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 Association of Natural Rubber Producing Countries (ANRPC) recently hosted a high-level delegation from the Rubber Development Division of the Ministry of Plantation and Commodities Malaysia at the ANRPC Secretariat. Led by Peter Dennis of Malaysia’s Rubber Development Division, the group met with ANRPC Secretary-General Dr Suttipong Angthong and his team.

The discussions centred on essential industry issues, particularly the vital importance of achieving stable rubber prices for the benefit of producers and the broader market. Conversations further delved into analysing recent market trends and their consequences for global production and trade dynamics.

This engagement highlighted the ongoing necessity for cooperative action to address sectoral challenges, advance sustainability and ensure resilient growth in the face of variable economic conditions.

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Bridgestone Americas has unveiled its latest flagship winter tyre, the Blizzak IcePeak, which will launch nationwide in May 2026. This new tyre is distinguished as the first from Bridgestone to achieve both the rigorous 3-Peak Mountain Snowflake and Ice Grip certifications, marking a significant advancement in winter performance. Designed to cater to a broad range of vehicles – including sedans, minivans, CUVs, SUVs and trucks – the IcePeak will replace the Blizzak WS90 and DM-V2 models. It will be available in 107 sizes, ultimately covering approximately 97 percent of the US light-duty vehicle market, with the majority of sizes ready at launch.

The tyre’s development centres on delivering superior winter traction alongside improved durability and efficiency, leveraging the company’s ENLITEN technology. This integration aims to lower rolling resistance for better fuel economy and extend tyre wear life, offering long-term cost savings for drivers. Internal testing indicates the IcePeak surpasses the wear life of its predecessors while maintaining effective traction. Its compatibility extends to conventional, hybrid and electric vehicles, emphasising its modern engineering.

Key to its performance is a suite of specialised technologies. Bridgestone’s patented MultiCell compound is engineered to enhance stopping power on ice, a claim validated by the official Ice Grip certification. This certification requires performance on ice to exceed a standard reference tyre by at least 18 percent in braking tests. For snow traction, the tyre employs optimised tread blocks and full-depth 3D sipes to create additional biting edges, helping vehicles gain grip and reduce spin.

Building upon the Blizzak lineage, which spans nearly four decades of innovation, the IcePeak introduces refined design elements. Its optimised compound is formulated for added durability across multiple winter seasons without sacrificing grip. A newly unified global tread pattern incorporates several critical features: strategically placed sipes are angled to maximise the gripping edge, protrusions on tread blocks prevent water intrusion on ice and micro-grooves help clear the thin water film that forms on icy surfaces. Together, these features aim to provide drivers with reliable control in wet, snowy and icy conditions, advancing the brand’s reputation for winter safety and performance.

Ian McKenney, Senior Product Manager, Bridgestone Americas, said, “Our Blizzak tyre lineup moves from strength to strength, continually raising the standard for impressive winter weather control. With the application of ENLITEN technology, we are able to expand the tyres’ performance envelope in all directions while also delivering greater durability and reduced rolling resistance, while promoting a focus on enhanced sustainability.”

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Citira, a circular tyre management provider, is introducing a nationwide emergency tyre service in Sweden for commercial fleets, a strategic move to become a comprehensive tyre management partner. Named Citira 24/7 Däckjour, it provides a dedicated contact point for heavy vehicle operators needing immediate assistance, day or night.

This service connects customers to an established, quality-assured network of professional tyre workshops across the country. By utilising pre-assembled replacement wheels ready for immediate deployment, the system ensures rapid on-site repairs to maximise vehicle uptime and minimise operational disruptions.

Clients also benefit from predictable, agreed-upon pricing and consolidated billing, which simplifies administration and enhances budget control. This integrated offering is designed to streamline daily operations, reduce downtime and deliver a more seamless support experience for truck and bus companies.

Göran Bengtsson, Head of Sales at Citira Sweden, said, “This is an important milestone for us to be to able offer our Swedish heavy vehicle fleet customers. This has been frequently requested to us, and we are happy to be able meet the demand, providing a new level of reliability and convenience for our customers.”

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Michelin has unveiled the X-Ice Snow+ tyre, a premier winter product designed to meet the heightened demands of modern, unpredictable winter weather. This new offering provides increased performance and durability over its predecessor, specifically engineered to tackle severe seasonal challenges. Its advanced FLEX-ICE 3.0 tread compound optimises braking performance across a spectrum of conditions, including ice, snow and both wet and dry roads, ensuring reliable control during freezing rain or on treacherous black ice.

The tyre's proven tread design delivers superior start-up traction in deep snow compared to three leading competitors and offers strong lateral grip for stability on slick, icy corners. Beyond immediate safety, the X-Ice Snow+ is built for long-term value and efficiency. It achieves an extended tread life, lasting more than 26 percent longer than key rival tyres. Furthermore, through a specialised low-energy-loss compound that minimises rolling resistance, it delivers up to 34 percent better efficiency, which supports fuel savings and extends electric vehicle range without sacrificing winter traction. Passenger comfort is enhanced by proprietary Piano Acoustic Tuning Technology, a system engineered to reduce road noise for a quieter ride.

Available for dealer order starting in May 2026 for the winter selling season, the Michelin X-Ice Snow+ tyre will be produced in 15- to 23-inch sizes to accommodate a broad range of vehicles, including sedans, CUVs, SUVs, pickups and both hybrid and electric models.

Omer Waysman, Vice President – B2C Marketing, Michelin North America, Inc, said, “For more than 130 years, Michelin has continued to push the boundaries of innovation by improving our technologies to meet the needs of mobility across the globe. With the new Michelin X-Ice Snow+ tyre, we have taken everything drivers loved about the previous generation tyre and improved key areas. This new tyre delivers excellent winter performance, longer-lasting durability and greater efficiency, giving drivers a dependable advantage when the weather is at its worst.”

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