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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Michelin India has opened a new Michelin Tyres & Services (MTS) store in Jodhpur through a partnership with Sushil Tyres. Located on Chopasani Road, the facility expands the French tyre giant’s retail footprint across Rajasthan while offering premium tyre solutions to local motorists.

Spanning 1,800 square feet, the outlet features Michelin’s full range of passenger car tyres alongside modern wheel alignment and balancing equipment. The inauguration was led by Prashant Sharma, Michelin India’s National Sales Director, with the site designed to deliver a premium and convenient service experience.

Jodhpur, known as the Blue City and a fast-growing commercial hub in Rajasthan, benefits from a strong tourism economy and rising numbers of premium vehicle owners. Sushil Tyres, a trusted local name since 1984, brings over four decades of aftermarket expertise, making the collaboration a blend of global technology and deep community knowledge focused on safety, durability and performance.

Shantanu Deshpande, Managing Director, Michelin India, said: “Jodhpur represents a key market in Michelin's growth strategy for the region. The city's rapidly evolving mobility landscape, driven by growing infrastructure and a rising base of premium vehicle owners, makes it an important hub for our retail expansion. The launch of our new Michelin Tyres & Services Store in Jodhpur reinforces our commitment to expanding our network and ensuring greater accessibility to Michelin's premium products and services. This expansion is aligned with our plans to introduce Made-in-India passenger car tyres, reinforcing our commitment to delivering globally benchmarked products tailored for Indian consumers”

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Bridgestone India, a wholly-owned subsidiary of Bridgestone Corporation, has introduced a new brand campaign titled ‘Feel the Bridgestone Difference’. The initiative centres on the often-overlooked role of tyres as the sole critical contact point between a vehicle and the road. While every car is designed with a specific performance level in mind, the campaign argues that a vehicle can only realise its true potential when equipped with the appropriate tyres.

According to the campaign, tyres influence control, safety, confidence and driving smoothness far more than most drivers realise. Even the most well-engineered car delivers an incomplete experience without proper tyre fitment. Bridgestone positions its products as the key to unlocking a vehicle’s full capabilities, allowing drivers to feel a tangible difference on every journey. Over the past 30 years, Bridgestone India has focused on technology, manufacturing excellence, innovation and quality to build products that stand apart.

A key highlight of the campaign is the company’s commitment to staying ahead of industry standards without compromise. Bridgestone tyres offer benefits including better grip, stronger braking, smoother handling, lower road noise, improved fuel efficiency and longer tyre life. Drawing inspiration from nature, the campaign features animals such as the mountain goat, cheetah and rhino to symbolise grip, speed, strength and control in challenging terrains. This creative approach mirrors how Bridgestone tyres are engineered to perform across India’s diverse road and driving conditions.

The campaign serves as a reminder that while every car has built-in potential, the right tyres bring it to life. Promoted across multiple platforms nationwide, the initiative reinforces Bridgestone India’s long-standing promise of performance, safety and reliability for every driver.

Rajiv Sharma, Executive Director – Sales and Marketing, Bridgestone India, said, “Bridgestone has been a trusted name for Indian consumers, and that trust has come from consistently delivering safe, high-quality products and a superior driving experience. Our customers have experienced the Bridgestone difference over the years – whether in better control, smoother rides or long-lasting performance. ‘Feel the Bridgestone Difference’ is a campaign people will instantly relate to because it reflects something they have already felt. With this campaign, we want to take that experience to a larger audience and help more people understand how the right tyre fitment can completely transform the way a car performs.”

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ZC Rubber showcased its full brand portfolio at TyreXpo Asia 2026 in Bangkok, drawing attention from customers, distributors and industry partners across Southeast Asia and other global markets. The Chinese manufacturer presented six of its brands at the event: WESTLAKE, GOODRIDE, CHAOYANG, TRAZANO, GOLDEN CROWN and ORNATE.

The Bangkok exhibition, recognised as a key Asian gathering for the tyre industry, brought together resources from the tyre sector, automotive aftermarket and related supply chains. This provided ZC Rubber with a strategic platform to demonstrate its brand strength, exchange market intelligence and pursue deeper regional cooperation.

