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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Continental has expanded its ContiTread product line by introducing the HDL 5 EP, a new long-haul drive retread engineered to meet the rigorous demands of modern fleet operations. This next-generation offering is designed to deliver consistent performance while simultaneously improving fuel economy and reducing the overall cost per kilometre for commercial carriers.

The retread incorporates a five-rib tread architecture that ensures reliable traction across extended highway routes. Its specially optimised contact patch, working in conjunction with V-shaped grooves, promotes uniform rubber wear, thereby prolonging the service life of the tread and enhancing the return on investment for each retreading cycle. The tyre is currently produced in sizes 220, 230 and 240, all featuring a uniform tread depth of 21/32.

By focusing on increased durability and operational uptime, Continental positions the HDL 5 EP as a sustainable and intelligent choice within its broader ContiTread portfolio. The tyre aims to provide a practical solution for fleets seeking to balance high performance with long-term efficiency in challenging over-the-road environments.

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Galaxy, a leading global brand of construction, earthmoving and material handling tyres, has announced its entry into the rapidly expanding UTV and ATV market. The company is launching two flagship product lines, the Hulk PSX and the Everest PSX, which build upon the firm’s century-long heritage in engineering high-performance tyre solutions.

The new tyres are specifically engineered for off-road and utility applications, promising superior durability, extended service life and enhanced traction on challenging surfaces. Both ranges also prioritise puncture resistance, stability and ride comfort, catering to a diverse array of recreational and operational needs.

The Hulk PSX is positioned for off-road enthusiasts, featuring a durable compound for longevity, tough sidewalls to resist cutting and a radial construction that supports high-speed performance. Its design includes shoulder blocks for improved cornering, a deep tread for traction, and a high tread-to-void ratio for stability, with various sizes available for 12- and 14-inch rims.

Conversely, the Everest PSX targets utility-focused users, offering resistance to cuts and abrasions, reduced vibration through pattern continuity and strong wet-surface grip. It includes rim protection and puncture-resistant features to ensure durability and is offered in multiple sizes for 12-, 14- and 15-inch rims to suit a wide range of UTV configurations.

Dyutiman Chattopadhyay, Chief Technology Officer, Yokohama-ATG, said, “Building on its 100+ years legacy, Galaxy’s entry into the UTV/ATV category is a strategic step in strengthening its presence globally. These tyres are designed to meet the evolving needs of customers seeking performance, reliability and durability in extreme conditions.”

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Bridgestone has issued a comprehensive advisory for motorists confronting the perils of summer heatwaves, which present significant challenges for both drivers and their vehicles. The combination of scorching tarmac, fully laden holiday luggage and extensive motorway travel can subject tyres to extraordinary strain. In response, the tyre manufacturer has outlined essential precautions to enhance road safety during elevated temperatures.

When temperatures climb beyond 30 degrees Celsius, the company emphasises the need for drivers to prioritise personal wellbeing. Adequate hydration and regular respite are paramount, as excessive heat can impair concentration and slow reaction times. Experts suggest scheduling a break at least every two hours, while seeking shaded parking areas is recommended to curb heat accumulation inside the vehicle.

Beyond passenger comfort, Bridgestone highlights critical technical considerations for hot weather. Tyres are particularly susceptible to added stress, prompting the company to urge pre-trip inspections. Prior to lengthy excursions, tyre pressure should be checked when cold, as heavier holiday loads require adjustment. Under-inflation can exacerbate heat generation, adversely affecting wear, stability and braking distances, with specific pressure guidelines often available for laden vehicles.

Driving behaviour requires modification under these conditions. High speeds on hot road surfaces generate significant additional heat within tyres, a risk that escalates with a full vehicle or trailer. Bridgestone counsels motorists to moderate speed and adopt a smooth driving style. A visual inspection for cracks, bulges or embedded debris is also imperative, as high temperatures intensify the effects of damage, with older tyres being especially vulnerable.

The advisory also addresses unpredictable summer weather, where heatwaves can abruptly give way to thunderstorms and heavy rain. The sudden shift from hot tarmac to a wet surface places tremendous demands on tyres and drivers. Maintaining sufficient tread depth and equipping the car with high-performance summer tyres is essential for effective water dispersal and control during these sudden changes.

Bridgestone points to its Turanza 6 tyre as a solution for these demands, offering excellent wet grip and short braking distances on wet roads. This premium touring tyre also provides enhanced driving comfort, improved mileage and optimised fuel efficiency. Motorists can therefore navigate changeable summer weather with heightened confidence and peace of mind.

Andy Mathias, Head of Marketing, North Europe, said, “The high temperatures we are currently experiencing in many parts of Europe pose particular challenges for drivers and vehicles. This makes it all the more important to pay special attention to road safety. With well-maintained tyres, regular checks and anticipatory driving, motorists can significantly improve their own safety and that of their passengers.”

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The Alliance for the Future of Tires (AZuR) is broadening its international footprint with a new European project group focused on tyre retreading. An inaugural online meeting for this initiative is scheduled for 22 July 2026, marking the first step in creating a pan-European network uniting companies, research bodies and sector specialists.

Retreading extends the lifespan of premium tyre casings, conserving raw materials and reducing CO₂ emissions while supporting Europe's circular economy. The sector faces regulatory shifts, including the ESPR Regulation, the Digital Product Passport and heightened traceability mandates.

The AZuR project group will serve as a permanent forum for retreaders, tyre makers, equipment suppliers, research institutes and associations. The agenda prioritises innovation, digitalisation, legislation, best practices and joint ventures, with the kick-off session defining the group's mission, thematic focus and structure.

The online meeting via Microsoft Teams on 22 July from 10:00 AM to 12:00 PM CEST invites existing AZuR partners and new European stakeholders. Retreaders, manufacturers, academic institutions and associations are encouraged to participate and shape the platform from its inception.

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