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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Continental played a decisive role in the world record achieved by Volkswagen's Mission Efficiency concept vehicle, supplying a specially developed concept tyre. During the drive, the near-production electric vehicle consumed just 7.51 kilowatt-hours per 100 kilometres including charging losses, or 6.89 kWh excluding them. The RID – Rekord-Institut für Deutschland certified the result on 24 August 2026, after a 1,278.36-km journey from Wolfsburg to Vienna under real-world conditions. The trip required only one charging stop and ended with 164 kilometres of remaining range.

The concept tyre achieves a rolling resistance of 4.9 kg per metric tonne, roughly 25 percent below the threshold for the EU tyre label's highest Class A rating. Because about one-fifth of an electric vehicle's propulsion energy is consumed by overcoming tyre rolling resistance, this reduction is a major factor in extending range. Tyres therefore directly influence energy consumption and the distance possible on a single battery charge.

(Photo: Volkswagen AG)

Rolling resistance arises because a tyre deforms each time it contacts the road during every revolution. That deformation draws energy otherwise used for propulsion, and around 20 percent of an electric vehicle's battery energy is spent merely to overcome this effect. Continental's concept tyre builds on the EcoContact 7, a production tyre already known for exceptionally low rolling resistance.

For the record drive, the tyre was modified to Volkswagen's specifications, producing a design that deforms even less as it rolls, cutting energy consumption further and increasing range per charge. Two elements proved especially important. The sidewall follows the same design principle used in the EcoContact 7, delivering stability without raising rolling resistance. Meanwhile, the tread compound was specially tailored to the tyre's other components, working alongside the carcass and tread pattern to minimise energy losses.

(Photo: Volkswagen AG)

An additional advantage came from a new manufacturing process. During production, the initially soft green tyre is hardened in a mould under heat and pressure through vulcanisation, but Continental did not heat it uniformly as in conventional production. Instead, different areas were exposed to different temperatures, with the tread cured differently from the sidewall. This allowed each zone's properties to be optimised more precisely, resulting in even lower rolling resistance for the tread.

Rolling noise also shaped the tyre's development, and its tread pattern was specifically designed to achieve particularly low noise levels. Engineers varied the spacing and angles of the tread blocks so that the noises they generate partially overlap and cancel each other out, following a principle similar to noise-cancelling headphones. For the Mission Efficiency vehicle, this means the tyre improves efficiency while also ensuring a notably quiet driving experience, an aspect of growing importance because tyre noise becomes far more noticeable without an internal combustion engine.

The ID. Polo production car on which the Mission Efficiency is based already comes fitted with Continental's EcoContact 7 as standard, but the record project took the two companies further. Continental developed the tyre in close collaboration with Volkswagen's vehicle and aerodynamics engineers from a very early stage. The collaboration extended into the vehicle's design, with the tyre's colour-accented sidewall incorporating styling elements from the concept.

During the record drive, the vehicle set three benchmarks: the world's most aerodynamic near-production vehicle with a drag coefficient of 0.158, the most efficient four-seat electric vehicle in its class in a single controlled drive and the most economical near-production four-seat electric vehicle on an officially documented long-distance real-world drive. Largely based on production components from the ID. Polo, including its battery and drivetrain, the Mission Efficiency demonstrates the efficiency gains possible through targeted improvements to existing electric-vehicle technologies.

Dr Christian Strübel, Continental’s expert in rolling resistance for passenger-car tyres, said, “The record shows that increasing the range of electric cars does not necessarily require larger batteries. Significant opportunities lie in the successful interaction of all vehicle components. Tyres make a crucial contribution. Together with Volkswagen, we’ve demonstrated what’s possible when vehicle, aerodynamics and tyre development are aligned from the very beginning.”

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Liberty Tire Recycling has announced that its employees, business partners and supporters raised USD 195,000 in 2026 for Blessings in a Backpack, a national nonprofit providing weekend food to school-aged children facing hunger. The announcement coincided with National Childhood Hunger Awareness Day and World Food Day, marking the third consecutive year of the company's partnership with the organisation.

Funds were generated through the Liberty Cares Charity Golf Tournament and contributions from partners. The collaboration originated from employee feedback, as workers expressed a desire to support a cause addressing both children's needs and hunger – two areas Blessings in a Backpack serves.