Among the six brands on display, WESTLAKE and GOODRIDE drew particular interest from professional visitors due to their dependable performance and wide market adaptability. The additional presence of CHAOYANG, TRAZANO, GOLDEN CROWN and ORNATE further broadened the company’s ability to address varied market segments and customer applications. A major highlight was the X-Elite commercial tyre series, launched in 2025, which has already entered multiple overseas markets and gained strong recognition from fleets, dealers and end users for its durability, mileage and resilience in demanding conditions.

Representatives from Thailand’s Ministry of Energy visited the ZC Rubber booth during the show, learning about the company’s brand structure, product uses and Asian market development. Their visit underscored local interest in tyre industry and supply chain progress, reinforcing ZC Rubber’s commitment to deepening its Southeast Asian presence. Moving forward, the company plans to leverage its multi-brand strategy, comprehensive product lineup and global service capabilities to deliver high-value tire solutions and unlock further growth opportunities across the region.

Shen Haoyu, Senior Vice President, ZC Rubber, said, “Asia is a key part of ZC Rubber’s global strategy. Through international platforms such as TyreXpo Asia, we are able to listen more closely to our customers while demonstrating to global partners ZC Rubber’s confidence, upward momentum and strength to grow with the market.”

Justin Cui, Asia Sales Director, ZC Rubber, said, “The Southeast Asian market is highly dynamic and continues to raise expectations for product adaptability and service responsiveness. We will continue to strengthen local market engagement, work closely with our partners and seize new growth opportunities together to create greater value for users across the region.”

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Apollo Tyres reported a 14 percent rise in fourth-quarter revenue, supported by strong demand in India’s replacement and original equipment segments.

The tyre maker said consolidated revenue from operations for the quarter ended March 2026 rose to INR 73.36 billion from INR 64.24 billion a year earlier. Operating profit increased 28 percent to INR 10.69 billion, while net profit rose to INR 6.31 billion from INR 1.85 billion in the corresponding quarter last year.

The company said the latest quarterly profit included the estimated after-tax impact of restructuring and impairment charges of INR 3.38 billion, disclosed as exceptional items, as well as a one-off tax reversal of INR 5.74 billion linked to the adoption of a concessional tax regime.

For the full financial year ended March 2026, consolidated revenue increased 9 percent to INR 284.71 billion from INR 261.23 billion a year earlier. Operating profit rose 16 percent to INR 41.43 billion, while net profit stood at INR 13.72 billion compared with INR 11.21 billion in the previous year.

Apollo Tyres said its Indian operations delivered their highest-ever quarterly revenue during the period. Truck and bus radial tyre sales grew by more than 20 percent in the fourth quarter.

Onkar Kanwar, chairman of Apollo Tyres, said performance in India remained “robust”, particularly in the replacement and original equipment segments, while European operations were in line with prevailing market conditions. He added that geopolitical tensions in West Asia continued to pose challenges, although the company remained optimistic about demand momentum in India, supported by positive rural sentiment.

Apollo Tyres Posts 14% Rise In Q4 Revenue

Apollo Tyres reported a 14 percent rise in fourth-quarter revenue, supported by strong demand in India’s replacement and original equipment segments.

The tyre maker said consolidated revenue from operations for the quarter ended March 2026 rose to INR 73.36 billion from INR 64.24 billion a year earlier. Operating profit increased 28 percent to INR 10.69 billion, while net profit rose to INR 6.31 billion from INR 1.85 billion in the corresponding quarter last year.

The company said the latest quarterly profit included the estimated after-tax impact of restructuring and impairment charges of INR 3.38 billion, disclosed as exceptional items, as well as a one-off tax reversal of INR 5.74 billion linked to the adoption of a concessional tax regime.

For the full financial year ended March 2026, consolidated revenue increased 9 percent to INR 284.71 billion from INR 261.23 billion a year earlier. Operating profit rose 16 percent to INR 41.43 billion, while net profit stood at INR 13.72 billion compared with INR 11.21 billion in the previous year.

Apollo Tyres said its Indian operations delivered their highest-ever quarterly revenue during the period. Truck and bus radial tyre sales grew by more than 20 percent in the fourth quarter.

Onkar Kanwar, chairman of Apollo Tyres, said performance in India remained “robust”, particularly in the replacement and original equipment segments, while European operations were in line with prevailing market conditions. He added that geopolitical tensions in West Asia continued to pose challenges, although the company remained optimistic about demand momentum in India, supported by positive rural sentiment.

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