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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Dunlop Motorcycle Europe has emerged as the dominant force at the 2026 Isle of Man TT, securing more race victories and podium finishes than any other tyre manufacturer despite a weather-disrupted schedule that reduced the event to only five races. Riders using Dunlop tyres claimed three wins and nine podium appearances around the legendary Mountain Course.

Performance across the Supersport and Sportbike classes proved particularly strong, complemented by competitive pace in the Superbike races. The achievements highlighted the versatility and reliability of the latest generation of Dunlop KR slick racing tyres. Dunlop supported over 15 riders during the two-week event, offering multiple specifications of KR108, KR108+ and KR109+ tyres. A dedicated team of trackside support engineers provided ongoing advice on tyre selection for the challenging and ever-changing weather conditions.

The Isle of Man TT, which takes place on a 37.73-mile (approximately 60.72 km) public road circuit featuring narrow lanes and mountain passes, saw temperatures shift from warm sunshine during practice to cold, damp conditions on race days. Following his fourth-place finish in the Sportbike race, lap record holder Peter Hickman described it as the wettest he had ever experienced on the course. That changeable weather underscored the KR tyres’ adaptability, delivering both immediate pace and multi-lap durability.

Michael Dunlop extended his historic TT record by winning both Supersport races and the Sportbike race, while other Dunlop-supported riders consistently ran at the front. Peter Hickman recorded top-four finishes in every race, and both Josh Brookes and Ian Hutchinson placed inside the top five. Across all five races, Dunlop riders occupied 9 of 15 podium positions and 14 of 25 top-five spots. This success follows previous race wins at the North West 200 in May, with Dunlop KR tyres also recently in action at the FIM Endurance World Championship’s 8 Hours of Spa and the Dunlop Campionato Italiano Velocità event at Imola.

Wim Van Achter, Motorsport Manager, Dunlop Motorcycle Europe, said, “The Isle of Man TT is an event like no other, and rider confidence in tyres is crucial when facing a track like this at an average speed of 135 mph. To finish the week with more race wins and podium finishes than any other tyre manufacturer is a fantastic result and a testament to the performance and consistency of our latest generation Dunlop KR racing slicks. Michael Dunlop’s three wins were a highlight, but we’re equally proud to have supported so many riders running at the front throughout the event. Feedback from teams throughout the paddock was extremely positive, reinforcing the strength of a tyre range that continues to win in road and circuit racing across Europe.”

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Michelin North America has announced the commercial expansion of its Michelin X Line Grip D commercial truck drive tyre lineup. Building on its 2025 market debut, the new range aims to meet fleet demand across long-haul and regional applications by introducing expanded new-tyre sizing alongside a matching pre-mould retread solution.

The backbone of the X Line Grip D ecosystem is the proprietary Michelin DURACORE casing, engineered specifically to withstand punishing commercial life cycles and maximise casing retreadability. It comes with up to 1.6 million kilometres casing life or up to 4 retread cycles.

By extending the structural life of the initial casing across multiple retread generations, the design aims to reduce the total cost of ownership (TCO) for commercial transport operations and minimise fleet tyre expenditures.

The new Michelin X Line Grip D pre-mould retread is manufactured using the exact compound chemistry and directional tread geometry found in the original, new tyre. This design replication ensures that secondary and tertiary life-cycle deployments maintain identical traction parameters and wear performance as the original tyre asset.

The tyre family features an advanced, directional chevron tread pattern paired with specialised rubber compounding to optimise heavy-duty rolling metrics. It is claimed to offer around 20 percent increase in total mileage when compared directly against the previous industry-standard Michelin XDN2 tyre. Engineered to register the lowest rolling resistance metrics when tested against leading tier-one competitor drive tyres. Lastly, it provides enhanced wet starting traction over major competitor products, maintaining its gripping performance whether the tread block is brand new or deeply worn down.

