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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Giti Tire has secured a Guinness World Records title for the highest speed achieved by electric vehicle tyres, following a run in which its specially engineered GitiSport e.GTR2 Pro tyres reached 503.17 kmph (312.65 mph). The record was set on 1 November 2026 on a specially secured section of the Sheikh Khalifa Bin Zayed International Road (E11) in Abu Dhabi’s Al Dhafra Region, surpassing the previous benchmark of 496.22 kmph set at ATP Papenburg in Germany in September 2025.

The achievement was marked on 6 November 2026 at a ‘Celebration of Speed’ event at Burj Khalifa in Dubai, where Dr Enki Tan, Executive Chairman of Giti Tire Group, received the official Guinness World Records certificate. German professional racing driver Marc Basseng drove the YANGWANG U9 Xtreme during the record-setting attempt.

The GitiSport e.GTR2 Pro resulted from more than three years of collaborative development, engineering innovation and rigorous testing. Designed to withstand the extreme forces of an electric hypercar producing over 3,000 PS, the bespoke tyre features high-strength aramid fibre reinforcement and a specialised racing profile. Giti’s engineers worked closely with YANGWANG and Basseng throughout the programme, refining performance according to vehicle dynamics, aerodynamic changes and driving feedback, and further optimised the tyres for the Abu Dhabi highway conditions with critical technical support.

For Giti Tire, the title reflects the strength of its international research and development network, technical expertise and ability to collaborate with leading manufacturers on demanding projects. With 75 years of tyre manufacturing experience and a presence in more than 130 countries, the company continues advancing engineering capabilities across passenger car, commercial vehicle and high-performance tyres. Its expertise is recognised through extensive Original Equipment partnerships, and lessons from extreme-speed projects contribute to wider development priorities including braking, handling, comfort, efficiency and durability.

Basseng said, “When you're pushing the limits of speed, confidence is everything. Having worked closely with Giti's engineers throughout this journey, I've developed tremendous trust in their expertise, dedication and attention to detail. Knowing that every detail had been carefully tested, checked and prepared gave me the confidence to focus entirely on driving and push beyond what we had previously achieved.”

Dr Tan said, “This will be marked as a true Milestone in Automotive history, going beyond 500kmph in an electric vehicle is an industry game changer. Giti and YANGWANG have together pushed beyond the limits of technology to attain the ‘Highest Speed Achieved by Electric Vehicle Tires’. This achievement is a testament to innovation, dedication and the relentless pursuit of excellence demonstrated by our global research and development teams. We engineer tyres that perform under the most extreme conditions. Beyond setting records, this partnership reinforces our commitment to advancing tyre technology, delivering innovative solutions for the evolving automotive industry and inspiring greater confidence in the Giti brand among vehicle manufacturers and motorists worldwide.”

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Tyres Europe has issued a statement clarifying that recycled content targets under the End-of-Life Vehicles Regulation (ELVR), adopted on 8 July 2026, should apply only to materials expressly covered by the regulation, particularly plastics in vehicles. The organisation argues these targets must not be interpreted as extending to tyres or any material used in their construction. Tyres are bonded composites of rubber compounds, structural textiles and steel cords, and the statement examines each material individually.

On rubber, Article 6(3) of the ELVR explicitly excludes rubber materials used in tyres from plastic recycled content targets. For textiles, Tyres Europe considers those from tyres or other vehicle components to fall outside the scope of plastic recycled content targets, noting that plastics and textiles are regulated under separate legislation with their own definitions even when made from the same base polymer. Steel reinforcement in tyres is explicitly excluded from the delegated act on recycled steel foreseen under Article 6(7).

The organisation warns that bringing tyre materials into the ELVR would create regulatory overlap. Tyres are already a priority product group in the ESPR 2025-2030 working plan, with Ecodesign criteria work ongoing and a Delegated Act foreseen by the end of 2027. Tyres Europe maintains that ESPR is the appropriate tool for assessing recycled content, recyclability, information requirements and other sustainability criteria for all tyre materials. The full statement is available on the Tyres Europe website.

