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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Sri Trang Group has reiterated its dedication to developing the natural rubber sector while protecting the environment and assisting nearby communities. The company recently held the second edition of its 2026 ‘One Sri Trang, One Environment’ initiative at Rubberland Products Company Limited's Mukdahan Branch. Worayan Bunnarat, Governor of Mukdahan, headed a delegation of senior provincial officials from the Provincial Industry, Labour and Public Health Offices. Community leaders and partner networks also participated to learn about the factory's responsible management approach.

Welcoming the delegation were Chalermpop Khanjan, Executive Director of Sri Trang Agro-Industry Public Company Limited, and Mustopa Longsaman, Factory Manager of the Mukdahan branch. A symbolic tree-watering ceremony opened proceedings, underscoring a collective commitment to environmental stewardship. Attendees then explored an exhibition displaying natural rubber innovations spanning the supply chain, from traceability systems to programmes enhancing local quality of life. A standout initiative converts discarded plastic bottles into eco-friendly brooms, creating income for residents. The exhibition also recognised collaborative efforts, backed by provincial authorities, that enabled the branch's TO BE NUMBER ONE Club to attain national distinction as a ‘Silver-Level Model Workplace, Year 1’.

Visitors witnessed production processes directly, with particular attention to odour prevention and control at the source. Measures include a fully enclosed raw material storage building, ozone-based air treatment and a biofilter system for reducing odours. The Mukdahan facility has further refined its environmental monitoring through E-Nose intelligent electronic nose technology, which identifies odours and evaluates their dispersion in real time while allowing continuous data sharing with local communities. Alongside this, the V-Pass Smart Receive digital system screens raw material transport vehicles from the outset, helping avert rubber serum leakage along transportation routes.

Sri Trang Group is confident the event will reinforce trust between the factory and neighbouring communities through transparent disclosure of its operational practices. The Group continues to pursue the facility's progression towards ‘green factory’ status and remains committed to stable, sustainable growth in partnership with rubber farmers, local communities and the environment.

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Hankook Tire has secured the title sponsorship of Rally US, Round 11 of the 2027 FIA World Rally Championship, the company announced during a signing ceremony at the 2026 SEMA Show in Las Vegas on 3 November. Representatives from Hankook, the WRC Promoter and the Rally US Organizing Committee attended the event.

The agreement grants Hankook naming rights to the rally, which will be staged as Hankook Rally US under the company’s unified global brand. It represents Hankook’s first title sponsorship of a WRC round.

Hankook Rally US will mark the WRC’s return to the United States after 39 years, since the Olympus Rally in Washington State in 1988. Set for 25–29 August 2027, the event will run on gravel stages across Tennessee and Kentucky, with Knoxville serving as rally headquarters and a ceremonial start in Nashville, which also hosts Hankook’s US headquarters.

Through the sponsorship, Hankook seeks to boost brand awareness in North America, especially in the US, one of the world’s largest automotive markets. The company plans to use exposure across rally stages, the WRC Arena, fan zones and podium backdrops to engage local motorsport fans and strengthen ties with customers and partners. Hankook has supplied tyres exclusively to all WRC classes since the 2025 season and supports more than 70 motorsport competitions worldwide, feeding event data into high-performance tyre research and development.

Rob Williams, Senior Vice President of Hankook Tire North America Headquarters, said, “The WRC’s historic return to the US marks a milestone for Hankook as our first title sponsorship of a WRC round. This partnership will showcase our tyre technology, elevate our premium brand presence and strengthen ties with customers and partners across North America.”

Matt Crews, President and CEO, Rally US, said, “We’re proud to represent America’s return to the World Rally Championship, and especially proud to do it alongside Hankook. Tennessee is my home state, and Hankook is a leader in our automotive industry, with its US headquarters in Nashville and its plant in Clarksville. Hankook Rally US gives them a great platform to showcase their brand to fans here at home and to the WRC’s audience around the world.”

Senator Bill Hagerty said, “Hankook has been a great employer and partner for the Tennessee economy since they decided to move operations to our state more than a decade ago. Seeing them serve as title partner for the FIA World Rally Championship’s return to America, right here in Tennessee, will put our state in front of a global audience, and I couldn’t be more pleased of how far that relationship has come.”

