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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Nexen Tire reported record first-quarter revenue and higher profitability, supported by stronger sales in Europe and North America and a shift towards higher-value products.

The company said revenue rose to KRW 838.3 billion in the three months to March, while operating profit reached KRW 54.2 billion. The increase came despite a “hostile business environment” marked by slowing global demand and geopolitical risks.

Sales were driven by solid performance in key markets, notably Europe and North America. A recent plant expansion in Europe improved production stability, enabling higher volumes from existing customers and new client wins.

Original equipment (OE) sales remained stable, supported by a diversified product portfolio, even as global automotive demand weakened.

Profitability improved on the back of a more favourable product mix and cost controls. The share of high-value products — including premium OE tyres and those for sport utility vehicles and electric vehicles — continued to rise. High-inch tyres, defined as 18 inches and above, accounted for 40 percent of total sales.

The company also said efforts to offset higher raw material and ocean freight costs contributed to margin gains.

Alongside its results, Nexen outlined measures to strengthen its global position, including expanding region-specific product offerings. In South Korea, it launched the high-performance N’FERA Sport and the all-weather N’BLUE 4SEASON 2, following earlier introductions in Europe and the US.

In Latin America and the Asia-Pacific region, Nexen introduced the N’BLUE S summer tyre and pursued partnerships with local distributors to bolster retail competitiveness.

With external uncertainties expected to persist into the second quarter, the company said it would accelerate diversification of its global sales structure while maintaining growth in strategic markets such as Australia and Japan.

Nexen also plans to expand regional distribution centres and advance its AI-based virtual development process using a high dynamic driving simulator introduced last year.

A Nexen Tire official said: “We achieved solid results despite the uncertain business environment. We will continue to respond proactively to market changes while strengthening product competitiveness and operational efficiency to sustain quality growth.”

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Hankook Tyre UK has confirmed it will continue as a key partner for the 2026 London to Brighton Electric Vehicle Rally, building on the success of the 2025 event. The premium tyre manufacturer reaffirmed its dedication to innovation, sustainability and the future of electric mobility. Scheduled for 20 June 2026, the rally will again bring together industry leaders, electric vehicle enthusiasts and the public for a major celebration of electric transport.

The event will commence in Westminster, with an electric vehicle convoy travelling through central London before finishing along Brighton’s seafront. More than 100 vehicles will take part, with drivers challenged to complete the route using minimal energy. This format highlights the critical importance of efficiency in advancing sustainable mobility. Upon arrival in Brighton, up to 35,000 spectators are expected to welcome participants at the seafront e-village.

Hankook will showcase its iON range, the world’s first complete tyre lineup developed specifically for electric vehicles. The company will also serve as the official sponsor of the awards ceremony, a highly anticipated after-party at the Malmaison, bringing together industry figures and participants for an evening celebrating energy efficiency and EV innovation. The event programme includes an electric stunt show, live music, interactive experiences and test drive opportunities.

Hankook’s iON range includes the iON evo for summer, the iON i*cept for winter, the all-weather iON FlexClimate and the iON GT for compact EVs, all available for SUVs. These tyres feature reduced rolling resistance, low noise levels and high load‑bearing capacity to handle instant torque and increased vehicle weight, thereby extending driving range and comfort. As the exclusive tyre supplier to the ABB FIA Formula E World Championship, Hankook will also display a Formula E car and its racing tyre at its stand.

Harrison Hughes, Director of the London to Brighton EV Rally, said, “We’re delighted to welcome Hankook Tyre UK back as a key partner of the London to Brighton Electric Vehicle Rally. Their continued support plays an important role in helping us deliver and grow the event year on year, and we’re especially pleased to have them sponsoring the evening awards, which are a real highlight of the event.”

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Goodyear has reinforced its position as an all‑season tyre pioneer on the eve of the 50th anniversary of the world’s first all‑season tyre. The company introduced the Vector All Season 4, an engineering milestone shaped by decades of expertise and an award‑winning portfolio. With a new high‑contrast sidewall design and rim diameter coverage now reaching 23 inches, the tyre unlocks premium year‑round capability for vehicle segments that previously lacked any all‑season solution.

