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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Dunlop will continue as the exclusive tyre supplier to the FIM Endurance World Cup Superstock and FIM Production World Trophy classes through the end of the 2029 season. The three-year extension with Endurance Moto Promoter, promoter of the FIM Endurance World Championship, preserves a role Dunlop has filled in Superstock since 2022 and in Production since that category's 2025 debut.

The agreement also maintains Dunlop's position as an Official Partner of the FIM EWC, a relationship that began in 2016. Teams across both classes will keep using the Dunlop KR slick range, receiving consistent performance, reliability and technical support whatever their size. Since 2022, the manufacturer has aided the steady progress of both grids in performance and competitive depth.

In the Formula EWC, where tyre choice stays open to all manufacturers, Dunlop will keep collaborating closely with several leading teams. It remains the most successful tyre brand in Championship history. The 2027 season opens with the 24 Heures Motos at Le Mans, France, from 8 to 11 April 2027.

Wim Van Achter, Motorcycle Motorsport Manager EMEA, Dunlop Motorcycle Europe, said, “We are honoured to continue our partnership with the FIM Endurance World Championship and EMP as the exclusive tyre supplier for the Superstock and Production classes. EWC is a valuable arena for the active development of Dunlop’s KR racing tyres, which are available on the market for racers and track day riders. This partnership represents a stamp of approval for our tyres and a further incentive to continue developing the next generation of the Dunlop KR racing range in one of the most competitive racing environments.”

Claude Michy, President, Endurance Moto Promoter, said, “We are delighted to continue the longstanding partnership between the FIM EWC World Championship and Dunlop as the sole tyre manufacturer for the Superstock and Production classes. Endurance racing is a discipline that demands performance but also great consistency and complete trust between the teams and their technical partners. Dunlop has unique expertise and experience in this field and has always demonstrated its ability to meet the particularly high standards of the FIM EWC World Championship. This renewal reflects the quality of our collaboration and our shared commitment to keep promoting the championship. Above all, the main goal is to continue supporting the Superstock and Production teams as well as possible, thanks to a new allocation system.”

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Hankook Tire has earned 11 podium placements in the 2026 WhatTyre Awards, marking its sixth straight year of recognition at the UK-focused honours. The awards, run by a specialist tyre news and comparison platform, spotlight leading products available to British motorists and rely on a scoring algorithm to rank top performers across the market.

The company’s 2026 haul includes three category victories, two Highly Recommended mentions and six Commended awards, reflecting the breadth of its portfolio and its emphasis on performance, safety and innovation. Its Ventus evo tyre retained the Performance of the Year title for a second consecutive year, with design features including an AI-assisted mixing process, extra-rigid sidewalls and tread blocks and low rolling resistance.

The Ventus evo’s latest honour follows strong showings in the 2026 Auto Bild summer tyre test, where it competed against 50 rival products, and the Auto Bild Allrad tyre test, which featured nine competing tyres. Hankook’s electric vehicle range also drew attention, with the iON evo named Electric Car Tyre of the Year for a third straight year after wins in 2024 and 2025, while the iON FlexClimate received a Commended award in the same category.

Recognition extended across SUV, summer, all-season, winter and super-sport segments. The iON evo SUV won SUV Tyre of the Year, the Ventus Prime4 was Highly Recommended in the Summer Tyre of the Year category, and the iON FlexClimate SUV earned Highly Recommended status among all-season SUV tyres. Commended awards went to the Ventus S1 evo Z in the super-sport category and the Kinergy 4S2 among all-season tyres.

Winter products also featured, with the Winter icept RS3 commended in the Winter Tyre of the Year category and both the Winter icept evo3 and Winter i*cept evo3 X recognised among winter performance tyres. The 11 awards across multiple segments underscore the strength and diversity of Hankook’s UK range, from sports and premium summer tyres to dedicated EV, SUV, all-season and winter solutions.

Complete list of winning tyres from Hankook:

1. Winner – Performance Tyre of the Year: Hankook Ventus evo
2. Winner – SUV Tyre of the Year: Hankook iON evo SUV
3. Winner – Electric Car Tyre of the Year: Hankook iON evo
4. Highly Recommended – Summer Tyre of the Year: Hankook Ventus Prime4
5. Highly Recommended – All-Season SUV Tyre of the Year: Hankook iON FlexClimate SUV
6. Commended – Super-sport Tyre of the Year: Hankook Ventus S1 evo Z
7. Commended – All- Season Tyre of the Year: Hankook Kinergy 4S2
8. Commended – Winter Tyre of the Year: Hankook Winter i*cept RS3
9. Commended – Winter Performance Tyre of the Year: Hankook Winter i*cept evo3
10. Commended – Winter Performance Tyre of the Year: Hankook Winter i*cept evo3 X
11. Commended – Electric Car Tyre of the Year: Hankook iON FlexClimate

Chris Anthony, Managing Director at Tyres & Accessories, Tyrepress and WhatTyre, said, “With 11 tyres winning, being highly recommended or commended in the 2026 WhatTyre Tyre of the Year awards, Hankook is arguably the most successful tyre manufacturing this time round. With hundreds of thousands of tyres in our database and multiple tyre manufacturers competing, that result is a significant achievement – that fact that Hankook's recognition takes place across range of categories that includes everything from all-season SUV tyres to super-sport tyres only serves to underline the point.”

