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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Doublestar Tire emerged as a prominent exhibitor at the 2026 Latin Tyre & Auto Parts Expo in Panama City. The premier industry gathering for the Americas attracted over 700 international exhibitors and more than 30,000 professional trade visitors, providing a substantial platform for automotive parts and tire manufacturers.

The Panamanian event serves as a critical commercial gateway, radiating trade opportunities across more than 20 neighbouring nations. Given Latin America’s varied topography and climatic extremes, which demand superior tyre resilience and wet traction, Doublestar has collaborated with regional partners to engineer customised products. These targeted solutions have secured considerable market acceptance and popularity throughout the area.

Among the showcased innovations, the TBR tyre D902 integrates a wear-resistant compound with an advanced tread pattern, ensuring dependable stability for long-haul routes in tropical heat. The DSU02, a premier passenger car tyre, demonstrates exceptional protection against abrasion and impact, coupled with superior handling in both wet and dry conditions. A diverse portfolio of economically priced models further drew significant attention from purchasing agents.

This strategic participation has notably amplified Doublestar’s brand presence across the American markets and established a robust framework for deeper local engagement. Committed to delivering high-performance, value-added transportation solutions, Doublestar continues to reinforce the international standing of Chinese tyre manufacturers through quality-driven innovation.

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Barez Industrial Group, Iran’s leading tyre manufacturer, observed its 29th consecutive year of activity on the Tehran Securities Exchange during a commemorative event held on 23 August 2026. The gathering featured the traditional exchange bell ceremony, underscoring the company’s enduring footprint in Iran’s capital markets.

Speaking on the occasion, Jamal Mirzaei, CEO of Barez Industrial Group, spoke of the organisation’s momentum, asserting that current undertakings and forward-looking blueprints are steadily carving out its tomorrow. The firm’s leadership used the platform to reaffirm its commitment to sustained growth and operational excellence.

Originating as a provincial manufacturer in Kerman back in 1985, Barez has since risen to become a linchpin of the national tyre industry. Strategic upgrades to production lines and the integration of cutting-edge manufacturing processes have propelled its reach beyond borders. Since joining the TSE in 1997, it has outshone six other listed peers in the rubber and plastics category, claiming the largest share of the sector’s overall valuation, which exceeded IRR 330 trillion at the prior session, with the group responsible for over IRR 120 trillion of that figure.

The proceedings also included an award presentation, with TSE Chief Mahmoud Goudarzi offering a commemorative token to Mirzaei in appreciation of the firm’s three-decade record of transparent engagement with the exchange. Later, a press engagement allowed the executive team to walk reporters through notable milestones, pipeline ventures and strategic forecasts, fostering a clearer view of the company’s roadmap for investors and analysts alike.

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Continental has introduced a 32-mm variant of its Aero 111 road tyre, expanding the range of its most aerodynamically advanced model. Developed in partnership with Swiss Side, this wider version aims to deliver the same drag-reducing performance while catering to cyclists seeking a combination of speed and improved comfort on demanding surfaces.

The tyre’s aerodynamic efficiency is achieved through a patented tread pattern featuring 48 precision cavities that function as vortex generators. This design manipulates airflow around the front wheel to delay separation, maintaining optimal performance across varying wind angles. The result is a significant reduction in drag and an enhanced sailing effect, allowing for greater forward propulsion with reduced rider effort.

Despite its broader profile, the tyre maintains its speed and durability credentials through Continental’s BlackChili compound, ensuring low rolling resistance and dependable grip in all conditions. Protection is provided by the Vectran Breaker layer, and the tubeless-ready casing is compatible with hookless rims. Offered in black sidewall and three widths, the Aero 111 now serves a wider array of road cycling demands.

Hannah Ferle, Road Product Manager, Continental Tires, said, “With the addition of the 32 mm width, we truly are offering aero performance from every angle. Developing the Aero 111 alongside Swiss Side has allowed us to build a tyre like no other, one that performs across even the most demanding conditions. The Aero 111 has already proven the benefits of advanced airflow management, but this additional width allows us to bring those same aerodynamic gains and crosswind-taming technologies to the modern road cyclist who refuses to compromise on comfort.”

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TyreSafe has issued a fresh warning to UK motorists regarding the persistent dangers of part-worn tyres, drawing on the findings of recent multi-agency enforcement operations. The safety charity has underscored that despite ongoing efforts to regulate the sector, significant compliance failures continue to place drivers at risk. These concerns are based on collaborative inspections conducted over the past year with Trading Standards, police forces and local authorities, which have revealed systemic issues within the market.

Enforcement actions in Norfolk and Lancashire have exposed alarming deficiencies in the safety and legality of part-worn tyres on sale. In Norfolk, an inspection of nearly 200 tyres across several retail outlets found that over a third were in a dangerous condition, featuring exposed cords, structural damage and inadequate repairs. Remarkably, only a single tyre out of the entire batch satisfied all legal requirements, leading to the immediate removal of unsafe products and subsequent enforcement measures against non-compliant sellers.

Parallel operations in Lancashire painted an equally concerning picture, where none of the 30 part-worn tyres examined met the mandatory legal standards. Every tyre inspected failed to display the compulsory ‘PART-WORN’ marking, and many exhibited serious defects such as embedded objects, sidewall damage and substandard repairs. These discoveries have prompted ongoing engagement with businesses to encourage better practices, though the overall findings highlight a widespread disregard for established safety protocols.

In response to the enforcement outcomes, TyreSafe has noted that educational initiatives have yielded some positive changes among retailers. Certain businesses have enhanced their understanding of legal obligations, reduced their stock of part-worn tyres or transitioned to offering new budget alternatives. Nevertheless, the charity maintains that part-worn tyres remain a high-risk category, as compliance is not uniformly observed, leaving consumers vulnerable to products with undocumented histories and hidden structural weaknesses that are not always visible during a casual inspection.

The organisation has emphasised the critical distinction between tyres fitted to used vehicles and those sold as standalone part-worn products. While the former are acquired as part of a complete car purchase, the latter are individual items whose safety and legality depend entirely on the retailer’s diligence. TyreSafe has reiterated that these tyres must meet strict legal criteria, including a minimum tread depth of two millimetres, successful pressure testing and freedom from cuts or bulges, yet enforcement shows these rules are frequently ignored.

Motorists are being strongly urged to exercise caution and prioritise their safety by sourcing tyres from reputable suppliers and conducting regular checks on air pressure, condition and tread depth. TyreSafe has highlighted that opting for part-worn tyres on cost grounds can prove false economy, given their reduced lifespan and elevated risk of sudden failure. The charity continues to advocate for new tyres as the safest choice, stressing that the unknown history of part-worn products can have dire consequences in real-world driving conditions.

Stuart Lovatt, TyreSafe Chair, said, “Our recent education and enforcement activity revealed a deeply concerning picture of tyre safety on UK roads. Too often, part-worn tyres are being used as a dangerous short-term fix rather than a safe, compliant solution. We encountered vehicles fitted with severely aged tyres that should have been removed from service years ago, alongside single-tyre replacements fitted purely to secure an MOT pass. This creates highly unstable and potentially dangerous combinations, including mismatched summer and winter tyres on the same axle, which can seriously compromise braking and handling. Perhaps most alarming, none of the part-worn tyres we inspected carried the legally required ‘PART-WORN’ marking, highlighting a serious lack of compliance and leaving motorists unknowingly exposed to unsafe and unverified products.”

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