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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The AZuR project group on chemical recycling convened its annual in-person meeting on 1 October 2026, bringing together more than 20 network partners at Pyrum Innovations AG in Dillingen/Saar. The gathering centred on recent scientific findings, the recovery of raw materials from end-of-life tyres, the European Tyre-to-Tyre initiative and collaborative projects planned for 2027. Participants examined how recovered carbon black and tyre thermolysis oil can be more effectively integrated into industrial production processes.

A scientific highlight came from Dr -Ing Sebastian Bogdahn, who presented his dissertation on the production and ecological assessment of high-quality carbonizates derived from used tyre thermolysis. His research combined experimental investigations, process modelling and life cycle assessment, with particular attention to recovered carbon black produced during thermolysis and subsequently processed. The findings indicated that the modelled system could potentially lower global warming potential relative to fossil-based carbon black production while underscoring the significance of process control, product quality and energy supply for environmental performance.

The European Tyre-to-Tyre initiative, launched in July 2026 by Pirelli, Pyrum, Synthos and BASF, illustrated how chemical recycling processes can be embedded within industrial value chains. Pyrum converts used and rejected tyres into recovered carbon black and tyre thermolysis oil through thermolysis. The processed carbon black is then used in Pirelli's tyre manufacturing, partially substituting fossil-based industrial carbon black.

At BASF, thermolysis oil is combined with fossil raw materials to produce chemical products including butadiene and styrene. Synthos utilises corresponding feedstocks to manufacture synthetic rubbers, which are subsequently employed in Pirelli's tyre production. According to the project partners, the entire value chain remains traceable via ISCC PLUS certification.

A notable feature of the meeting was a tour of Pyrum's thermolysis plants. Divided into three groups, attendees gained insights into the technical processes and engaged directly with on-site experts. The tour clarified the technical steps required for recovering and further processing raw materials, from the handling of used tyres through to the resulting product streams.

Management emphasised the value of regular AZuR in-person meetings, which combine exchange among companies, technology providers and research institutions with exposure to real industrial applications. The gathering demonstrated the importance of collaboration across the entire value chain, with research, technology development, industrial processing and tyre production considered together to transform recovered materials into high-quality raw materials for new products. The project group will continue this exchange in 2027 through concrete projects and information initiatives.

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TyreSafe, UK’s leading tyre safety charity, has welcomed Straightset and Supertracker as Commercial Supporters, pairing two well-established garage equipment names in support of the charity's goal of enhancing tyre safety and lowering tyre-related incidents across UK roads.

Independent garage equipment specialist Straightset and Supertracker, a famed British maker of wheel alignment equipment, are jointly backing TyreSafe's campaign to highlight how essential properly maintained tyres are to road safety.

Straightset, run as a family business, delivers a broad selection of garage equipment for car and commercial vehicle workshops, covering tyre changers, wheel balancers, MOT equipment, workbenches and exhaust extraction systems, plus installation, servicing and maintenance. Since 2022, Straightset has owned Supertracker, a long-established British marque focused on laser and computerised wheel aligners, commercial vehicle apparatus and vehicle lifts including scissor and two-post types.

By merging specialist equipment manufacturing with the thorough service and support garages require, the two brands offer complementary strengths. Correct wheel alignment is tightly connected to tyre maintenance, helping avert uneven tyre wear and bolster vehicle safety. The tie-up demonstrates a mutual dedication to safety, quality and the automotive sector, with both brands aiding TyreSafe's continued efforts to educate road users and encourage improved tyre safety habits.

Stuart Lovatt, Chairman, TyreSafe, said, “We are delighted to welcome Straightset and Supertracker as Commercial Supporters of TyreSafe. Together, they bring valuable expertise across the garage equipment sector, from specialist wheel alignment technology to the equipment, servicing and support that keep workshops operating safely and efficiently. Garages play an important role in helping ensure vehicles are safe and roadworthy, and the right equipment and technical support are essential to that work. We look forward to working with Straightset and Supertracker to raise awareness of tyre safety and encourage road users and businesses to make tyre maintenance a priority.”

Julia Blake, Marketing and Communications Director, Straightset, said, “We are proud to be partnering with TyreSafe, alongside our Supertracker brand, and to support the important work it does to improve tyre safety across the UK. At Straightset, we provide garages with the equipment, expertise and ongoing support they need to operate safely and effectively. Through Supertracker, we also have a longstanding connection with wheel alignment technology, which plays an important role in tyre maintenance. This partnership brings together our shared commitment to safety and gives us an opportunity to help raise awareness of the importance of looking after tyres. We look forward to working with TyreSafe and contributing to its efforts to make UK roads safer.”

