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 Tire and Rubber Association of Canada (TRAC) has opened nominations for its 2026 Industry Leadership Awards, with a submission deadline of 24 April 2026. Honourees will be celebrated during the organisation’s Annual General Meeting in June.

Nominations are being accepted across four distinct categories – Leader of the Year, Young Leader, Lifetime Achievement and Sustainability. Anyone can put forward a candidate, though rules vary by category. Companies nominated must have a physical presence in Canada, while individuals may be based anywhere. Self-nominations are permitted only in the Sustainability category.

The Leader of the Year award recognises an individual who owns or manages a successful, innovative business within the tyre and rubber sector, including end-of-life tyre management or sustainability-focused operations. This person is known for significant contributions to their company, the wider industry and their community through time and resources devoted to social impact. Self-nominations are not allowed.

The Young Leader award celebrates inspiring leaders under the age of 40 who demonstrate excellence in management, innovation, technology or sustainability within their organisation or community. Self-nominations are not accepted.

Lifetime Achievement honours individuals with an extensive record of accomplishment, recognised by peers as builders and supporters who have made outstanding contributions and left an enduring legacy for both the industry and the broader community. Self-nominations are not accepted.

The Sustainability award is open to individuals or organisations advancing environmental, social or economic sustainability within the tyre and rubber industry. This includes end-of-life tyre management, market development for tyre-derived materials and strategic efforts such as advocacy, education or partnerships that expand end-use markets. Self-nominations are welcome.

These awards aim to highlight excellence, offering recipients a platform to raise their professional profile and stand out while celebrating dedication across the industry.

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Hankook Tire is preparing to take centre stage as the champion of TGL presented by SoFi Season 2 is decided. The highly anticipated Final Series unfolds over two days, 23 and 24 March 2026, at Florida’s SoFi Center, where the season’s defining matches will play out.

Since the 2026 season, Hankook has served as the inaugural Official Tire Partner and a Founding Partner of TGL, playing an integral role in the league’s identity. Guided by Chairman Hyunbum Cho’s emphasis on technological innovation, the brand has helped redefine sports entertainment by fusing golf with cutting-edge technology – a formula that has connected with audiences across 150 countries. During the Final Series, Hankook will maximise its premium visibility through prominent LED signage, broadcast graphics and television commercials. By standing alongside PGA stars at this historic moment, the company continues to strengthen its global premium reputation.

The championship showdown features Los Angeles Golf Club and Jupiter Links GC. Los Angeles earned its place by defeating reigning champions Atlanta Drive GC, while Jupiter Links advanced with an upset over regular-season leaders Boston Common Golf. Los Angeles enters with a formidable roster including Collin Morikawa, Justin Rose, Sahith Theegala and Tommy Fleetwood, having led the regular season in Triples Team Sessions, average driving distance, and fairway accuracy. Jupiter Links, anchored by Tiger Woods, Max Homa, Tom Kim and Kevin Kisner, showcased strategic dominance by topping the league in Singles Team Sessions and successful Hammer plays.

With both teams making their first Final Series appearance, a fierce battle for the inaugural title awaits. Hankook will be embedded at the heart of this milestone, further cementing its global integrated brand identity in the minds of golf fans worldwide.

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ARJES GmbH and EuRec Environmental Technology GmbH are set to make a significant impact at IFAT Munich 2026, the premier global gathering for the recycling and environmental sector taking place from 4 to 7 May 2026 at Trade Fair Center Messe München. At their expanded outdoor exhibition space at stand FM.709/13, the two companies will present their latest advancements in modern processing technology.

A comprehensive display of shredding and processing innovations will be on view, highlighting integrated recycling solutions. ARJES will showcase its full machine lineup, featuring the mobile COMPAKTOR 300, with a shredding capacity of 6–12 t/h for rubber and waste tyres, alongside the stationary TITAN 900 e-pu, with a shredding capacity of 13–25 t/h for rubber and waste tyres. A major announcement for ARJES is its strategic expansion into mobile trommel and scalping screens, reflecting a shift towards viewing shredding, screening and material processing as a unified, full-liner approach that delivers greater efficiency from a single source.

EuRec will simultaneously debut new machinery focused on electric drive technologies, with a particular emphasis on heavy-duty applications. A key highlight is the stationary electric version of the FERRO 950, built for rigorous industrial tasks, alongside the new electro-mobile tracked ULTIMA 850 series, which merges high-performance shredding with energy-efficient operation and future-oriented mobility.

An additional highlight will occur at the VDMA Crushing Zone, where ARJES, EuRec and Rockster will collaborate as part of the RBG Family (Recycling Beyond Generations) to demonstrate a complete processing chain for concrete railway sleepers. This integrated solution brings together the EuRec FERRO 950 shredder, the Rockster R1000 impact crusher and the new ARJES NEOS 6.3 scalper screen, showcasing a seamless combination of shredding, crushing and screening technologies in a live operational setting.

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Sun Auto Tire & Service, one of the largest independent tyre and automotive service providers in US, has entered into a new sponsorship agreement with Ty Gaynor Motorsports, backing driver Ty Gaynor as he takes on the NHRA circuit in both Top Dragster and Super Stock categories. This alignment brings together two entities that prize performance, precision and consistency – qualities that are essential under the hood and behind the wheel. Sun Auto’s branding will appear on Gaynor’s race vehicles throughout the season, with the company’s nationwide network of over 575 locations symbolically travelling alongside him as he competes across the country.

At just 18 years old, Gaynor represents a third generation of drag racing heritage, having climbed from Junior Dragsters to secure his first NHRA national event victory in 2025 at the Dodge NHRA Nevada Nationals. That landmark Top Dragster win featured a nearly flawless reaction time and a run closing in on 200 mph (approximately 322 kmph). Company leaders describe the sponsorship as a natural outgrowth of Sun Auto’s deep roots in automotive service and its enduring commitment to high-level performance.

The 2026 season will see Gaynor continue his campaign in both Super Stock and Top Dragster competition, with his first race scheduled for the upcoming weekend. Through this partnership, Sun Auto reinforces its connection to the precision and dedication that define success both on the track and in the service bay.

Gaynor said, "Growing up around my family's shops that are now part of the Sun Auto Network, it feels like everything's come full circle having that logo on my cars. What started as family is now a network of more than 575 locations across the country."

Matthew Loos, Chief Marketing Officer, Sun Auto Tire & Service, said, "Whether it's in the shop, in the pits or on the track, consistency, precision and performance matter.”

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