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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Goodyear has introduced a new global campaign titled ‘Fast Is In Us’, dedicated to celebrating its renowned Eagle performance tyre family. The campaign debuted at the Kentucky Derby and follows last year’s STILL campaign, which underscored Goodyear’s iconic status. Fast Is In Us builds upon that foundation to elevate the Eagle legacy further.

Rather than focusing solely on traditional speed, the campaign highlights individuals deeply passionate about automobiles. It honours their appreciation for vehicle design, engineering and the tactile connection through the steering wheel. Fast Is In Us shifts attention from raw velocity to the emotional bond between driver and machine, celebrating those who feel performance rather than merely claim it.

The Eagle tyre family’s decades-long performance pedigree grounds the campaign, shaped in elite motorsport environments and high-performance automotive partnerships. After 45 years and millions of drivers, Eagle enters a new era believing fast is inherent to its design. This marks Goodyear’s first global campaign built around a performance tyre family, inviting drivers to embrace Eagle as a living philosophy rather than a one-off product.

The campaign will roll out globally across premium television, out-of-home, digital, social and cultural events. At the Kentucky Derby, the Goodyear Blimp carried the phrase Did someone say horsepower? Future integrations include the 24 Hours of Le Mans and other elite racing gatherings. Created with Publicis P1T Crew and led by BBH USA, Fast Is In Us aims to remind performance drivers why Eagle has always belonged with them.

Mark Stewart, Chief Executive Officer and President, Goodyear, said, "The performance car category is growing, and the drivers entering it want tyres worth bragging about. Eagle has more than four decades of credibility in performance and racing, and Fast Is In Us puts that legacy back to work – re‑establishing Eagle as the tyre knowledgeable drivers choose when performance truly matters. This campaign reflects how we're building Goodyear for the future: leading with premium products, authentic performance and brands that mean something."

J J Kraft, VP Global Creative, Goodyear, said, "Eagle isn't a product line – it's a piece of car culture. Fast Is In Us is a comprehensive platform built to put Eagle back at the centre of that enthusiasm. It expresses performance through feel and confidence behind the wheel, not just numbers on a page. It stands as one global campaign idea with the range to live across motorsport, retail and culture, and the ambition to lead the category, not chase it."

"For these drivers, Eagle is more than a tyre, it's a badge of devotion for drivers who respect the craft behind performance and demand confidence, responsiveness, and control every time they drive. Fast, in this world, isn't something you switch on. It's something you live," Kraft added.

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A comprehensive scientific review released under the umbrella of the Tire Industry Project (TIP) has concluded that despite significant advances in understanding tyre wear emissions, current data remains insufficient to quantify their direct impact on human health. The final paper in a three-part ‘State of Knowledge’ (SoK) series, supported by TIP as part of the World Business Council for Sustainable Development, analysed over 850 peer-reviewed studies to assess global research on tyre and road wear particles. The authors found that inconsistencies in sampling approaches, detection techniques and analytical methodologies across studies prevent reliable comparison and robust risk assessment. As a result, while interest in the topic has grown, the evidence linking tyre emissions to specific health outcomes remains inconclusive.

According to the review, tyre wear particles constitute only a small fraction of total airborne particulate matter, typically less than five percent of PM2.5 and PM10 in urban environments. Toxicological data from both in vivo and in vitro studies indicate that tyre and road wear particles are no more harmful than general ambient particulate matter, with effects that are similar to or less potent than those of other airborne particle types. Although chemicals used in tyre manufacturing have been detected in human body fluids, the authors stress that these substances are also widely used in other applications, making it impossible to clearly attribute exposure to tyres as the primary source.

The paper, independently authored by Kathrin Müller, Julie Panko, Kenny M Unice and Dr Stephan Wagner, identifies the lack of harmonised global methods for sampling, analysing and characterising tyre wear emissions as a major barrier to drawing firm conclusions. This call for greater methodological consistency aligns with the findings of the first two SoK papers published in 2025, which examined the characterisation, quantification and environmental impacts of tyre wear emissions. Without standardised approaches, meaningful comparison across studies and reliable exposure or risk assessment remain unattainable.

