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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Comerio Ercole maintained a busy international exhibition schedule throughout June 2026, following its successful participation at INDEX Geneva in May. The company showcased its latest innovations for the plastics and rubber sectors at PLAST 2026 in Milan. The tour progressed to São Paulo, Brazil, for Expobor & Pneushow 2026, Latin America’s most significant rubber and tyre industry fair. This event served as a platform to reinforce ties with established local clients, engage with potential partners and discuss future collaborations.

The firm also attended Saudi Plastics & Petrochem 2026 in Riyadh, a critical gathering for the Middle Eastern petrochemical market. The exhibition underscored rising regional interest in sophisticated processing technologies, consolidating Comerio Ercole’s footprint in an area investing heavily in industrial expansion.

The company hosted an official delegation from Svilajnac, Serbia, at its Busto Arsizio headquarters to bolster economic and industrial exchanges between the regions. Comerio Ercole presented its expertise in rubber and plastics machinery while fostering dialogue on innovation and future partnerships. The company thanked the Municipality of Busto Arsizio and participating organisations for facilitating the exchange.

The newly launched JET – Joint Embossing Technological Center, a venture with the Italian SIMEC Group, has attracted attention within the technical materials industry. The market outlook for the first half of 2026 remains positive, with sustained investments from tyre and rubber clients complemented by growing opportunities in plastics processing. With numerous global projects underway, Comerio Ercole acknowledged the trust placed in its engineering capabilities by customers and partners, whose collaboration remains central to its growth.

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Continental has been awarded a gold medal in the 2026 EcoVadis Sustainability Rating, securing 84 points out of 100. This elevates the automotive supplier into the global top five percent of companies scrutinised by the Paris-based organisation. The evaluation marked a shift, as the company was examined for the first time under the ‘manufacture of rubber tyres and tubes’ classification, having previously been benchmarked under ‘parts and accessories’.

The highest scores came in environmental stewardship and labour practices, with 86 points earned in each. EcoVadis analysts weighed climate action plans, management frameworks and public sustainability disclosures. The firm's certification portfolio, procurement policies and execution of internal processes also contributed to the final rating.

Continental has boosted renewable and recycled input utilisation to 28 percent of tyre production materials as of 2025, with a roadmap calling for 40 percent by decade's end. Current lines incorporate reclaimed polyester from plastic bottles, repurposed steel, silica from agricultural ash and synthetic rubber from circular feedstocks. The group is intensifying supply web oversight through certified sourcing and binding sustainability clauses for primary vendors.

Absolute carbon output from tyre manufacturing has dropped by roughly 180,000 metric tonnes over four years, driven by cleaner energy carriers. In early 2026, Continental permanently ceased coal and heavy fuel oil combustion across its global footprint. Plants now generate process steam via green electricity, biomass, biogas and a mix of LPG and natural gas for grid stability. Since 2007, EcoVadis has expanded to over 150,000 rated entities, offering a digital platform for buyers and suppliers to compare supply-chain sustainability performance.

Jorge Almeida, Head of Sustainability for Continental’s Tires group sector, said, “Even in our new industry category, with its different assessment criteria, we continue to rank among the top 5 percent of companies worldwide. Our particularly strong score in the environment theme highlights the measures and management approaches we have implemented to achieve our sustainability targets – from using renewable and recycled materials to further reducing emissions at our plants.”

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The Association of Natural Rubber Producing Countries (ANRPC) is convening a major sustainability forum in Kochi, India, on 19 August 2026. The day-long event, running from 9:00 AM to 4:30 PM IST at the Crowne Plaza, represents a critical milestone for the natural rubber sector. Building upon the foundational discussions from the 2025 ANRPC meetings and the recent COP30 conference, the forum will unite member governments, industry leaders, non-governmental organisations and compliance bodies to advance a unified sustainability agenda.

The core objective of the gathering is to secure endorsement for the ANRPC’s Sustainable Natural Rubber Guidelines. A primary focus will be on deploying open-source traceability tools designed to facilitate compliance with the European Union Deforestation Regulation while ensuring that these measures do not impose additional financial burdens on smallholders and small-to-medium enterprises. The thematic discussions will be structured around environmental responsibility, including net-zero strategies, economic sustainability to protect smallholder livelihoods and fair pricing and market adaptation through sustainable finance for emerging sectors like electric vehicles and green construction.

The programme will feature five dedicated sessions covering net-zero pathways, national progress reports from India, Malaysia and Thailand and industry case studies from Indonesia, Cambodia and Vietnam. A key panel discussion will see government representatives and supply chain actors making future commitments. Attendance is targeted at ANRPC member states, supply chain stakeholders, rubber associations, environmental groups and relevant compliance organisations.

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Tolins Tyres Ltd has announced that its wholly owned subsidiary, Terra Rubber Pvt Ltd, has entered into a purchase agreement with Cochin Reclaim and Rubbers Pvt Ltd to acquire plant and machinery as part of its capacity expansion and backward integration strategy.

The agreement, executed on 1 July 2026, involves the purchase of identified plant and machinery from Cochin Reclaim, an unrelated third party. According to the company, the acquisition is intended to strengthen Terra Rubber's manufacturing capabilities through increased capacity and greater backward integration.

Under the terms of the agreement, Terra Rubber will acquire the machinery on an "as-is, where-is" basis. The subsidiary is required to remove the equipment from Cochin Reclaim's premises within 60 days at its own expense. Ownership of each item will transfer only after full payment has been made and the machinery has been physically removed.

Tolins Tyres said the transaction is a routine purchase undertaken in the ordinary course of business and will have no impact on the management or control of the listed company. It added that neither Terra Rubber nor Tolins Tyres holds any shareholding in Cochin Reclaim.

The company also confirmed that the transaction is not a related-party transaction, has been negotiated on an arm's length basis, and that Cochin Reclaim has no relationship with the company's promoter group or board of directors.

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