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Firestone, a Bridgestone Americas subsidiary, has introduced the Firestone Pathway AS, an all-season touring tyre built for everyday drivers. It comes in 73 sizes, giving it the widest vehicle coverage of any Firestone tyre, and pairs dependable performance and long tread life with value, all backed by a 65,000-mile limited mileage warranty.

Development was shaped heavily by consumer feedback, which pushed improvements in wet traction, tread life and ride comfort over the predecessor. The original plan called for 48 sizes, but 25 more were added mid-development to broaden market reach, helping Firestone cover nearly 77 percent of registered vehicles.

A tread compound engineered for longevity, additional sipes and an optimised see-through void promote even wear and sustained traction. Deep interlocking 3D sipes deliver grip from light snow to dry and wet pavement. Internal testing recorded wet braking gains of 18 percent against the Uniroyal Laredo HT, 11.7 percent against the Firestone All Season and 7.4 percent against the Toyo Extensa AS2, along with shorter dry braking than six leading rivals. Low rolling resistance also supports fuel efficiency in combustion-engine vehicles.

Nationwide availability is underway, with fitments covering popular models such as the Toyota Camry, Toyota RAV4, Subaru Outback, Jeep Grand Cherokee and Chevrolet Equinox.

Leslie Sawyer, Senior Product Design Engineer, Bridgestone Americas, said, "Most drivers want a tyre they can depend on. The Firestone Pathway AS is designed to deliver reliable performance and long-lasting value, giving drivers the confidence they need in everyday driving situations."

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Scandinavian Enviro Systems AB (publ) has entered into a conditional service agreement with an international operator that provides transport services to the energy sector. The agreement follows a letter of intent signed by the two parties on 17 March 2026 and marks a further step towards establishing a tyre pyrolysis plant in North America. Using Enviro’s technology, the facility is intended to recycle up to 50,000 tonnes of end-of-life tyres annually.

Under the terms of the agreement, Enviro will produce the technical documentation needed for the plant’s permit applications and prepare an initial design for the entire facility. For these services, the company will receive a fixed fee of USD 2,000,000, corresponding to approximately SEK 19.5 million. The fee is divided between USD 500,000 for permit application work and USD 1,500,000 for plant design, with USD 450,000 payable once the customer decides to proceed and the remainder paid in instalments as various parts of the services are delivered. Additional work and technical support beyond the fixed-fee scope will be invoiced on an ongoing basis.

The start of Enviro’s work depends on the customer making a final decision to proceed with the project. That decision, in turn, requires the customer to have secured a site for the plant and to have entered into binding agreements with buyers of the plant’s two main products, oil and carbon black, covering at least 75 percent of expected production for each product. Should the customer neither decide to proceed by 31 December 2027 nor elect to continue, the agreement will terminate.

The assignment covers two principal deliverables: technical documentation required for environmental, planning and fire safety permit applications and an initial design of the whole plant, including drawings, equipment lists, calculations and technical specifications. The design will serve as the basis for more detailed engineering work before an investment decision. Enviro will also provide technical support during the permit application process for 12 months after delivering the permit documentation. The agreement does not grant any right to use Enviro’s technology to construct or operate the plant, which would require a separate licence agreement.

According to the timetable, the assignment is expected to be completed about seven months after the customer’s decision to proceed, with permit application documentation ready after roughly five months. The customer may terminate the assignment with 30 days’ notice, in which case Enviro is entitled to compensation for work performed and costs already incurred. Enviro remains entitled to compensation regardless of whether permits are granted or the plant is ultimately built. The agreement is described as an important step in Enviro’s strategy to establish technology-based plants internationally, with the design potentially forming the technical basis for a future licence agreement.

Fredrik Aaben, CEO, Enviro, said, “This is an important step towards establishing Enviro’s technology in North America. Together with the Customer, we are now moving from a letter of intent to a binding conditional agreement, and we look forward to designing the plant as soon as the project is ready to proceed.”

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