Looking forward, the authors recommend that future research prioritise the identification of potential exposure pathways and examine relevant health outcomes, including chronic effects, under realistic conditions. Such studies should cover urban and suburban populations across different global regions to ensure comprehensive and applicable findings. The SoK series, representing the most extensive review of global science on tyre wear emissions to date, underscores the need for coordinated international efforts to improve the identification, measurement, and attribution of these particles in both environmental and human health contexts.

Dr Wagner, one of the leading researchers of Paper 3, said, “Tyre wear emissions are a complex topic that we still only partly understand, especially in relation to human health. While research has advanced our understanding of TRWP, the current data simply isn’t robust enough to quantify any potential health risks specifically linked to tyre wear. Looking forward, cross-stakeholder collaboration is fundamental to making rapid progress. By aligning methods, sharing data and focusing on real-world studies, we can build a stronger, more consistent evidence base to inform future decisions.”

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Citira has announced the acquisition of A&P Gustavsson Däck i Småland, a well-established tyre shop in Tingsryd, Småland. This transaction adds a key service point in the region and significantly strengthens Citira’s presence across southern Sweden.

Founded in 1985, A&P Gustavsson Däck has built a lasting reputation over four decades through high-level service for both heavy vehicles and passenger cars. Anders Gustavsson, who joined the business in 1985, became Shop Manager in 1995 and took full ownership in 2008, shaping the shop into a trusted local institution. His deep community ties have made the business a valued presence beyond just tyre services. Following the transaction, Anders will become a co-owner of Citira.

Linus Engberg, an employee since 2013, will assume the role of Shop Manager after the deal closes, ensuring continuity in daily operations and service standards. The shop will remain at the same premises with the same team, now backed by Citira’s resources and network to support further growth.

David Boman, CEO, Citira, said, "We are very pleased to welcome Anders, Linus and the team to Citira. The tyre shop has an impressive history and a genuinely strong local presence. That kind of trust, built over many years, is exactly what we look for when growing our network. We look forward to supporting the continued development of the business in Tingsryd and the surrounding region.”

Gustavsson said, "Joining Citira is the right next step for the business. It has been a privilege to serve this community for so many years, and I am confident that with Linus leading the team and with Citira's backing, the tyre shop will continue to thrive and deliver the service our customers deserve.”

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Prinx Chengshan has introduced its latest ultra-high-performance tyre, the Austone Meijie, through a charity test-drive event held in Kunming on 26 and 27 April. Centred on the theme ‘Cherish Every Moment with Love’, the initiative brought together dealers and store representatives to blend cutting-edge tyre technology with social responsibility. The new tyre was highlighted throughout as the group embarked on a mountainous journey focused on rural education support.

The charity effort targeted left-behind children, addressing both educational and daily needs as part of Prinx Chengshan’s broader corporate social responsibility commitments. Volunteers travelled to Jibi Primary School in Zhongshu Town, Luxi County, where 80 percent of students are boarders and nearly half of all families come from poverty-registered or low-income households. The convoy delivered stationery kits, sports equipment and backpacks to fill resource gaps at the campus.

Beyond material aid, the event fostered personal connections and emotional warmth, with the Austone brand philosophy of cherishing every moment put into practice. The new tyre played a key role in safeguarding the journey across city streets, highways and winding mountain roads. Participants gained direct experience of the Austone Meijie’s handling, durability and comfort throughout the convoy’s travels.

Professional test-drive sessions at Kunming Yujia Auto & Motor Sports Park further demonstrated the new tyre’s capabilities. In dry braking tests, the Austone Meijie delivered confident control and immediate response. The tyre’s high-grip tread compound and wide longitudinal grooves tackled wet surfaces by ensuring stable lane changes even through standing water. The new tyre provided unwavering lateral support and precise steering throughout the journey.

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