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 Goodyear Tire & Rubber Company reported a net loss of USD 249 million for the first quarter of 2026, as weaker consumer demand and higher raw material costs weighed on performance across key markets.

The US tyre manufacturer posted net sales of USD 3.9 billion for the quarter, down from USD 4.3 billion a year earlier, while tyre unit volumes fell to 34 million from 38.5 million.

Goodyear reported a loss of USD 0.86 per share, compared with net income of USD 115 million, or USD 0.40 per share, in the same period last year. Adjusted net loss widened to USD 112 million from USD 11 million a year earlier.

“The first quarter reflected a challenging environment, marked by weak consumer industry demand in both OE and replacement across the majority of our key geographies,” said Mark Stewart, Chief Executive and President of Goodyear.

“Despite a weak environment, our first quarter results were in line with our expectations and reflect our commitment to drive value for our brands in the marketplace, where we offer world-class differentiated products and services.”

Stewart said rising raw material costs linked to the conflict in the Middle East and continued pressure on industry demand would require further action to strengthen the company’s cost structure.

Segment operating income fell to USD 95 million from USD 195 million a year earlier. The decline reflected lower volumes and inflationary pressures, partly offset by benefits from the company’s Goodyear Forward restructuring programme, favourable price and raw material mix, and a tariff-related adjustment.

The Americas business reported first-quarter sales of USD 2.1 billion, down 17.5 percent from the previous year. Replacement tyre volumes declined 23.2 percent amid weak market conditions in North America, increased promotional activity and the planned rationalisation of lower-tier products.

Segment operating income in the Americas fell to USD 37 million from USD 155 million a year earlier.

In Europe, the Middle East and Africa, net sales rose 6.7 percent to USD 1.4 billion, supported by currency movements and price mix, despite lower tyre volumes and the sale of the Dunlop brand. Segment operating income improved to USD 1 million from a loss of USD 5 million in the prior year.

Asia Pacific reported sales of USD 455 million, down 4 percent from a year earlier due to weaker original equipment demand in China. However, segment operating income rose to USD 57 million from USD 45 million, supported by pricing and restructuring benefits.

Goodyear said its Goodyear Forward transformation programme delivered USD 107 million in benefits during the quarter.

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Continental has released a new White Paper titled ‘Enhancing Fleet Reliability Through Digital Tire Management – Safety by Continental’, which addresses how logistics companies across the European Union can reduce operational risks amid persistently high fuel costs and ongoing geopolitical uncertainty. For fleets operating cross-border and long-haul routes, volatile energy prices and tight delivery schedules leave little room for unexpected disruptions, prompting a closer look at tyre safety as a critical but often overlooked factor.

Under growing cost pressure, many logistics operators are reassessing areas where risks can still be actively managed. Vehicle safety, particularly the condition of tyres, is no longer seen solely as a compliance issue but as a direct influence on efficiency, uptime and cost control. Tyres affect stability, braking and fuel consumption, yet issues like pressure deviations and heat buildup can go unnoticed between manual inspections. When tyre problems arise on the road, they often result in breakdowns, delivery delays and expensive roadside repairs, which are especially damaging to EU-wide logistics operations.

The White Paper notes a significant shift among European fleets towards continuous, data-driven tyre safety strategies instead of reactive fixes. Digital monitoring systems are being adopted to detect risks early and integrate tyre condition into planned maintenance. Continental’s ContiConnect system is highlighted as a practical example, using in-tyre sensors to continuously track pressure and temperature. The system provides fleet-wide visibility and automated alerts when values exceed set thresholds, enabling timely intervention before tyre issues cause route incidents.

Real-world fleet experience cited in the White Paper shows that continuous tyre monitoring delivers measurable gains, including fewer tyre-related breakdowns, better fuel efficiency from optimised pressure and longer tyre life. For logistics operators working across multiple EU countries, these improvements lead to more predictable routes, fewer unplanned stops and greater delivery reliability. While fleets cannot control fuel prices or geopolitical events, the paper emphasises that safety-critical asset management remains within their control, making tyre safety a core part of operational risk management in a challenging environment.

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Service Long March Tyres has received approval from the Pakistan Stock Exchange for an initial public offering of 389.7 million shares as the Pakistan-China joint venture seeks to raise USD 28.6 million to expand into passenger car tyre production, as per a media report.

SLM Tyres, as per Arab News, said the proceeds would be used to establish a Passenger Car Radial manufacturing facility, with commercial production expected to begin in January 2028.

The company said the plant would initially produce 2m tires annually, with capacity expected to rise to 2.5 million units in the 2029 financial year and 3m units by FY2030.

Founded in 2020, SLM Tyres is a joint venture between Service Industries Limited, Chaoyang Long March Tyre Company Limited and Myco Corporation. The company manufactures truck and bus radial tires for heavy commercial vehicles using Chinese technology and local production facilities in Pakistan.

“SLM has successfully established itself as a credible local manufacturer in the commercial tyre segment,” said Arab News quoting Chief Executive Officer Omar Saeed.

“With this IPO, we are entering a new phase of growth, expanding into passenger car tires and contributing to Pakistan’s industrial development through localization and export expansion.”

The shares on offer will represent 5 percent of the company’s post-IPO paid-up capital and will be issued at a floor price of PKR 14.25 per share, the company said. The offer price could rise by as much as 40 per cent to PKR 19.95 per share depending on investor demand.

SLM Tyres said 75 percent of the offering would be allocated to institutional investors through book-building, with the remaining 25 percent offered to retail investors at the strike price.

The book-building process is scheduled to take place in May.

The company said the expansion would help reduce Pakistan’s reliance on imported tires and strengthen domestic manufacturing capacity.

“This offering provides investors access to a high-growth manufacturing platform that is already demonstrating strong scale-up and export capability,” the statement quoted Arif Habib Limited Chief Executive Shahid Ali Habib.

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The Bridgestone Americas Trust Fund has announced over USD 1.13 million in grant funding for the first half of 2026, with more than USD 575,000 directly supporting nonprofit organisations across Middle Tennessee. These community impact grants underscore the company’s enduring dedication to the regions where it operates, fosters innovation and employs thousands of team members.

In Nashville, priority area grants included USD 100,000 for road safety initiatives alongside the Civic Design Center and another USD 100,000 for the capital-building campaign of Second Harvest Food Bank. On a national level, the Trust Fund sustained multi-year partnerships by awarding USD 130,000 to Truckers Against Trafficking and USD 150,000 to Techforce Foundation, efforts that uphold human dignity, combat human trafficking and expand automotive workforce access through scholarships and development programmes.

Established in 1952, the Bridgestone Americas Trust Fund draws on over seven decades of charitable giving, evolving with the company’s business while remaining grounded in the belief that strong communities drive long-term success. Earlier in 2026, Bridgestone Corporation was named the highest-ranked tire manufacturer on the Forbes Best Brands for Social Impact list, securing the 20th spot among the nation’s top 300 brands.

Wade Munday, Director – Corporate Philanthropy and Social Impact, Bridgestone Americas, said, “Community investment is not separate from our business – it’s part of how we operate as one of the world's largest tyre manufacturers. Through these grants, we’re helping support organisations that understand their communities deeply and are delivering real, measurable impact. That’s true whether the work is happening in our hometown of Nashville or in communities across the country where our teammates move, live, work and play.”

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