The Vector All Season 4 delivers optimised performance on dry roads, in rain and on light snow, carrying the European Three‑Peak Mountain Snowflake certification. Developed with Goodyear’s latest technologies and dedicated materials, the tyre balances capabilities without compromising any single performance area, allowing it to adapt to changing temperatures, road conditions and driving styles.

Independent testing by TÜV SÜD, commissioned by Goodyear, confirmed the tyre as a well‑rounded product with consistently strong performance across all evaluated criteria, while AutoBild awarded it an ‘Exemplary’ rating. The tyre’s WeatherReady Technology, combining Dry Contact Plus, a 3D Blade Sipe System and a new compound formula, supports confident grip, effortless dry and wet control, improved tread wear and reduced rolling resistance – making it well suited for electric vehicles.

Designed for today’s heavier, more powerful and increasingly electrified vehicles, the Vector All Season 4 responds to evolving market demands with broader fitment. By 2026, the lineup will include 96 SKUs across 16‑ to 23‑inch rim diameters, with 66 percent of the range in 19 inches and above. For the first time, models such as the Range Rover, Range Rover Sport, Porsche Panamera and Macan, as well as the Audi A6 e‑tron, Q7 and SQ7, can combine confident all‑season performance with year‑round convenience. Fitments of 19 inches and above feature an exclusive laser‑engraved sidewall.

Ben Glesener, Senior Technology Director Product Development Consumer EMEA, said, “Goodyear has played a defining role in shaping the all-season category since its very beginnings, starting with the launch of Goodyear Tiempo in 1977 – the world’s first all-season tyre. As we approach the 50-year anniversary of that milestone next year, Vector All Season 4 represents the next step in how we continue to redefine the all-season category. By raising all‑season performance and expanding the range to meet the demands of today’s premium and electric vehicles, we are making it easier than ever for more drivers to rely on a single tyre solution throughout the year.

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Bridgestone is broadening its premium agricultural tyre portfolio for next-generation high-horsepower tractors. The company has added six extra-large sizes to its VT-TRACTOR range, covering 38-to-46-inch rims. These XXL tyres deliver superior traction, extended wear life and enhanced durability. An optimised rolling circumference ensures ideal lead percentage between front and rear tyre combinations, which is critical for maintaining proper driveline synchronisation and preventing mechanical stress under heavy field loads.

Advanced design features enable these performance gains. Developed using virtual three-dimensional simulation and robust Bridgestone design criteria, the tyres incorporate deeper and wider tread profiles that balance traction with even wear distribution. A patented involute lug design provides up to 12 percent more lug volume than competitors, maximising grip while minimising energy loss. This design maintains consistent performance over extended working seasons, reducing the need for premature replacements and lowering operating costs for farmers.

Durability comes from Bridgestone’s unique S-LINE bead profile, offering greater flexibility at lower pressures to reduce soil compaction and prevent rim slip. The high durability casing ensures even pressure distribution across the soil footprint, preventing both circumferential and shoulder cracks while improving tyre longevity. The tyres are fully compatible with Central Tyre Inflation Systems, allowing operators to adjust pressure on the move for different applications. Additional benefits include improved fuel efficiency and stable steering precision even under challenging field conditions.

Production takes place at Bridgestone’s Puente San Miguel plant in Spain, following significant upgrades to manufacturing capabilities including advanced production technology and specialised equipment for large-diameter tyres. These investments enable expansion into the 44- and 46-inch segment. The new XXL sizes will launch progressively from April 2026, expanding compatibility with a wider range of modern high-horsepower agricultural machinery across global markets.

Andrea Marconcini, Director Agriculture at Bridgestone EMEA, said, “Today, farmers operate larger, more powerful tractors and need tyres that can keep up – doing more and going further in demanding conditions. Our updated VT-TRACTOR range is engineered to enable faster, more efficient work in the field, together with a longer service life that reduces long-term costs.” 

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