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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Bridgestone has launched a new range of underground mining tyres engineered to perform in extremely harsh conditions, enabling greater productivity with fewer resources. The VMNT, VMDL and VMMS products are specifically designed for underground applications, where abrasive rock, high moisture and continuous operations create one of the toughest environments for tyres.

All three models debut Bridgestone’s Subterranean technology, allowing haulers to carry heavier loads without raising inflation pressure. This innovation also lowers the risk of cuts, penetrations and costly downtime. The tyres form part of the company’s Moving More with Less philosophy, balancing higher capacity, durability and safety to help operators maximise output underground.

The tyres reduce penetrations by enveloping rocks instead of allowing them to cut into the rubber while preserving grip and operator comfort. The VMNT offers extended wear life for underground haulers, the VMDL uses a unique lug pattern for traction on load and haul dump machines and the VMMS features a smooth grooveless design where traction comes from terrain contact, plus cut-resistant sidewalls. Available sizes include 26.5 R25, 29.5 R29 and 35/65 R33.

This release strengthens Bridgestone’s off-road tyre portfolio and reinforces its commitment to innovative solutions that improve productivity, durability and safety in specialised global applications.

Rob Cole, Key Account Manager – Off Road Tyres, UK and Ireland, Bridgestone, said, “These tyres are specifically designed for the harshest terrains that you’ll ever come across. Underground mines are among the most demanding and challenging environments imaginable. The beauty of these tyres is that they can carry 15 percent extra load capacity without increasing the pressure. Traditionally, the thinking in this sector was to make the casing stronger and simply put more air into the tyre to carry more load. In reality, that can be counterproductive in these conditions.

“If a tyre fails underground, it can fail with a tremendous amount of force, costing operators huge amounts of money in downtime and, more importantly, potentially endangering life. The machines themselves are getting heavier, so the tyre beads have also been strengthened to help carry more load safely and effectively. What Bridgestone has developed here is a tyre range capable of handling the severe realities of underground mining while helping operators move more with less.”

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The Yokohama Rubber Co., Ltd. has confirmed that its flagship ADVAN brand tyres powered the JR2 Class victor at 2026 WRC FORUM8 Rally Japan, the seventh round of the FIA World Rally Championship. The race took place from 28 to 31 May on courses spanning Japan’s Aichi and Gifu prefectures.

The ADVAN A051T tarmac rally tyres delivered the grip, control and wear resistance essential for navigating the event’s technically demanding stages under high surface temperatures. The JR2 Class is designated for national and regional rally vehicles with engine displacements above 1600 cc and up to 2500 cc. The winning car was a TOYOTA 86 fielded by K-ONE RACING TEAM, driven by Yuta Yamamoto and Shizuka Takehara.

Their well-coordinated, precision driving, combined with the ADVAN A051T tyres’ performance, allowed them to clock the fastest time on every stage except SS10, where a Notional Time was applied. The pair finished over 17 minutes ahead of the second-place car. Yamamoto has now claimed first place in the JR2 Class at Rally Japan for five consecutive years, with ADVAN tyres contributing each time.

Beyond Rally Japan, Yamamoto also competes in the Japanese Rally Championship, where he has secured the JN-3 class series title for three straight years, again supported by ADVAN rally tyres. Rally Japan is the country’s round of the WRC, which ranks alongside Formula 1 and the FIA World Endurance Championship as a premier global motorsport series. The competition is run entirely on tarmac roads, and this year’s WRC calendar features 14 rounds across different nations worldwide.

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Tyres Europe has responded to the European Commission’s recent policy package on the EU Deforestation Regulation (EUDR), offering qualified support for measures that reduce red tape. Industry representatives have pointed to proposed exemptions for retreaded and test tyres as a positive step, arguing these products do not present the same supply chain traceability risks as standard new tyres. The move is seen as a way to prevent unnecessary administrative costs for businesses.

A significant point of clarity within the Commission’s documents involves the dual legal status of tyre makers. Under the new framework, manufacturers are considered operators when importing natural rubber but become first downstream operators when selling finished goods. Tyres Europe has endorsed this distinction, stating it prevents the needless circulation of due diligence statement numbers after the raw material has already been cleared at the border. The association believes the same rationale should apply to imported finished tyres, which have already satisfied verification requirements upon entry.

Nevertheless, serious practical hurdles remain, particularly concerning the EUDR’s digital infrastructure. The tyre sector routinely mixes domestically produced and imported tyres within the same warehouses for extended periods, forcing companies to repeatedly consolidate large volumes of due diligence references for customer shipments. Although the Commission has acknowledged the necessity of grouping tools, the current design of the Information System may undermine these simplified procedures. Industry leaders warn that without technically sound solutions, system resilience could be compromised.

Tyres Europe has formally requested that the EUDR’s existing implementation deadline stay unchanged. Instead of delaying the rules, the group urges policymakers to resolve unresolved operational issues through narrowly tailored fixes. The ultimate goal is to prevent duplicate transmission obligations wherever prior due diligence can be clearly demonstrated, ensuring that supply chains remain functional without sacrificing regulatory oversight.

Adam McCarthy, Secretary General, Tyres Europe, said, “The tyre industry supports the objectives of the EUDR and is ready to implement it. After years of preparation, companies now need implementation certainty. The priority now should be to ensure that the remaining operational issues are addressed through targeted refinements and further implementation guidance, rather than through any reopening of the Regulation itself.”

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The Yokohama Rubber Co., Ltd. has been named a ‘Supplier Engagement Leader’, the top ranking in the 2025 Supplier Engagement Assessment by CDP, a global environmental nonprofit focused on a sustainable economy. This marks the second consecutive year the company has received the highest rating.

The CDP assessment examines how businesses effectively collaborate with suppliers on climate change issues, based on five criteria from its climate questionnaire: governance and strategy, emissions targets, Scope 3 emissions, risk management and supplier cooperation. Yokohama Rubber aims to achieve net zero CO₂ emissions from its own operations by 2050 and has disclosed Scope 3 emissions since 2013.

To address supply chain climate impact, the company created the Yokohama Green Procurement Guidelines with suppliers to promote eco-friendly raw materials. It also holds annual CSR briefings for suppliers on carbon neutrality. Under its ‘Caring for the Future’ sustainability slogan, Yokohama Rubber continues to generate shared value by tackling social issues through business activities.

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