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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Hankook Tire has unveiled a new generation of winter tyres for trucks, introducing the Smart Control AW53 for steering axles and the Smart Control DW53 for drive axles. Designed for harsh winter conditions, these models will eventually replace the previous Smart Control AW02 and DW07 winter tyres. They combine high traction on snow and ice with strong cornering and braking performance, along with high mileage. The pair debuts at IAA Transportation 2026 in Hannover, where the company exhibits from 15 to 20 September at stand E09 in hall 11.

Development prioritised strong winter performance across the tyres' full lifespan. Hankook achieves improved winter traction through advanced technology and a blend of tread features. Zigzag grooves and 3D sipes add grip on snow and ice, while tie bars stiffen tread blocks, supporting precise handling and stable driving.

Internal testing at the UTAC Test Centre in Ivalo, Finland, showed the AW53 and DW53 outperforming the earlier AW02 and DW07 models. Braking on snow improved by 2.8 percent, acceleration by 4 percent and handling by 3.7 percent. Central to the design is Hidden Groove technology, in which extra tread grooves emerge as wear progresses, maintaining snow traction and wet grip even when well worn. At 40 percent wear, additional 3D sipes appear, increasing tread block stiffness and improving grip while lowering rolling resistance. At 70 percent wear, further concealed grooves enhance wet grip. Alongside self-regenerating sipes, this sustains winter performance across the service life and extends it by as much as 15 percent.

Stone ejectors in the main grooves and Y-shaped lateral grooves reduce stone retention and shield the tread and carcass from damage. A newly developed compound further contributes to balanced grip. At launch, the AW53 comes in size 385/65 R22.5 164K (158L), rated for 5,000 kg per tyre. The DW53 is offered in size 315/80 R22.5 (156/150L), with a maximum load of 4,000 kg per tyre for single fitments or 3,350 kg for twin fitments. More sizes are planned. All new Smart Control winter tyres carry the 3PMSF label and both can be regrooved and retreaded to extend their working life further.

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Dunlop Motorcycle Europe is set to back teams and riders contending for championship honours at the 2026 FIM Endurance World Championship (EWC) finale, the 89th Bol d’Or, held at Circuit Paul Ricard.

The tyre manufacturer will assist 43 teams in total, serving as exclusive tyre supplier to all 24 Superstock and 13 Production Trophy entrants. Five manufacturers will contest the Production Trophy’s second title, while six privateer squads in the open-tyre Formula EWC class have opted for Dunlop, among them the No. 6 ERC Endurance Team, which recorded a 1:52.173 best lap in Bol d’Or testing.

The season-closing 24-hour race poses a demanding mix of technical corners and fast stretches, notably the 1.8-kilometre Mistral Straight, alongside day-to-night running and traditionally changeable weather that may test both dry and wet KR allocations.

Dunlop will provide its established KR108 and KR109 slicks, plus a latest-generation medium front specification, developed as G2_01 VAL3 and validated with EWC teams in 2025 for improved durability and performance. The range targets single-lap speed and multi-stint longevity, with intermediate and wet tyres available for all conditions.

David Auerbacher, International Motorcycle Race Event Leader, Dunlop Motorcycle Europe, said, “We’re excited to return to Circuit Paul Ricard for the season finale, where both the Superstock and Production Trophy champions will be crowned. It’s been another strong season for Dunlop across all categories, as we celebrate five years as the exclusive tyre supplier to the Superstock Trophy and two years supporting the Production Trophy. Both categories have continued to grow and develop, while leading privateer teams also continue to choose Dunlop as they fight for wins and podiums in the Formula EWC class. We’re looking forward to an exciting season finale and are proud to support all the teams and riders as they battle for championship success at the biggest race of the EWC calendar.”

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The Tyre Recovery Association convened its Briefing Day 2026 at Coombe Abbey Hotel in Warwickshire, drawing more than 100 senior figures from the UK tyre recovery, retreading, retail and manufacturing sectors alongside national regulators, parliamentarians and trade bodies. The event served as a platform to press for meaningful reforms covering tyre recovery, green procurement and domestic circular resilience.

Tessa Munt, the MP for Wells and Mendip Hills, delivered a keynote address that attacked the enduring disconnect between government policy rhetoric and industrial reality. Drawing on her parliamentary work regarding end-of-life tyre exports to India and her engagement with Somerset businesses, she condemned official inaction and set out four priority areas for reform, criticising a reliance on superficial slogans while domestic capacity lies stranded.

