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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TyreSafe has entered a new partnership with Staffordshire Police, reinforcing a joint commitment to improve road safety and reduce fatalities and serious injuries across the county. The collaboration aims to highlight the critical role tyres play in protecting road users by encouraging simple, regular checks of pressure, tread depth and overall condition.

The value of this preventative approach was recently demonstrated during a multi-agency enforcement operation at the DVSA Vehicle Inspection Site in Doxey. Held on 25 August, Operation Doxey involved Staffordshire Police, West Mercia Police, DVSA, Datatag, the Forensic Collision Investigation Unit and TyreSafe. Inspectors directed 30 vehicles into the site, covering leisure vehicles, towing vehicles, light commercial vehicles and goods vehicles.

Seven tyre and wheel-related defects, mechanical risks and pressure discrepancies were identified. These included a tyre cut through to the cord, which received an immediate prohibition notice, a tyre running roughly 30 percent below recommended pressure, an overweight light commercial vehicle with a nail embedded in a tyre and all four tyres underinflated, a significant rear axle pressure imbalance, a missing wheel nut and an 11-year-old tyre. Leisure vehicle owners generally showed good tread awareness, though pressure maintenance remained an issue, while commercial vehicles presented several preventable defects.

Staffordshire has one of UK’s statistically safest road networks, yet serious collisions remain a concern, particularly on single carriageways. Rural bends, changing speed limits and limited visibility add risk, while motorcyclists and vulnerable road users are disproportionately affected. Common factors include failing to look properly, misjudging speed or path and driving too fast or carelessly. TyreSafe now works with over 260 organisations, and this partnership encourages Staffordshire motorists to make tyre checks routine.

Stuart Lovatt, Chairman, TyreSafe, said, “We are delighted to welcome Staffordshire Police as a TyreSafe partner. While Staffordshire has a strong road safety record, every serious collision has potentially devastating consequences for those involved, their families and their communities. The recent Operation Doxey enforcement activity demonstrates exactly why preventative vehicle maintenance matters. Across just 30 vehicles, inspectors identified a number of serious tyre and wheel defects, including a tyre cut to the cord, significantly incorrect tyre pressures, an embedded nail, a missing wheel nut and a tyre that was 11 years old.

“These findings are a powerful reminder that problems are not always obvious from behind the wheel. Simple checks before a journey can help identify issues before they become a danger on the road. Different roads present different challenges, particularly rural and single carriageway roads where the consequences of losing control or being unable to stop safely can be especially severe. Road safety requires a collective effort, and partnerships such as this are incredibly important. By combining the reach and expertise of Staffordshire Police with TyreSafe’s specialist knowledge and campaigns, we can help more road users understand the simple but crucial role their tyres play in keeping themselves and others safe.”

Police Sergeant Adam Van de Sande, Staffordshire Road Crime – Proactive & Harm Reduction Team, said, “Keeping people safe on Staffordshire’s roads requires everyone to play their part. We are committed to working with partners to reduce the number of people killed and seriously injured on our road network. Operation Doxey demonstrated the value of partnership working, with officers, vehicle examiners and road safety specialists able to identify a range of defects and safety issues before those vehicles continued their journeys.

“Vehicle safety is an important part of that responsibility, and tyres are fundamental to a vehicle’s ability to stop, steer and maintain grip. We are pleased to be working with TyreSafe to raise awareness and encourage motorists to make regular tyre checks part of their routine vehicle maintenance. Our message to road users is simple: don’t wait for something to go wrong. Take a few minutes to check your vehicle and make sure it is ready for the road.”

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The AZuR Network has been honoured with the German Award for Sustainability Projects 2026 in the C2C/Recycling category for its ‘Retreading: Climate Protection on Wheels’ project. The recognition highlights the network's efforts to expand tyre retreading across Germany and Europe, thereby extending the useful life of tyres. Retreading works by reusing a suitable used tyre casing and applying a fresh tread, keeping a substantial share of the original tyre in circulation.

A life cycle assessment commissioned by AZuR and carried out by the Fraunhofer Institute UMSICHT compared retreaded tyres with equivalent new ones. Under the conditions examined, producing a retreaded truck tyre generated roughly 135 kilogrammes less greenhouse gas emissions, a reduction exceeding 60 percent. The process also reuses considerable portions of the existing tyre casing, reinforcing its environmental advantages.