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Maxion Wheels is celebrating a Guinness World Record set by Rainer Zietlow and the Challenge4 team, which it sponsors, for visiting the most countries in a continuous journey by a battery-powered electric vehicle. The team returned to Hannover, Germany, after 441 days, having covered 99,767 kilometres across 92 countries and six continents in a fully electric Volkswagen ID. Buzz fitted with Maxion light vehicle steel wheels.

The expedition commenced on 1 July 2025 at Volkswagen Commercial Vehicles’ headquarters in Hannover. It traversed major cities, remote regions, deserts, mountains and varied climate zones. The vehicle relied on Maxion’s 18-inch passenger car steel wheels, produced at the company’s plants in Ostrava, Czech Republic, and Manisa, Türkiye.

The achievement underscores the growing viability of electric mobility worldwide and the durability, reliability and sustainability of modern steel wheel technology under extreme real-world conditions. It also provided Maxion with a chance to engage employees, customers and industry stakeholders in the automotive transformation debate, as the Challenge4 team visited Maxion facilities in South Africa, United States, Mexico and Brazil.

The journey reinforces Maxion’s Look Again campaign, which promotes steel wheels’ continued relevance for electric mobility through durability, affordability, design flexibility and sustainability. This is the second Guinness World Record project backed by Maxion Wheels, following the 2022 Challenge4 expedition that reached the summit of Bolivia’s Uturuncu volcano in a Volkswagen ID.4 GTX, setting a record for the highest altitude attained by an electric vehicle.

Colleen York, Director of Global Marketing and Communications, Maxion Wheels, Iochpe-Maxion, said, “The transition to electric mobility is creating new demands for vehicle components, and wheels have an important role to play in that evolution. This world record put a series-production electric vehicle through nearly 100,000 kilometres of the most demanding driving conditions imaginable across six continents and 92 countries without a single technical breakdown. We are proud that Maxion steel wheels were part of that achievement, demonstrating the durability and reliability required to support the next generation of electric vehicles. The expedition also provided a powerful platform to increase awareness of the Maxion Wheels brand among audiences around the globe through a story of innovation, endurance and possibility.”

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Michelin has secured a significant expansion of its partnership with the DHL Group, taking over complete tyre management for 11,000 new all-electric delivery vehicles from the DHL’s Post & Paket Deutschland division. This brings the total number of DHL vehicles under Michelin’s care to 45,000 across more than 2,000 locations, covering a substantial portion of the German last-mile fleet operated by the world’s largest logistics company. The newly signed contract, valued in the mid-double-digit million range, extends for up to 12 years and deepens a collaboration that has lasted 14 years.

Under the arrangement, Michelin oversees the entire tyre lifecycle for the 45,000-vehicle Post & Parcel fleet in Germany, which consists mainly of vans and passenger cars alongside some trucks supplying parcel centres. Services encompass tyre assembly, seasonal switching between year-round and winter tyres, mobile breakdown assistance and comprehensive wear management. Michelin expects roughly 70,000 tyres to be changed annually, about 20,000 service operations and some 6,000 roadside assistance calls, each with a reliable two-hour response commitment.

To handle this volume, every vehicle is clearly identifiable, allowing Michelin to immediately determine the required tyre type when a breakdown or wear limit is reported and resolve the issue on site swiftly. The company deploys its MICHELIN Agilis CrossClimate all-season tyre and the MICHELIN Agilis Alpin for winter road conditions. A nationwide network delivers the service promise, with Euromaster managing DHL locations alongside more than 220 additional partners, while Michelin staff across Germany monitor quality from urban parcel centres to rural delivery bases.

The outsourced tyre management keeps Deutsche Post and DHL’s German fleet reliably operational, letting the logistics group focus on its core business. Michelin impressed DHL with a competitive tender offer and an innovative overall concept, including a more transparent cost structure and simplified processes for tyre management and roadside assistance. This major order for networked fleet solutions strengthens Michelin’s standing as a high-performance partner for large delivery and parcel services, particularly in the growing electric delivery fleet segment.

Eva Tschan, Director Connected Solutions DACH and Nordics at Michelin, said, “DHL Group assigns us complete responsibility for tyre management on the last mile in Germany and thus for the most critical part of the daily letter and parcel delivery. We completely take the work of our customer around the topic of tyres and ensure that the feed fleet stays on the road – reliably, predictable and efficient. Our aspiration is to make the complex topic of tyre management for the postal and parcel Germany division as simple and transparent as possible.”

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