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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BKT Tyres has launched a nationwide campaign featuring Ranveer Singh to mark its entry into India’s on-highway consumer tyre segment, a market dominated by established domestic and global players.

The television-led multimedia campaign, titled “Elevate Your Drive,” introduces the company’s consumer positioning as it expands beyond its traditional strength in off-highway tyres used in agriculture, construction and industrial applications.

The campaign is built around the idea that ambition often stalls due to uncertainty and that confidence can help individuals push forward. BKT seeks to align its brand with that narrative, positioning its tyres as enabling progress and reliability for everyday drivers.

In the campaign film, Singh appears as himself, delivering a voiceover that links stories of people striving to move from ordinary circumstances to higher aspirations. The narrative focuses on ambition and forward momentum, themes the company hopes will resonate with India’s growing base of vehicle owners.

The campaign also introduces a new sonic identity for BKT, aimed at strengthening brand recall across television, digital and other multimedia platforms.

The move comes as BKT broadens its presence in the domestic market and targets growth in India’s on-highway tyre segment, which includes products for two-wheelers and commercial vehicles. The marketing push signals the company’s intent to build consumer recognition as it diversifies beyond its core off-highway tyre business.

Commenting on the launch, Mahesh Koppad, Chief Marketing Officer - India, BKT, said, “With ‘Elevate Your Drive’, we are positioning BKT Tyres for Indian consumers and our channel partners with a clear and meaningful purpose. Mobility, for us, is about empowering progress in a market where consumers seek reliability, performance, and meaning from the brands they choose. Our consumers expressed how journeys are about moving ahead in life, yet uncertainties often hold us back. At BKT Tyres, our ambition is to enable every Indian vehicle owner’s desire to move forward with confidence. Our commitment is to build an enduring brand and deliver best‑in‑class products that uphold the performance, trust, and innovation that is synonymous with BKT globally. ‘Elevate Your Drive’ isn’t just a campaign line, it is the guiding principle shaping our consumer‑focused initiatives. The campaign will be deployed through a high‑reach media mix to maximize awareness and drive strong early adoption.”

Avik Chattopadhyay, Co-founder, Expereal added, “The best way for an Off‑highway specialist brand to enter the consumer segment is to adopt a deeply customer‑centric approach to purpose, promise, and positioning. BKT Tyres aims to enhance every vehicle owner’s progress and driving delight by building an ecosystem that empowers individuals to move forward with confidence.”

Commenting on the same Creative Chairman Infectious Ramanuj Shastry said, “The journey from good to better is one that never ends. While for some, victory is the ultimate destination, for the truly great, it is but a pitstop. BKT Tyres makes sure that when the human spirit is raring to keep going further, the roads don’t hold it back.”

The campaign was conceptualised and executed by Infectious Advertising, which crafted a compelling human story around BKT Tyres’ engineering strength. The film was produced in collaboration with Mangata Films and Prachar Communications, bringing the campaign’s vision to life, while Expereal co-created the brand strategy for India.

Watch the entire video @ https://youtu.be/GwdnMogVAbc?si=ca0MIRoh3WOjqSE1

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Hankook Tire, the official tyre supplier to the FIA World Rally Championship (WRC), has confirmed that the 2026 WRC Safari Rally Kenya is scheduled for 12 to 15 March 2026 near Naivasha. This event is recognised as one of the most punishing off-road challenges in the series, set against the backdrop of the demanding African savanna. For this rally, Hankook introduced the new Dynapro R213 soft gravel tyre, featuring an optimised compound for better low-temperature flexibility and superior grip on wet surfaces, while its adaptable structure ensures consistent durability under severe conditions.

Departing from its customary Nairobi start, this year’s competition will concentrate entirely on the harsh gravel terrain surrounding Lake Naivasha in the Great Rift Valley. Drivers will need to quickly adjust to newly designed, high-intensity stages and refine their race tactics from the very beginning. Spanning four days, the rally consists of 20 Special Stages covering roughly 350.52 kilometres. Competitors will encounter a treacherous mix of deep sand, sharp rocks, expansive savanna sections and the infamous fine ‘fesh-fesh’ dust, all compounded by swiftly shifting weather. In this unpredictable environment, tyre resilience, grip and handling stability are paramount to performance.

The Safari Rally consistently draws significant global motorsport attention. Since its return to the WRC calendar in 2021, the Toyota GAZOO Racing World Rally Team has achieved five consecutive victories at this event. Nevertheless, strong challenges are anticipated from both the Hyundai Shell Mobis World Rally Team and the M-Sport Ford World Rally Team, promising a fierce contest for the win.

Since taking over as the exclusive tyre supplier for all WRC classes in 2025, Hankook has leveraged data from its involvement in over 70 global motorsport championships. The company applies these race-proven insights to advance its ultra-high-performance tyre technology, continually reinforcing its leadership in the field.

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The Board of Scandinavian Enviro Systems AB (Enviro) has resolved to file for bankruptcy for its fully owned subsidiary, Tyre Recycling in Sweden AB. A formal petition has been submitted to the District Court of Gothenburg to initiate the process. This action forms part of the broader company reorganisation currently underway for the parent company and is specifically intended to improve Enviro’s liquidity and support its long-term profitability.

The subsidiary in question operated a recycling facility in Åsensbruk, which was instrumental in validating both the company’s technological processes and the products derived from them. Having successfully fulfilled this developmental role, the facility’s ongoing operations are no longer strategically essential. Given that the site has not been financially viable, the Board determined that filing for bankruptcy for the subsidiary was the necessary course of action.

This decision is projected to negatively impact Enviro’s financial results through an impairment charge of approximately SEK 84 million (approximately USD 9.14 million). Despite this measure, Enviro’s core operations in Gothenburg will continue without disruption, running in parallel with other initiatives being implemented under the reorganisation framework. It is important to note that the company reorganisation applies exclusively to the parent company, Scandinavian Enviro Systems AB, and not to its subsidiaries.

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The Yokohama Rubber Company has confirmed a renewed partnership with KONDO RACING for the 2026 motorsport season, marked by a shared pursuit of victory in the highly competitive SP9 class at the Nürburgring 24-Hour Race. The team will campaign a Ferrari 296 GT3 EVO, equipped with Yokohama’s ADVAN racing tyres, across both the Nürburgring 24-Hour Race (ADAC RAVENOL 24h Nürburgring) and the Nürburgring Langstrecken-Serie (NLS).

This collaboration brings together a proven combination. KONDO RACING, under the leadership of Masahiko Kondo, has consistently demonstrated its capability on the global stage, competing in elite series such as SUPER GT and SUPER FORMULA in Japan, as well as enduring the rigors of Le Mans. Their history with Yokohama at the Nürburgring includes a notable ninth-place overall finish in 2019. More recently, the team showed formidable pace in 2025, securing second place in the qualifying race and remaining a contender among the frontrunners throughout the final event. This performance provides a strong foundation for their 2026 campaign, where the objective is a class victory.

KONDO RACING Director Masahiko Kondo

Yokohama Rubber’s commitment to the Nürburgring extends beyond its partnership with KONDO RACING. The company will continue to provide its high-performance tyre technology to multiple leading teams competing in the NLS and the 24-hour race. The overarching goal is to secure another overall championship, leveraging the reliability and handling precision of its tyres to conquer one of the world’s most demanding circuits. This renewed agreement reinforces a longstanding relationship built on shared success in both domestic Japanese competitions and gruelling international endurance events.

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