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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Michelin unveiled the MICHELIN X Multi T2 at IAA Transportation 2026 in Hannover, presenting the trailer tyre in the widely used UK and Ireland size of 385/65 R22.5. Designed for regional and mixed transport operations, the tyre is engineered to manage heavy loads, resist lateral forces during manoeuvring and remain dependable across fluctuating operating conditions.

Compared with its predecessor, the X Multi T2 delivers as much as 15 percent greater mileage and up to 6 percent reduced rolling resistance. Its development centres on carcass stability and robustness, making it suited to demanding trailer duties spanning general cargo, containers, refrigerated goods, tankers and bulk haulage, along with car, specialised and heavy-haul transport. Such operations frequently involve peak loads, tight manoeuvring and inconsistent road surfaces, all of which affect tyre life, so a durable carcass and damage-resistant tread directly support cost-effectiveness.

Four principal innovations underpin the tyre. REGENION technology continuously forms new grooves as the tread wears, preserving grip and mobility throughout service life. The CARBION compound enhances mileage, rolling resistance and wear resistance. Within the structure, OPTICOIL is a weight-saving bead architecture, while DURACOIL strengthens the tyre-to-rim bond for greater stability. Michelin also employs POWERCOIL, a newer generation of lighter, longer-lasting steel cables.

As a multi-life product, the X Multi T2 can be regrooved and retreaded for notable total cost of ownership (TCO) savings. Regrooving takes place once tread depth reaches 3–4 mm, extending casing life in its most fuel-efficient state. Worn regrooved tyres can then be retreaded as Michelin Remix tyres at the company's Stoke factory, a process adding roughly 20 kg of raw materials versus about 70 kg for a new tyre. Retreads follow the local-to-local principle, being used exclusively within UK and Ireland, supporting skilled domestic jobs and avoiding export-related environmental impact. The tyre carries rolling resistance class B, wet grip class C and external noise class A under EU labelling, plus 3PMSF and M+S winter markings.

Andrew French, B2B Sales Director, Michelin UK & Ireland, said, “Alongside durability and versatility, Michelin recognises the growing pressure hauliers face to reduce rolling resistance, as trailers form an integral part of the total cost of ownership (TCO) equation. This is something our latest generation trailer tyre can help operators to achieve.”

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Goodyear Chile has reinforced its dedication to sustainability and the circular economy through programmes that encourage responsible handling of end-of-life tyres while supporting environmental protection across the country.

Beyond producing and selling tyres, the company ensures its discarded products are managed in an environmentally sound manner. These tyres are collected and treated at authorised recycling plants, where mechanical processes convert them into reusable materials suitable for new products and applications, in line with Chilean regulations for out-of-use tyres and the firm’s sustainability goals.

Goodyear Chile also continues working to meet requirements under Chile’s Extended Producer Responsibility Law. It currently uses two management mechanisms tied to regulatory categories. For Category A, covering tyres with rims under 57 inches except those measuring 45, 49 and 51 inches, the company participates in NEUVOL, a collective nonprofit system focused on collecting and recovering end-of-life tyres. Together with NEUVOL, Goodyear Chile sends these tyres to Polambiente, a Santiago-based recycler specialising in mechanical recycling that turns them into raw materials and products for new uses.

For Category B, which includes tyres with rims of 45, 49 and 51 inches and wheels 57 inches or larger, Goodyear Chile has operated under a management plan approved by the Ministry of the Environment since 2022, becoming the first Category B tyre company to secure such authorisation in Chile. It has consistently met annual collection and recovery targets for 2023, 2024 and 2025. These tyres go to Rembre Tires in northern Chile, where granulation recovers 100 percent of the tyre, separating rubber and steel for various applications.

Goodyear Chile’s responsible tyre management predates the REP Law targets and reflects its broader effort to cut environmental and social impacts. For over 10 years, it has advanced recycling initiatives and maintained a zero-waste-to-landfill policy while continuing research into more sustainable materials, including alternative raw materials, to help Chile reduce waste and build a more sustainable future.

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Hankook Tire, the exclusive tyre supplier for the FIA World Rally Championship, wrapped up its support for the 12th round of the season. The WRC Rally Chile Biobío concluded on 13 September near Concepción, Chile, with Hankook’s off-road Dynapro R213 tyres proving central to the event.

The rally featured 16 special stages covering 311.18 competitive kilometres. Competitors tackled forest roads and rugged, unpaved mountain terrain around Concepción and the Biobío region, beside Chile’s Pacific coast. The route blended fast corners with compacted gravel made of volcanic ash particles and small stones, severely testing both drivers and tyres. Repeated runs over rough ground magnified the difficulty.

Hankook’s Dynapro R213 was available in Hard and Soft compounds, letting teams strategically select tyres for surface and weather conditions. The tyre offered flexibility on steep slopes and across varied ground, from soft earth to thick gravel. Oliver Solberg of Toyota GAZOO Racing claimed his second win of the season, following his Rallye Monte-Carlo triumph. The result also earned Toyota the 2026 Constructors’ Championship, its sixth straight since 2021 and tenth overall.

The 2026 WRC season now moves to the 13th round, WRC Rally Italia Sardegna, scheduled for 1–4 October near Alghero, Sardinia. That event combines demanding coastal and interior mountain roads, with tight corners and blind crests that restrict forward visibility, placing high demands on tyre traction and durability.

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Bridgestone has unveiled the V-Steel Highway Service 3 (VHS3), a new high-speed radial tyre engineered for mobile all-terrain cranes. As a global leader in premium tyres and sustainable mobility solutions, the company designed the product to enhance vehicle and fleet performance. The VHS3 delivers improved wear life while helping reduce downtime and maintenance costs, enabling operators to perform confidently in demanding environments.

Compared with its predecessor, the VHS2, the new tyre offers up to 12 percent longer wear life. Bridgestone achieved this through an advanced rubber compound technology and an optimised contact area that minimises irregular wear. A new tread design featuring wide grooves and extended lug blocks further combines longer wear life with improved grip and stability on highways and off-road terrain.

The VHS3 is also 24 kg lighter than the VHS2, assisting fleets in reducing fuel consumption and operational costs while maintaining durability and improving load capacity. This results from a lighter casing design with a lighter belt construction. Bridgestone's new crane tyre will be available from September 2026 in size 445/95R25 178F.

Bas Rijpma, Fleet Manager, Sarens Netherlands, said, "In our business, reliability, uptime and efficiency are critical. Bridgestone has been a trusted partner to Sarens for more than a decade. As the next generation crane tyre, the VHS3 is already delivering very promising results. We have observed no irregular wear, the robustness we require for demanding heavy transport operations and favourable fuel efficiency potential thanks to its lighter weight. Combined with the TPMS solution, which gives us real-time insight into tyre pressure and temperature, the VHS3 helps us optimise tyre performance and minimise downtime. Together with low noise levels, it gives us confidence that Bridgestone VHS3 is setting a new standard for crane tyre performance."

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