The MP highlighted what she described as a double standard, noting that the Environment Agency imposes strict Digital Waste Tracking on compliant domestic operators while granting misplaced goodwill and deadline extensions to non-compliant overseas exporters. Before the rules were diluted, proof-of-arrival compliance stood at just 20 percent. She further noted that more than 150,000 tonnes of licensed UK recycling and remanufacturing capacity remains entirely idle while raw waste is shipped abroad.

Her proposed reforms comprised the immediate statutory withdrawal of T8 exemptions to establish an audited permit regime, adoption of the Australian shred-only export model to end whole and baled tyre exports, instant revocation of export licences for brokers failing to supply timestamped and geotagged proof of delivery and mandatory green public procurement quotas for remanufactured tyres and rubberised asphalt. The RAC Foundation's Steve Gooding also addressed the conference, explaining that a modest 10 percent rubberised asphalt target in public highway contracts would absorb all idle UK crumb capacity, reduce road noise by three to five decibels and produce longer-lasting roads. Strong participation from the Tyre Recovery Association (TRA), the National Tyre Distributors Association (NTDA), the British Tyre Manufacturers' Association (BTMA) and the Imported Tyre Manufacturers Association (ITMA) underscored growing cross-sector unity.

Peter Taylor OBE, Secretary General, TRA, said, "The TRA Briefing Day proves that the British tyre recovery sector is united, highly innovative and ready to grow. Having around 100 key players and all four leading trade associations in one room shows that our industry is speaking with one voice. If the UK’s tyre recovery sector does not grow, it will soon disappear from these shores. We are gradually making progress in getting government to understand this, but there is a long way to go. We have the domestic processing infrastructure, the technical capability and the private capital ready to build a world-class circular economy. What we lack is a regulator and a government willing to back domestic industry by ending illegal whole tyre exports and enforcing green procurement. Tessa Munt MP highlighted this in her powerful speech. We are very grateful to her, Steve Gooding and all those who spoke yesterday, as well as our sponsors Vaculug, Murfitts and KwickFit. These contributions made the event an overwhelming success. The message from industry is clear: the time for policy talk is over, we need to statutory reform."

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TyreSafe, UK’s leading tyre safety charity, has entered a new partnership with West Yorkshire Police, reinforcing a joint commitment to road safety and reducing fatalities and serious injuries across the county. The collaboration arrives amid concerning road safety figures, with 51 deaths and 1,210 serious injuries recorded on West Yorkshire’s roads in 2025.

The two organisations will work together to highlight the essential role tyres play in road user safety. Drivers will be encouraged to perform routine checks on tyre pressure, tread depth and overall condition. The initiative also supports West Yorkshire Vision Zero, which aims to eliminate deaths and serious injuries from the county’s roads.

West Yorkshire Police becomes part of a growing network of over 260 organisations partnering with TyreSafe to promote safer motoring and enhance public understanding of tyre safety. A rising number of police forces now recognise tyre safety as a vital component of their broader road safety efforts.

As the sole point of contact between a vehicle and the road, properly maintained tyres are critical for braking, steering and grip, especially in difficult conditions. TyreSafe advises road users to check their tyres monthly and before long journeys, helping identify pressure, tread and condition issues before they become safety risks. This partnership marks another significant step in TyreSafe’s mission to reduce tyre-related incidents and improve road safety across Britain.

Stuart Lovatt, Chairman, TyreSafe, said, “We are delighted to welcome West Yorkshire Police as a TyreSafe partner. The fact that 51 people lost their lives and more than 1,200 suffered serious injuries on West Yorkshire’s roads in 2025 is a stark reminder that there is still so much work to do. Road safety requires a collective effort, and partnerships such as this are incredibly important. By combining the reach and expertise of West Yorkshire Police with TyreSafe’s specialist knowledge and campaigns, we can help ensure more road users understand the simple but crucial role their tyres play in keeping themselves and others safe.”

Inspector Claire Gray, Roads Policing Support and Proactive Intercept Team Inspector for West Yorkshire Police, said, “Every death and serious injury on our roads has a devastating impact on families, friends and communities. We are committed to working with partners to make West Yorkshire’s roads safer and to support the Vision Zero ambition. Vehicle safety is an important part of that work, and tyres are fundamental to a vehicle’s ability to stop, steer and maintain grip. We are pleased to be working with TyreSafe to help raise awareness and encourage road users to take responsibility for checking and maintaining their tyres.”

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