome tyres.

Positioned as the flagship of the series, the VanContact A/S Ultra Camper targets users seeking maximum year‑round flexibility without the need for seasonal tyre changes. This all‑season tyre delivers reliable traction across diverse weather conditions while offering high mileage and efficient rolling performance. It is designed to serve equally well for spring season starts and continuous use throughout the year, making it a versatile solution for frequent travellers.

The reinforced carcass structure and high‑quality belt materials of the VanContact A/S Ultra Camper meet the Camping Pneu standard, which provides higher load capacities than conventional van tyres. From a technical perspective, Continental employs a robust tread design with thick rubber blocks, a protective abrasion rib, and stable sidewalls. A functional tread and sipe pattern, combined with an advanced rubber compound, promote even wear, low rolling resistance and dependable grip on changing road surfaces and in variable weather.

Alongside the all‑season version, the summer‑specific VanContact Ultra Camper remains available for warm‑weather optimisation. Continental emphasises that tyre condition at season start is critical, as extended inactivity, temperature swings and pressure fluctuations can compromise performance. The VanContact Camper family is positioned as a high‑durability solution for a safe and flexible start to the camping season and beyond.

Nicolas Jackisch, Product Manager – Van Tyres, Continental, said, “With the VanContact Camper tyre family, we take into account the load profiles and usage conditions of the motorhome segment. The VanContact A/S Ultra Camper stands for flexible all‑season performance and year‑round use, while the VanContact Ultra Camper is optimised for operation in warm temperatures. Both tyres are designed to deliver high load capacity, stability and safety.”

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Hankook Tire, in collaboration with Al Dobowi Tyre company, the official distributor of Hankook in UAE since 1978 under Al Dobowi Group, has announced a new sponsorship agreement with the Gulf County Championship, a community-based cricket league in the United Arab Emirates.

Starting from the 2026 season, Hankook will serve as a Division Sponsor for the league, which ranks among the UAE’s leading community cricket events. The championship features roughly 200 matches over three months, drawing more than 800 players across multiple divisions and primarily engaging the country’s South Asian community, where cricket holds strong cultural significance.

Through on-site branding and digital exposure via YouTube and social media, Hankook aims to boost brand awareness and customer engagement. Interactive programmes and promotional activities are planned to drive consumer conversion. Stellar Sports & Events organises the league.

Dae-hee Yun, Managing Director UAE, said, "This initiative marks an important step in expanding our customer and partner base across the UAE. Through strategic partnerships, we aim to further strengthen our sales competitiveness in the local market while reinforcing our premium brand positioning."

Waqas Faisal, General Manager, Al Dobowi Tyre Company, said, "Marking 50 years of presence in the UAE, this partnership is a significant milestone for Al Dobowi Group as the official distributor of Hankook Tires. Cricket plays a vital role in bringing communities together across the country, and the collaboration provides a strong platform for engaging with the local cricket community and strengthening our presence across the UAE, delivering results both on and off the field."

Rony James, General Manager, Stellar Sports & Events, said, "We are delighted to welcome Hankook Tire and Al Dobowi Group as key partners for the Gulf County Championship. This collaboration reflects the growing scale and professionalism of community cricket in the UAE. Our focus is to create a platform that delivers competitive cricket and meaningful brand engagement for our partners through on-ground and digital experiences."

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Tyres Europe has released its latest quarterly market update, prepared by the independent intelligence firm Astutus Research, which tracks tyre industry trends, mobility patterns and recovery and recycling efforts. The report provides fresh data on import shifts and used tyre generation across the EU27 plus United Kingdom.

Passenger car and light truck tyre imports into the region dropped by nearly 22 percent in January and February of 2026, a sharp reversal from the 26 percent increase seen in the first quarter of 2025. The total volume fell by 5.6 million units, driven largely by an 8.7-million-unit decline in Chinese shipments, which cut China’s market share from 74 to 52 percent. An ongoing European Union anti‑dumping investigation, with the potential for backdated duties, had encouraged heavy pre‑buying of Chinese tyres in 2025, peaking that September before accelerating into 2026. In response, ASEAN‑origin tyres, many from Chinese‑owned factories, tripled their share to 21 percent, led by Thailand and Vietnam, while Cambodia added nearly half a million units from a near‑zero base.

Truck and bus tyre imports from non‑European markets rose 24 percent over the same period. Thailand and Vietnam together increased shipments by 39 percent, lifting their combined share above 63 percent. Meanwhile, China’s position weakened as its volumes stagnated, and India emerged as the fourth largest source with a share exceeding five percent, pushing Egypt to fifth place ahead of Korea.

On sustainability, preliminary estimates from Astutus Research indicate that Europe generated approximately 4.4 million tonnes of used tyres in 2025, a figure essentially unchanged from the previous year. This overall stability hides divergent regional trends, with faster growth in Southern European markets such as Spain, Portugal and Greece, while larger Northern markets including the United Kingdom, Germany and France showed little or no increase. Replacement tyres account for more than 90 percent of used tyre tonnage, with the remainder coming from end‑of‑life vehicles.

Of the 4.4 million tonnes generated, around 0.6 million tonnes were reused as part‑worn tyres or retreaded. The term used tyres refers to all tyres removed from vehicles, while end‑of‑life tyres exclude those reused or retreaded. A decline in retreading has increased the share classified as end‑of‑life tyres, adding to volumes that require recovery or recycling.

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