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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Linglong Tire hosted legendary Brazilian full-back Roberto Carlos at its headquarters in Zhaoyuan from 14 to 16 August 2026. The Real Madrid official ambassador’s visit included high-level meetings with the tyre manufacturer’s senior management, alongside engagements with key clients and commercial partners. His itinerary featured a comprehensive tour of the company’s primary production facility and an in-depth briefing on its smart manufacturing systems.

The former Real Madrid star explored the firm’s research and development centre and evaluated the Sino-Asia test track, recognised as China’s largest and most advanced proving ground. Carlos expressed considerable admiration for the facility’s professionalism and scale, particularly noting the colossal 63-inch off-the-road tyre displayed at the headquarters. His schedule also included a panel discussion with Linglong Chairman Wang Feng and CEO Lingkun ‘Andy’ Zhou.

Linglong Tire has served as Real Madrid’s Global Tire Partner since 2024, a commitment that extends into the 2026/2027 season. The partnership is activated as the nine-time European champions prepare for their La Liga opener against Real Sociedad at the Santiago Bernabeu on 26 August. As part of the agreement, the Linglong brand secures prominent visibility on the stadium’s digital perimeter boards for all domestic league and cup fixtures.

Additional sponsorship benefits include logo placement on partner boards and the official club website, along with VIP hospitality packages. The collaboration also features advertisements in Real Madrid’s digital and print publications, television spots on the club’s official channel and extensive integration into the club’s media activities, solidifying Linglong’s presence within the Spanish giants’ commercial framework.

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The Yokohama Rubber Co., Ltd. has announced the presentation of findings from an international joint research project for developing technologies to prevent and control rubber tree leaf fall diseases. Lead researcher Minami Matsui delivered a public lecture on 1 August, addressing the global history of rubber trees and collaborative measures against Leaf Fall Disease, which has significantly reduced production in affected regions.

Yokohama Rubber participates as a cooperating corporation in this initiative, which aims to achieve sustainable natural rubber production through disease management. The project has been selected under the Science and Technology Research Partnership for Sustainable Development programme, jointly implemented by the Japan Science and Technology Agency and the Japan International Cooperation Agency, with support from the Ministry of Foreign Affairs and the Ministry of Education, Culture, Sports, Science and Technology. This international effort unites Japanese and Indonesian institutions, focusing on Indonesia as the world's second-largest natural rubber producer, where Leaf Fall Disease has severely curtailed output. The research targets smallholder farmers, who account for over 90 percent of the nation's production, by utilising pesticides to combat the disease.

Minami Matsui (left) and co-researcher Emiko Kurihara, Assistant Professor at Keio University

Since the project launched in 2020, research has progressed from pesticide screening to field evaluations at institutional test farms and corporate plantations, and then to smallholder farm assessments beginning in September 2025. Throughout each phase, Yokohama Rubber has investigated pesticide residues in natural rubber latex and evaluated their effects on rubber properties, confirming that proper application does not compromise quality. All field evaluations have demonstrated the selected pesticides' effectiveness, and the project is now advancing towards the practical phase, including securing pesticide registration for Indonesian use.

This research aligns with Yokohama Rubber's Procurement Policy for Sustainable Natural Rubber, which includes supporting small-scale farmers. The company also participates as an official partner in another SATREPS project focused on utilising rubber seeds for green products to address global warming and plastic pollution.

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NEXEN TIRE is intensifying its transition to renewable energy across its domestic manufacturing facilities, marking a significant step in its long-term sustainability strategy. The company is advancing this effort through a combination of external power purchase agreements and the expansion of on-site solar generation at its Yangsan and Changnyeong plants.

A key component of this initiative involves a Direct Power Purchase Agreement (DPPA) inked with SK Innovation E&S, which allows the tyre manufacturer to secure renewable electricity directly from producers via a long-term contract. Beginning in November, the Yangsan plant will receive approximately four megawatts of onshore wind and solar power, with an anticipated yearly output of six gigawatt-hours. This supply is expected to cut annual greenhouse gas emissions by an estimated 2,700 tonnes of carbon dioxide equivalent.

Parallel to the DPPA, NEXEN TIRE is bolstering its self-generation capabilities. Rooftop solar systems at the Changnyeong facility, currently under lease, will be transitioned to company-owned generation as leases expire, targeting a total capacity exceeding 10 megawatts by 2028. This shift will convert roughly 9 percent of the plant’s electricity use to renewable sources, while the Yangsan plant is also evaluating similar proprietary solar installations.

Given its substantial presence in Europe and its role as an original equipment supplier to premium automakers, NEXEN TIRE faces increasing pressure from clients to lower production-related emissions. The company has already secured Science Based Targets initiative (SBTi) validation for its goal to reduce Scope 1 and 2 emissions by 58.8 percent from a 2023 baseline by 2034, reinforcing that environmental performance is now a critical competitive factor in its key markets.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, "The shift to renewable energy is not merely a response to regulations but a strategic investment to secure sustainable competitiveness in the global market. We will continue to expand the adoption of renewable energy across our production sites both in Korea and abroad in a phased manner."

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Nokian Tyres has achieved a significant milestone in the 2026 S&P Global Corporate Sustainability Assessment (CSA), securing a total score of 80 points. This evaluation examines sustainability factors that are critical to long-term corporate performance, with a strong emphasis on risk management, organisational adaptability and overall resilience. The company views this result as a clear validation of its strategic approach.

The assessment awarded the tyre manufacturer perfect scores in several key categories, including Climate Risk Management, Raw Materials Programs, Information Security Policy and Human Rights Mitigation and Remediation. Company leadership has acknowledged that this accomplishment is rooted in the deep integration of sustainable practices across daily operations, product innovation and long-term value generation.

Nokian Tyres also stressed that responsible expansion relies heavily on collaborative efforts with employees and partners, reinforcing that sustainable decisions are fundamental to building resilience in a rapidly evolving global environment.

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