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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Nokian Tyres has once again secured a position on the Financial Times’ Europe’s Climate Leaders list, maintaining a perfect record since the ranking first launched in 2021. The annual recognition, compiled jointly by the Financial Times and research firm Statista, evaluates data from approximately 3,000 European companies. Being featured highlights the Finnish tyre manufacturer’s measurable advancements in cutting greenhouse gas emissions.

Out of 600 companies selected across all industries for their five-year emission reduction progress, Nokian Tyres placed 29th overall. Within the automobiles and components sector, only one other firm joined it in the top 100, and Nokian Tyres emerged as the highest-ranking tyre manufacturer on the entire list. The company’s strong performance underscores its leadership within its specific industry segment.

ductions in both absolute greenhouse gas emissions and emissions intensity, alongside broader climate commitments and collaboration with external sustainability assessors such as CDP and the Science Based Targets initiative. These combined criteria determine the final order of Europe’s most climate-progressive companies.

Susanna Tusa, VP – Public Affairs and Sustainability, Nokian Tyres, said, “From using mostly renewable energy to building the world’s first full‑scale zero‑CO₂‑emissions tyre factory, our climate actions help pave the way for more sustainable mobility. We want to offer drivers safe, high‑quality tyres that are made with continuously lower environmental impact as we continue moving towards net‑zero greenhouse gas emissions. This ranking by the Financial Times is a great recognition of our work.”

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Indian tyre exports reached a record INR 273.12 billion in FY2025-26, rising 9 per cent from INR 250.57 billion in the previous financial year, according to data released by the Ministry of Commerce.

The increase marks the second consecutive year of 9 percent growth in tyre exports, highlighting the industry's ability to sustain overseas demand despite geopolitical uncertainty and slower global economic growth.

The United States remained the largest export market for Indian tyres, accounting for 15 percent of total export value at INR 40.82 billion during FY2025-26. However, its share declined from 17 per cent a year earlier after the US administration increased tariffs on Indian tyre imports from 25 per cent to 50 per cent in August 2025.

The higher tariffs reduced the competitiveness of Indian tyres against products from countries benefiting from lower trade barriers. In February 2026, the US reduced tariffs on most Indian goods from 50 per cent to 18 per cent, providing some relief to exporters.

Arun Mammen, chairman of the Automotive Tyre Manufacturers Association, said the industry had delivered strong export performance despite disruption to global supply chains, higher logistics costs and trade uncertainty across key markets.

Through market diversification, cost optimisation and policy support, Indian tyre manufacturers-maintained export momentum during the year.

After the US, the leading export destinations for Indian tyres were Germany, which accounted for 7 percent of exports, followed by Italy and Brazil at 5 per cent each, and France at 4 percent. Indian tyres are now exported to more than 170 countries.

"The tyre industry has exhibited remarkable resilience and growth in the post-pandemic period. Over the last four to five years, tyre manufacturers have invested approximately INR 300 billion across greenfield and brownfield projects, reflecting strong confidence in India's long-term economic prospects and its emergence as a global manufacturing hub" added Mammen.

India's tyre industry has an estimated annual turnover of about INR 1 trillion, with exports accounting for more than one-quarter of total industry turnover.

The industry said geopolitical developments, including the West Asia crisis, continued to pose challenges through supply chain disruption, higher energy costs and inflationary pressure. However, manufacturers remain optimistic about long-term export prospects, supported by trade agreements and deeper integration into global value chains.

"As global supply chains continue to evolve, India is increasingly being recognised as a reliable sourcing destination for high-quality tyres. Supported by technological advancements, sustainability initiatives and favourable trade engagements, the Indian tyre industry is well positioned to strengthen its role in global markets in the years ahead," added Mammen.

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NEXEN TIRE has introduced its latest ultra-high-performance tyre, the N’FERA Primus UX, following a domestic launch in Korea on 1 June. The tyre is now entering the Asia-Pacific and Middle East markets, signalling the company’s full push into the global replacement tire sector.

Built under the One Universal Fit strategy, the N’FERA Primus UX delivers a 20 percent gain in tread wear performance compared to its predecessor. It is engineered for electric vehicles, internal combustion engine cars and SUVs alike and carries NEXEN TIRE’s proprietary EV ROOT certification mark to guarantee balanced performance across powertrain types.

Performance enhancements include strengthened reinforcement for improved high-speed stability, an expanded contact patch for better driving control and an optimised tread block design that reduces road noise. The tyre also features a new advanced-material compound that lowers energy loss to extend tread life. An aerodynamic sidewall design cuts air resistance, boosting fuel economy for ICE vehicles and maximising range for EVs.

Development relied on NEXEN TIRE’s AI and virtual simulation capabilities, including an AI-powered performance prediction system and a high-dynamic driving simulator. This marked the first time such simulation tools were used in the domestic automotive industry, allowing the company to mathematically model real-world driving conditions and accelerate measurement while raising development efficiency.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, "The N'FERA Primus UX is designed to deliver optimal performance regardless of vehicle type, in line with the demands of the EV era. Moving forward, we will continue to strengthen our global product lineup based on our 'One Universal Fit' strategy to expand our presence in international markets."

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ZC Rubber recently orchestrated a unique brand activation at Emirates Stadium, hosting its Partner Match Day: Emirates Stadium Experience on 24 May. The gathering occurred shortly after Arsenal’s coronation as 2025/26 Premier League champions, amplifying the electric atmosphere for attending partners, industry media and Arsenal collaborators.

Instead of a passive viewing experience, guests from the ZC Rubber family – including WESTLAKE, GOODRIDE and TIANLI – along with representatives from Stapletons Tyre Service, International Tyres, City 1st Tyres and ADR UK Tyremart, stepped onto the pitch for a competitive 90-minute tournament. Following two mini leagues and a climactic final showdown, City 1st Tyres secured the champion’s trophy before enjoying post-match hospitality inside the stadium.

As the Official Global Tyre Partner of Arsenal FC, ZC Rubber designed the event to deepen ties within its international partner network. The day demonstrated a clear strategy of merging sport with relationship-building, creating memorable connections for global audiences.

Andrew Reitzner, UK National Manager, ZC Rubber, said, “Partner Match Day was a fantastic opportunity to bring some of our partners and media friends together in a truly unique environment. Playing at Emirates Stadium is something many football fans dream of, and it was great to share that experience with the people who continue to support and grow with ZC Rubber. For us, that is what this event is about – teamwork, shared experience and the spirit of partnership behind ZC Rubber’s brands.”

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