The expanded Michelin X Line Grip D tyre dimensions and the matching pre-mould retread lines are immediately available for order through authorised Michelin Commercial Service Centres and dealer networks across North America.

Yahn Heurlin, Vice-President – B2B Marketing, Michelin North America, Inc, said, “The expansion of the Michelin X Line Grip D lineup reflects our commitment to delivering unmatched performance across every mile of the tyre’s life. Fleets have validated the performance of the Michelin X Line Grip D tyre in real-world conditions, and now we are expanding that same trusted performance through an additional size offering and a retread solution engineered to deliver the same performance as the new tyre.”

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THE TIRE COLOGNE 2026 commences tomorrow, marking the premier gathering for the global tyre and wheel sector. The opening day promises a dense schedule of industry-shaping events, from political discussions to technical innovations, as the trade fair becomes the central hub for professionals seeking solutions to contemporary market challenges.

A total of 388 exhibitors representing 34 countries will showcase products and services across the entire value chain. The first day alone features three press conferences addressing current and future industry hurdles. Attendees can expect a mix of political impulses, international conferences, practical demonstrations and extensive networking opportunities designed to foster collaboration.

Key highlights begin with a morning session on North Rhine-Westphalia’s role as a leader in tyre circular economy, where Environment and Transport Minister Oliver Krischer will present the ‘Roadmap Tyre Circular Economy North Rhine-Westphalia 2030’ alongside real-world research examples. Later, the Global OTR Conference will focus on safety and efficiency for off-the-road tyres, while the ‘Runderneuert’ initiative at the AZuR Netzwerk pavilion demonstrates how modern retreading combines economic benefits with sustainable cycles.

Additional first-day attractions include the debut of Vipal V SUPER HYBRID remoulding technology on the SERVICE STAGE, engineered for varied usage conditions to improve mileage and reduce operating costs. Visitors can also participate in the WALK OF SERVICES, exploring workshop concepts throughout the fair area for chances to win daily prizes from sponsors including Bartec, Corghi, ALCAR and ALZURA based on station visits.

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World Environment Day should not only remind us about the environmental challenges we face today but also make us realise how urgently we need to change the way we produce, consume and manage waste across industries and communities. For decades, waste has continued to accumulate faster than our ability to process it responsibly, which has directly impacted our ecosystems, natural resources, public health and the future of coming generations. The reality is that environmental sustainability can no longer remain limited to discussions, annual reports or long-term commitments because the planet needs immediate and measurable action.

One of the biggest changes we need today is a shift in mindset where waste is no longer viewed as something to discard but as a resource that holds economic and environmental value when managed through the right systems and technologies. Countries across the world are moving towards circular economy models because they understand that sustainable growth will only be possible when industries reduce landfill dependency, recover value from waste and invest in cleaner processes that protect the environment while supporting economic progress.

India has made significant progress in building awareness around sustainability, recycling and environmental responsibility over the last decade, and government is leaving no stone unturned to formalise this sector in terms of infrastructure, technology adoption, policy implementation and collective participation.

To support the government’s initiative, we all must work together with greater accountability to strengthen recycling ecosystems, encourage responsible waste management practices and create long-term environmental impact through real execution rather than temporary solutions.

As someone who has spent years working closely with the recycling industry, I strongly believe that technology will play one of the most critical roles in solving future environmental challenges because efficient recycling systems can help recover valuable resources, reduce pollution, lower landfill burden and conserve energy for a more sustainable future. This belief is also deeply connected to our motto, ‘Committed to Create a Green Future’, which reflects the responsibility we all share towards protecting the environment through meaningful and long-term action. However, technology alone cannot create change unless it is supported by intent, awareness and collective responsibility.

On this World Environment Day, let us move beyond conversations and take meaningful steps towards building a cleaner, greener and more sustainable planet where environmental progress is driven by action, innovation and responsibility for future generations.

Jignesh Kundaria
Director and CEO, Fornnax

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