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 AZuR network will take centre stage at the centenary annual conference of the German Rubber Society (DKG) in Fulda on 24 and 25 September 2026, where network coordinator Christina Guth will deliver a presentation titled ‘The Next 100 Years Are Circular’. Her address will illustrate how the network links rubber industry stakeholders and underline why collaboration across the entire value chain is indispensable to establishing a circular economy in the tyre sector.

Founded in Düsseldorf in 1926, the DKG marks its 100th anniversary by once again convening specialists from research, development and industry. The two-day gathering, held under the banner ‘100 Years of the DKG’, blends professional exchange with an examination of the sector's future direction. Guth's contribution centres on the argument that coming decades must be defined by circularity, as rubber and tyre manufacturers confront the pressing task of retaining products and raw materials in circulation for as long as feasible.

Achieving this demands more than isolated recycling solutions. It requires coordinated effort spanning producers, traders, collection and sorting operations, repair and retreading services, mechanical and chemical recycling, alongside science and policymaking. The AZuR network, established in 2020, now encompasses over 90 partners across Germany and Europe, uniting actors committed to a resource-efficient tyre circular economy. Science-industry cooperation features prominently, with materials analysis, life cycle assessments, sorting technologies and process research supplying the evidence base for advancing circular methods and informing sound commercial and political choices.

Numerous synergies exist between the DKG and AZuR, including expanded scientific exchange, joint work on recovered carbon black and other recyclates, quality standards for secondary raw materials, and knowledge transfer to emerging scientists and engineers. Guth maintains that materials expertise and circular economy competence are inseparable, arguing that reusing high-quality secondary raw materials in rubber compounds requires research, industry and recycling to jointly refine quality, processes and standards. The anniversary prompts AZuR to look forward, with digital product passports, circular design, greater secondary raw material use and shared quality standards offering pathways towards a circular tyre and rubber industry sustained by strong networks.

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Just Tires has opened a new location at 112 N Larkin Ave. in Joliet, bringing expert tyre and automotive care to a community known for its cruise nights and race weekends. The store welcomed customers on 23 September 2026, offering drivers a trusted destination for maintaining the vehicles that keep them moving.

Backed by more than 125 years of Goodyear expertise, the Joliet store’s technicians help customers select the right tyres and care for their vehicles, whether for daily commutes or trips to the track. The location carries a broad selection of Goodyear and Cooper tyres, including the Eagle F1 All Season for year-round performance, the Wrangler Steadfast HT for highway comfort, the Assurance WeatherReady 2 for all-weather driving and the ElectricDrive 2 for EV-focused performance, along with high-performance, all-weather and all-terrain options.

Services at the new store include tyre installation, TPMS sensors, air refills, oil changes, wheel alignments, brake service, battery replacement and free maintenance inspections. With cooler weather approaching, every service includes a complimentary Courtesy Tire & Maintenance Inspection covering tyre pressure, tread depth, battery, brakes and accessible fluids, plus free air to support proper inflation, performance and fuel efficiency.

To celebrate the opening, a sweepstakes running from 15 September through 15 October invites fans to purchase a set of four Goodyear tyres on Goodyear.com or through Goodyear Auto Service and Just Tires stores and submit an entry form. One randomly selected winner will receive a blimp flight certificate for two passengers, redeemable at any of Goodyear’s three US airship bases in Akron, Ohio, Carson, California or Pompano Beach, Florida.

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Sri Trang Group has been recognised for its philanthropic support with a plaque of appreciation at the Mahidol Day 2026 ceremony. The award was accepted by Somporn Pannarai, Chief Procurement Officer of Sri Trang Agro-Industry Public Company Limited (STA), on behalf of the Group's management. The presentation took place on 24 September 2026 at the Faculty of Medicine, Prince of Songkla University.

The plaque honoured benefactors who contributed to the work of the Faculty of Medicine and the Songklanagarind Hospital Foundation during the southern Thailand floods in 2025. Mahidol Day itself commemorates His Royal Highness Prince Mahidol Adulyadej and his lasting contributions to medicine and public health across the nation.

With its origins in southern Thailand, Sri Trang Group – represented by STA and Sri Trang Gloves (Thailand) Public Company Limited (STGT) – stated it was honoured to have backed initiatives benefiting the public. The Group reiterated its dedication to enhancing quality of life and supporting communities both in the South and throughout the country.

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Dr William Mars, Founder and President of Endurica, has been named the 2026 recipient of the Rubber Division, American Chemical Society (ACS) Melvin Mooney Distinguished Technology Award. The honour recognises exceptional technical competency demonstrated through significant and repeated contributions to rubber science and technology.

Dr Mars is widely regarded as a pioneer in elastomer durability, having developed critical plane analysis methods and fatigue life simulation techniques that are now employed throughout the global tire and rubber industry.

The award will be presented during a special event at the Global Polymer Summit (GPS), scheduled for 28–30 September in Louisville, Kentucky. As part of a science and technology awards symposium at the summit, the Endurica leader will deliver a special lecture.

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