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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Apollo Tyres Ltd has recorded a significant improvement in brand strength within its domestic Indian market, according to a fresh independent assessment from Brand Finance. The analysis, which focuses on the world’s strongest and most valuable tyre brands, places Apollo Tyres as the fastest climber in the latest rankings.

The evaluation follows ISO 20671 standards and examines factors such as marketing investment, stakeholder equity and business performance using proprietary market research and public data. Brands are assessed primarily in their leading markets, with region-specific scores shaping the overall findings. Apollo Tyres’ progress has been fuelled by globally activated sports sponsorships, product innovation, customer engagement, new distribution networks and strategic marketing.

In the 2026 Brand Strength Index for global tyre brands, Apollo Tyres jumped from 13th place last year to 6th. Its Brand Strength Index score rose to 80.59 out of 100, up from 66.63 in the prior year. Consumer familiarity with the brand increased by 15.8 percent and brand understanding grew by 26.4 percent.

Key developments over the past year have driven this positive awareness, especially in India. In September 2025, Apollo Tyres became the lead sponsor of the Indian Cricket Team, securing title sponsorship rights for all home international matches involving both men’s and women’s teams, as well as domestic BCCI tournaments. The Apollo Tyres logo now appears prominently on the front and leading arm of the official Team India jersey.

Udyan Ghai, Group Head, Marketing, Apollo Tyres Ltd, said, “The new Brand Strength rankings provide important independent validation of our global marketing efforts. Whether through new products, enhanced services or improved accessibility, our focus remains on delivering value to customers while further strengthening the Apollo Tyres brand in markets around the world.”

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Bridgestone, alongside Kwik Fit, has announced a new two-year sponsorship deal with Camper Calling Festival covering 2026 and 2027. The partnership, which kicks off over the August Bank Holiday weekend, positions the tyre manufacturer as the Official Tyre Partner and the sponsor of the Lakeside Stage at the Warwickshire event.

Held at Ragley Hall from 28 to 30 August, the festival draws around 25,000 annual attendees, including campers, music fans and families. This collaboration provides a direct channel for Bridgestone and Kwik Fit to connect with that adventure-seeking audience in a relaxed, outdoor environment.

The timing aligns with the UK summer introduction of Bridgestone’s new Duravis Camper Van tyre. Engineered for the growing campervan segment, the premium tyre emphasises durability, safety and driving confidence. The festival setting offers an authentic lifestyle backdrop to showcase the product and strengthen Bridgestone’s reputation among British campervan users.

Drew Chapman, Consumer Sales Director, Bridgestone UK, said, “We’re delighted to announce that Bridgestone, in partnership with Kwik Fit, is joining the Camper Calling family as sponsor of the festival and the Lakeside Stage. The Lakeside Stage is one of the standout parts of Camper Calling, giving festivalgoers the chance to enjoy great live music in a brilliant setting. With our support, it’s set to be a real highlight of the weekend. This partnership reflects our shared ambition to help people enjoy every journey with confidence, focusing on what really matters to drivers – safety, reliability and peace of mind. It also gives us a strong platform to support the launch of the first ever Bridgestone Duravis Camper Van tyre.”

Andy Lane, Director of Marketing, Kwik Fit, said, “Camper Calling is a strong fit for Kwik Fit, giving us the chance to connect with campers, families and festivalgoers during one of the busiest travel weekends of the summer. Our partnership with Bridgestone brings together two trusted brands with a shared focus on helping drivers stay safe, prepared and ready for every journey. It also gives us a strong opportunity to show how Kwik Fit supports customers with practical, dependable service when it matters most. We’re looking forward to bringing the partnership to life at Ragley Hall and showing how Kwik Fit can help keep people moving with confidence, whether they’re setting off for the festival or heading home again afterwards.”

David Arthur, Managing Director of Camper Calling, said, “We’re delighted to welcome Bridgestone and Kwik Fit as official partners of Camper Calling. Both brands are synonymous with quality, reliability and helping people enjoy the journey, which makes them a natural fit for our festival campers.”