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Vredestein, a brand of Apollo Tyres Ltd, has been ranked joint second among the best all-season tyre manufacturers in Auto Bild’s 2026 manufacturer rankings. The German automotive publication’s recognition follows several ‘Exemplary’ ratings earned by Vredestein all-season products in independent tests. Auto Bild’s annual manufacturer rankings assess brands across three categories: summer, winter and all-season tyres.

The brand’s all-season heritage dates to 1993, when it launched the Quatrac as the segment was still emerging. In 2019, Vredestein expanded the range with the Quatrac Pro, designed specifically for high-performance vehicles. The Quatrac Pro 2, introduced earlier this year, succeeded the original Pro as the high-performance flagship of the all-season lineup. It carries an ‘A’ rating for wet grip and is offered in sizes for 17- to 24-inch rims.

In Auto Bild’s recent all-season tyre test, the Quatrac Pro 2 achieved the best overall snow performance and the second-shortest wet braking distance, securing second place overall. In a separate Auto Bild Allrad assessment, the tyre was praised for strong snow capability, the shortest wet braking distance and solid results across other wet criteria, earning second place in a highly competitive test. The latest honour adds to other independent recognition, including a ‘Very good’ rating and a price-performance recommendation for the Quatrac in Auto Moto und Sport’s recent test of ten all-season tyres.

Yves Pouliquen, Vice President, Commercial (Europe, Middle East & Africa), Apollo Tyres Ltd, said, “When Vredestein began developing all-season tyres in 1993, the aim was to give drivers confidence in one set of tyres throughout the year. With the Quatrac Pro 2, we have extended that approach to drivers who also expect the precise handling of an ultra-high-performance tyre. We are proud to see our work on this product and our wider all-season portfolio recognised in Auto Bild’s annual ranking.”

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Sri Trang Group has reiterated its dedication to developing the natural rubber sector while protecting the environment and assisting nearby communities. The company recently held the second edition of its 2026 ‘One Sri Trang, One Environment’ initiative at Rubberland Products Company Limited's Mukdahan Branch. Worayan Bunnarat, Governor of Mukdahan, headed a delegation of senior provincial officials from the Provincial Industry, Labour and Public Health Offices. Community leaders and partner networks also participated to learn about the factory's responsible management approach.

Welcoming the delegation were Chalermpop Khanjan, Executive Director of Sri Trang Agro-Industry Public Company Limited, and Mustopa Longsaman, Factory Manager of the Mukdahan branch. A symbolic tree-watering ceremony opened proceedings, underscoring a collective commitment to environmental stewardship. Attendees then explored an exhibition displaying natural rubber innovations spanning the supply chain, from traceability systems to programmes enhancing local quality of life. A standout initiative converts discarded plastic bottles into eco-friendly brooms, creating income for residents. The exhibition also recognised collaborative efforts, backed by provincial authorities, that enabled the branch's TO BE NUMBER ONE Club to attain national distinction as a ‘Silver-Level Model Workplace, Year 1’.

Visitors witnessed production processes directly, with particular attention to odour prevention and control at the source. Measures include a fully enclosed raw material storage building, ozone-based air treatment and a biofilter system for reducing odours. The Mukdahan facility has further refined its environmental monitoring through E-Nose intelligent electronic nose technology, which identifies odours and evaluates their dispersion in real time while allowing continuous data sharing with local communities. Alongside this, the V-Pass Smart Receive digital system screens raw material transport vehicles from the outset, helping avert rubber serum leakage along transportation routes.

Sri Trang Group is confident the event will reinforce trust between the factory and neighbouring communities through transparent disclosure of its operational practices. The Group continues to pursue the facility's progression towards ‘green factory’ status and remains committed to stable, sustainable growth in partnership with rubber farmers, local communities and the environment.

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