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Epsilon Carbon Pvt. Ltd., a global manufacturer of carbon black and speciality carbon products, has published its sixth Sustainability Report for FY 2025–26, titled ‘Anchored in Carbon. Embedded in Circularity’. The document outlines the company’s advancements in emissions reduction, energy efficiency, workplace safety, inclusion and community development while detailing its strategy for a more responsible and resilient carbon value chain.

The company’s sustainability efforts are deeply integrated into its manufacturing operations and its support for customers in the tyre, rubber, manufacturing and industrial sectors. Epsilon Carbon aims to supply dependable carbon materials while enhancing resource efficiency and lowering the environmental footprint of production. In FY 2025–26, it recorded a 98 percent drop in Scope 2 emissions intensity against its FY 2022–23 baseline, alongside a 6 percent reduction in energy consumption intensity driven by operational improvements.

A 17 MW captive power plant using waste hot gases from production remained central to decarbonisation, achieving 77 percent waste heat recovery utilisation and remaining on target. This helped avoid over 89,000 tonnes of CO₂ emissions by reducing coal-based power reliance. The company also cut Scope 3 emissions intensity by 8.13 percent compared with FY 2024–25, supporting more sustainable manufacturing across its value chain. Its Vijayanagar plant holds an annual capacity of 215,000 tonnes of carbon black and 500,000 tonnes of speciality carbon.

The report further highlights workplace safety and inclusion, with zero fatalities, 10 percent women representation on the Board and 9.41 percent of the overall workforce. CSR programmes positively impacted approximately 140,000 lives, fostering community development near its operations. Epsilon Carbon’s sixth Sustainability Report gives stakeholders a clear view of its ESG performance and reinforces its focus on responsible growth, operational excellence and its expanding role in the global carbon materials industry.

Vikram Handa, Managing Director, Epsilon Carbon, said, “Sustainability is central to how we are building Epsilon Carbon for the future. Our progress in reducing emissions intensity, increasing the use of waste heat recovery and improving energy efficiency shows what is possible when sustainability is built into everyday operations. Our customers in tyres, rubber and other manufacturing sectors are also working towards more responsible and efficient value chains. We are committed to supporting them through dependable products, strong manufacturing capabilities and continued innovation. Alongside our environmental priorities, we remain focused on safety, inclusion and creating a positive impact in the communities where we operate.”

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Toyo Tire U.S.A. Corp (Toyo Tires) celebrated a milestone achievement in short-course off-road racing as driver Ryan Beat captured the 2026 Championship Off-Road Pro-2 title. The decisive rounds unfolded at Glen Helen Raceway in San Bernardino, California, where Beat piloted his #51 Bilstein / Toyo Tires / Rockstar Energy / Chevrolet truck to the first Pro-2 crown of his racing career.

Beat arrived at the season finale holding a 17-point advantage but faced punishing Southern California heat and a determined group of rivals. A mid-race restart intensified the competition, yet Beat powered through the field and crossed the finish line first on Saturday night, sealing the championship.

His truck ran on standard 35x12.50R17 Open Country C/T tyres throughout the campaign. Beat concluded the year at the top of the Pro-2 standings with 722 points. The result marked the sixth occasion he has placed among the top three in the class, having previously earned four runner-up finishes and one third-place result.

The championship extends Team Toyo’s strong presence in short-course competition, complementing Pro-4 titles claimed by CJ Greaves across 2023 through 2025 and Kyle LeDuc between 2012 and 2020. Toyo-backed drivers have also found success in desert racing, with six SCORE Baja 1000 victories, six Baja 500 wins, five Baja 400 triumphs and four San Felipe 250 titles.

Beat said, “The championship came down to the final race and to not only win the title, but to do it by winning the final race was a dream come true. Surrounded by my family, friends and partners, this one is going to be hard to top.”

Adrian Puente, Events, Motorsports and Technical Manager, Toyo Tire U.S.A. Corp, said, “Congratulations to Ryan and his motorsports team on securing the first Pro-2 championship of his career! A hard-fought season ending in triumph is a great result for Team Toyo and showcases the versatility and performance of our tyres on and off the track.”

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