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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Webfleet, the fleet management arm of Bridgestone, is preparing a major product showcase at IAA TRANSPORTATION 2026 in Hannover, scheduled from 15 to 20 September. The company will use the event to introduce two significant offerings, Fleet Insights and Asset Management 360, which are designed to address growing demands for operational efficiency. A media preview is set for 14 September, one day before the main exhibition opens to the public.

The first of these, Fleet Insights, functions as a diagnostic engine that processes raw telemetry into prioritised recommendations. It consolidates performance metrics with sector-specific comparisons, allowing transport operators to gauge their standing against more than 200 anonymised peer profiles. These comparisons factor in variables such as fleet composition, industry sector and geographical operating conditions, offering a nuanced view of relative performance.

Building on technology first introduced in 2025 with the Fleet Advisor conversational tool, this latest analytics module is already active across all markets where Webfleet operates. A subsequent update, expected by late October, will introduce automated suggestion capabilities, enabling the system to propose specific remedial measures and rank them by probable effectiveness. This progression from data access to guided action forms the core of the company's product philosophy.

Asset Management 360, which is being previewed at the Hannover show ahead of its official rollout, takes a different but complementary approach by creating a unified command centre for diverse equipment types. It bridges the gap between powered vehicles and non-powered items such as construction machinery, storage containers and smaller trailers. The accompanying LINK 330 device, a compact battery-operated tracker, will extend real-time location services to assets previously difficult to monitor, thereby reducing search times and administrative overhead.

Visitors to the Bridgestone exhibition space in Hall 12, Booth B63, will also encounter demonstrations of Webfleet's broader ecosystem, which spans predictive maintenance scheduling, driver behaviour coaching, regulatory compliance tracking and integrated transport management systems. A separate presence through the reseller network will be maintained in Hall 25. Executive participation in the conference agenda includes a presentation by Jan-Maarten de Vries on 16 September regarding the transformation of fleet management into an intelligence-led function, followed by a panel discussion featuring Wolfgang Schmid on 17 September concerning artificial intelligence applications within the transport sector.

Running through to 20 September, the exhibition offers a comprehensive look at how the company envisions the future of asset and fleet oversight. By merging analytics with unified asset tracking, Webfleet continues to position itself as a provider of actionable intelligence rather than mere data aggregation, reinforcing its commitment to helping operators move from passive observation to active, informed decision-making.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “Transport operators have more data than ever before, but data alone doesn't improve performance. The role of the fleet manager is evolving from monitoring operations to driving operational intelligence. By combining connected vehicle and asset data with advanced analytics and artificial intelligence, we can help our customers identify what to focus on, understand where action is needed and make faster, smarter decisions that improve business performance.”

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Bridgestone India has launched Project PRAVAAH, a new environmental initiative aimed at addressing severe water scarcity and ecological decline in the Dhar district of Madhya Pradesh. The programme, executed in partnership with the Society for Agriculture and Environmental Sustainability, targets the restoration of three traditional water bodies situated within a catchment zone of approximately 140 acres.

The region has historically suffered from critical groundwater depletion, with extraction rates reaching or exceeding the annual recharge capacity. This unsustainable usage has caused water tables to plummet to depths of 10 to 20 metres below ground level, particularly during the dry pre-monsoon period, severely impacting both domestic drinking water supplies and agricultural irrigation.

Moving beyond simple water conservation, Project PRAVAAH employs nature-based solutions and active community engagement to revive local ecosystems. The effort creates new livelihood opportunities for marginalised women and complements Bridgestone’s broader environmental portfolio, which already includes 9.5 acres of biodiversity parks and community gardens designed to promote conservation awareness.

The restoration project is projected to recharge up to 150,000 metric tonnes of groundwater, ensuring more reliable water access for nearby households, livestock and farms. By revitalising ponds as living ecosystems, the initiative aims to foster biodiversity, bolster community resilience against climate variability and reaffirm the company’s dedication to long-term societal and environmental well-being.

Sudhir Kulkarni, Executive Director – HR, Admin & CSR, said, “Care for the environment and the communities that it serves are core to Bridgestone’s philosophy. Project PRAVAAH aims at tackling the acute water shortage faced by communities in Dhar. With Project PRAVAAH, we are turning these ponds back into living ecosystems that will benefit these communities.”

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Pyrum Innovations AG has officially entered into a binding plant purchase agreement with its Czech-based joint venture, SUAS reTire s.r.o., marking a watershed moment for the German technology firm. The agreement, covering a thermolysis system for the planned Sokolov recycling hub, constitutes Pyrum’s inaugural external equipment sale, a transaction that significantly propels its commercial footprint beyond domestic operations.

Financial groundwork for the Czech project has been firmly secured, as the joint venture concurrently closed loan arrangements with a local banking institution. This development rendered the venture fully capitalised, prompting SUAS reTire to place an irrevocable order for Pyrum’s core technology, which encompasses three reactor units and auxiliary process systems. As the primary technology partner, Pyrum will assume responsibility for harmonising all ancillary site equipment with the master control architecture.

The corporate structure underpinning the initiative sees Pyrum owning 49 percent of SUAS reTire, while the remaining 51 percent is held by SUAS Ecology s.r.o., a partnership forged in the preceding year. The JV is exclusively mandated to oversee the design, construction and subsequent operation of the advanced tyre recycling facility in the western Czech city.

Ground preparation at the industrial zone has already commenced, and the impending down payments will unlock procurement of long-lead components to uphold the project timeline. Once operational, the three-reactor train is designed to process upwards of 22,000 tonnes of scrap tyres per annum. The location’s inherent logistical edge derives from the adjacent SUAS power plant, which will permit direct conversion of pyrolytic off-gas into electricity, circumventing heavy auxiliary capital outlays. The plant is slated to begin production by the spring of 2028.

Pascal Klein, CEO, Pyrum Innovations AG, said, “By signing our first external plant purchase agreement, we have reached a significant milestone in Pyrum’s development. This achievement is the result of a long and intensive journey during which, together with our partners, we established key technical, financial and organisational foundations. We are therefore all the more pleased to have now signed our first plant purchase agreement for an external facility, which we will build together with our partner SUAS. The secured financing underlines our partners’ confidence in our technology and provides an excellent foundation for the successful implementation of the project in the Czech Republic.”

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Kraton Corporation, a global producer of speciality polymers and bio-based chemicals derived from pine wood pulping byproducts, has secured its sixth consecutive EcoVadis Platinum rating for sustainability management. The firm achieved a record score of 90 out of 100, surpassing its own previous high of 88 from 2024 and improving markedly from the 86 posted in 2025.

This latest recognition carries added weight given that EcoVadis benchmarks performance relative to sector peers. The organisation evaluates over 150,000 companies globally, offering sustainability intelligence and improvement frameworks designed to foster responsible operations and ethical supply chains. Kraton’s sustained top-tier placement underscores its ongoing commitment to environmental and social governance standards within the speciality chemicals industry.

Rogier Roelen, Chief Sustainability Officer and General Counsel, Kraton, said, “While Platinum recognition has become familiar to many of our stakeholders, it should never be taken for granted. EcoVadis continuously raises expectations, and our peers continue to strengthen their sustainability programmes. Maintaining Platinum status for six consecutive years reflects the dedication of employees across our global organisation and the rigorous processes we have established to continuously advance our sustainability management practices.”

Sangwoo Ryu, Chief Executive Officer, Kraton, said, “EcoVadis serves as an important benchmark that helps us keep our sustainability management practices current, effective and aligned with evolving stakeholder expectations. This recognition reflects our commitment to building a more sustainable business and delivering long-term value for our customers, employees, investors and communities.”

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