Thomas Womble, CEO, Liberty, and Charlie Alutto, Chair of the Board, at the 2026 Liberty Cares Charity Golf Tournament.

In late October, employees at five locations – Santa Fe Springs, California; Midlothian, Texas; Minerva, Ohio; Jackson, Georgia; and Portland, Oregon – will pack 6,500 weekend meal bags for local programmes. Additionally, staff companywide will create handwritten notes of encouragement for the bags. Liberty previously raised USD 87,805 in 2024 and USD 132,785 in 2025, bringing its three-year total to over USD 415,000.

Liberty employees in Oregon write notecards for Blessings In A Backpack.

Thomas Womble, CEO, Liberty Tire Recycling, said, “In three years, we have raised over USD 400,000 and packed more than 16,000 food packs for kids in need. This is only possible with the employees at Liberty giving their time and effort to this project, and customers and partners committing their time and resources. Thank you to everyone who made this possible – I am proud to be part of this team.”

Alexis Hartman, Manager of Corporate Partnerships, Midwest, Blessings in a Backpack, said, "Thanks to the generosity of Liberty, their leadership, customers and employees as well as the outings’ donors and sponsors, over USD 195,000 was raised this year to benefit the mission and work of Blessings in a Backpack. We couldn’t be more grateful to the entire Liberty community for the care, compassion and kindness provided year after year to support children in need of our services. Thank you from the bottom of our backpacks!”

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Hankook Tire marked a significant design milestone on 15 October at the Capitol Theatre in Singapore, where the company was honoured during the Red Dot Award 2026 ceremony for Design Concept. The tyre manufacturer celebrated two Best of the Best accolades, with design team members present to represent the winning projects.

The recognition stemmed from the competition’s Design Concept category, where Hankook secured two top honours and four Winner awards. The winning entries, announced in August, included the i-Flex Gen 2, an airless concept tyre, and Medi Buddy, a futuristic medical mobility design. The i-Flex Gen 2 represents an evolution of the company’s airless tire research since 2015, introducing an industry-first circumferential spoke structure that improves low-noise performance and driving stability while enhancing visual appeal for future electric and autonomous vehicles.

Medi Buddy emerged from an industry-academic partnership with Korea Design Membership Plus, a student talent programme managed by the Korea Institute of Design Promotion. Operating under the Mobile AI 2030 theme, the concept combines autonomous driving and artificial intelligence into an interactive smart IV system aimed at engaging hospitalised children, reducing their fear of hospitals and offering emotional comfort.

The award-winning concepts will be displayed in a special exhibition at the Red Dot Design Museum Singapore. The Red Dot Design Award ranks among the world’s three major design honours, alongside Germany’s iF Design Award and the US-based International Design Excellence Awards. Hankook previously became the first Korean company to earn the Red Dot Luminary honour in 2015, followed by the tyre industry’s first iF Gold Award in 2016 and an IDEA Bronze Award in 2017, completing a sweep of the top three global design awards.

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The German Rubber Industry Association (wdk) reported in Frankfurt am Main that used tyre disposal and recycling firms continue to face substantial shortages of used tyres, undermining a secure supply of secondary raw materials essential to a resilient and sustainable circular economy.

According to wdk Technical Director Stephan Rau, roughly 84,000 tonnes of used tyres were unaccounted for last year. These, and potentially far larger volumes, are suspected to have been exported outside the EU for incineration or pyrolysis under dire health and environmental conditions, removing them from German recyclers and the circular economy.

Although the loss rate has edged downward, the association argues that systematically recording waste tyres and their recycling pathways remains the most effective countermeasure. The wdk and allied organisations have urged this approach for years, describing it as easy to implement and capable of significantly strengthening the circular economy, provided political will emerges to support a functioning recycling system.

Rau also cited newly published statistics showing Germany generated 522,000 tonnes of waste tyres in 2025. Of that total, 210,000 tonnes became granules and rubber powder, now nearly triple the amount thermally recycled in the cement industry – a development the wdk called strongly positive, while noting that comprehensive quantity recording could enable substantially more tyres to be recycled.

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