The jury underscored the project's scalability and its relevance to the industry. Official documentation further noted the political integration of the topic as a key strength, with the EU taxonomy confirmation in 2025 representing a tangible milestone. The award places AZuR among well-known companies and innovative projects, including a climate protection cooker initiative in Cameroon, a capsule-free coffee system and a mental health awareness campaign.

Knauf secured first place in the same category with its circular gypsum supply chain, while Schmitz Cargobull led the Mobility and Logistics Solutions category. Other first-place winners included DEKRA, Hansgrohe, Pfleiderer Germany and SBRS. Presented by DISQ with ntv and DUP UNTERNEHMER under Brigitte Zypries' patronage, the 2026 edition saw 433 nominations, with 46 organisations recognised across 19 categories on 17 September in Berlin.

Christina Guth, Network Coordinator, AZuR, said, “This award belongs to our entire network. Retreading only works when many stakeholders collaborate along the value chain – from certified end-of-life tyre recyclers, tyre manufacturers and retreaders to retailers and fleet operators, all the way to academia. The award highlights the potential of using high-quality tyres for longer and keeping their casings in circulation.”

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Birla Carbon will present its carbon black solutions at the Global Polymer Summit 2026, scheduled for 28–30 September at the Kentucky International Convention Center in Louisville. The company will exhibit at Booth 417, targeting tyre and mechanical rubber goods (MRG) manufacturers seeking higher performance and reduced environmental impact.

The company’s portfolio spans tyre and MRG applications, addressing durability, strength, abrasion resistance and product life across tyres, belts, hoses, sealing systems and anti-vibration products. Birla Carbon will also feature Continua Sustainable Carbonaceous Material (SCM), a circular carbon range with consistent quality and global availability and Continua Sustainable Carbon Black (SCB), produced from recycled or bio-based feedstocks.

Supported by extensive manufacturing, technical expertise and customer-focused teams across the Americas, Birla Carbon provides reliable volumes, responsive service and tailored solutions. Attendees can meet company experts at Booth 417 to explore its product portfolio, technical capabilities and sustainable offerings.

John Davidson, President – Americas & EMEA, Birla Carbon, said, “The tyre and mechanical rubber goods industries are at an important phase, where performance, supply resilience and sustainability must advance together. The next phase of growth will depend on stronger collaboration across the value chain and the ability to translate innovation into scalable, commercially viable solutions. At Birla Carbon, we are combining our manufacturing network, portfolio strength, technical expertise and regional capabilities to help customers navigate this transition and build more resilient and sustainable businesses.”

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Michelin has unveiled the X Multi Energy D2 tyre, developed to address the specific challenges of regional haul operations. Fleets in this segment face demanding roads, frequent stop-and-start cycles and escalating fuel expenses that affect both performance and profitability. By blending durability, fuel savings and Michelin’s established performance standards, the new tyre aims to boost fleet productivity while reducing overall operating costs.

The tyre features a revised tread pattern and a new tread compound to better resist tread damage caused by high-torque vehicles and stop-and-go regional driving. It is constructed on Michelin’s Duracore casing, which integrates Infinicoil and Powercoil technologies and benefits from a reinforced bead design known as Duracoil Technology. This casing is engineered to last up to one million miles and support as many as four retreads.

In the effort to curb fuel expenses, the X Multi Energy D2 improves rolling resistance by 9 percent over its predecessor, the Michelin X Multi Energy D tyre, and by 18 percent compared with leading competitors. It also enhances late-life traction, offering 10 percent better wet handling and 16 percent better snow starting traction when worn, giving drivers and operations managers greater confidence on varying roads.

For original equipment manufacturers, the tyre meets Greenhouse Gas standards and supports applicable vehicle carbon-reduction requirements. Designed for regional applications where traction, durability and fuel efficiency matter, it is available in 295/75R22.5 LRG and 11R22.5 LRG and LRH sizes, replacing the X Multi Energy D tyre in those sizes.

Yahn Heurlin, VP of B2B Marketing, Michelin North America, Inc., said, “Michelin is driven by a deep commitment to understanding the needs and challenges customers face every day. This customer-first mindset inspires the development of purpose-built solutions designed to address real-world pain points and help fleets operate more efficiently.”

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