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TyreSafe has issued a fresh warning to families during Child Safety Week, emphasising that protecting children on the road requires attention beyond just child car seats. The road safety charity urges parents and carers to consider the entire vehicle’s condition before every journey, particularly the tyres, which are critical for braking, grip and overall control.

The organisation stresses that while correctly fitted child restraints offer vital protection during a collision, vehicle safety begins before a crash ever occurs. Worn, damaged or underinflated tyres can significantly increase stopping distances and compromise a vehicle’s ability to respond in an emergency, undermining the protection that child seats are designed to provide.

This guidance aligns with the government’s new Road Safety Strategy, which aims to reduce road deaths and serious injuries by 65 percent overall and by 70 percent for children under 16 by 2035. TyreSafe notes that achieving these targets depends on a Safe System approach, where multiple layers of safety work together. Recent data from Good Egg Safety CIC community checks reinforces this point, revealing that approximately two thirds of inspected child restraints are incorrectly fitted or unsuitable due to issues such as slack seat belts, loose bases, misrouted belts or improperly adjusted support legs and carry handles.

To help families act, TyreSafe promotes its simple ACT checklist. Air pressure should be checked regularly against the vehicle manufacturer’s recommended levels. Condition must be inspected for cuts, bulges, cracks or embedded objects. Tread depth must meet the legal minimum of 1.6 mm with no uneven wear. These checks are especially important given that children must use an appropriate car seat until age 12 or until they reach 135 centimetres in height.

As part of Child Safety Week, TyreSafe is supporting local initiatives across UK, including free child car seat checking events in West Yorkshire delivered with West Yorkshire Vision Zero and Good Egg Safety CIC. Selected sessions will also offer free tyre safety checks and practical advice. TyreSafe encourages families to attend such events and remember that every part of the journey matters when it comes to protecting children on the road.

Stuart Lovatt, Chair of TyreSafe, said, “A correctly fitted child seat offers vital protection, but it is only one part of the safety picture. Tyres are the only contact between the vehicle and the road and have a direct impact on braking, grip and control. If tyres are not properly maintained, stopping distances increase and vehicle performance can be affected – particularly in emergency situations or poor weather conditions. Keeping children safe means looking at the whole journey and the whole vehicle. Simple checks can make a significant difference.”

Janis James MBE, Chief Executive of Good Egg Safety CIC, said, “Parents and carers go to extraordinary lengths to protect the children they love, yet our national data consistently shows that around two thirds of child car seats are being used incorrectly – often by caring families who simply don’t realise something is wrong. The encouraging news is that many of the issues we identify can usually be corrected quickly with the support of our highly experienced and accredited Safety Advisors, potentially making a life-saving difference in the event of a collision. By working alongside TyreSafe at selected events, we are supporting the wider Safe System approach – helping families stay safer both inside and outside the vehicle.”

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Goodyear highlighted progress at its Amiens tyre plant modernisation during a visit by French President Emmanuel Macron. The facility, which first opened in 1958, is undergoing a major transformation launched in 2022 and supported by the French government’s France 2030 programme. This investment aims to strengthen the site’s long-term competitiveness and future readiness.

Nearly 800 employees work at the Amiens plant, producing consumer tyres for global original equipment and replacement markets. Beyond technology, the overhaul emphasises workforce development through expanded training, upskilling programmes and active recruitment for roles ranging from operators to engineers. These efforts are designed to align the site’s evolution with new technologies while preparing a skilled workforce for the future.

Mark Stewart, Chief Executive Officer and President, The Goodyear Tire & Rubber Company, said, “We’re proud to welcome President Macron to Amiens and show the progress our team has made. Over the past several years, we’ve reshaped this plant – bringing in more advanced technologies, increasing automation and digital solutions to shift its production towards premium, higher-value tyres. This modernisation is about our people and the future of the Amiens facility. Together with the French government, we’ve strengthened this site and built on Goodyear’s longstanding presence in France, reinforcing our commitment to manufacturing and jobs here.”

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