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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JK Tyre & Industries has approved a phased capacity expansion plan involving an investment of INR 49.8 bllion to strengthen its presence in the Truck and Bus Radial (TBR) and Passenger Car Radial (PCR) tyre segments.

The company said its board of directors, at a meeting held on May 26, approved the expansion of TBR production at its Chennai Tyre Plant (CTP) and Vikrant Tyre Plant (VTP), along with PCR capacity expansion at the Chennai facility.

JK Tyre currently has an installed TBR and PCR capacity of 21 million tyres per annum, including capacities under implementation, with utilisation levels running at over 90 percent. The proposed expansion will increase overall capacity by 24 percent and is scheduled to be completed by FY30.

The investment will be undertaken in phases and financed through a combination of internal accruals and debt, the company said in its regulatory filing.

According to JK Tyre, the expansion is driven by robust demand across tyre categories in the Indian market and the need to maintain and strengthen its market presence.

The announcement comes alongside the company’s strong FY26 performance, with JK Tyre reporting record revenues and profitability amid rising domestic demand and higher sales volumes.

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Continental has introduced an addition to its retread product family with the launch of the ContiTread HDR 5, a regional retread designed to support fleet operations through enhanced durability and dependable performance. The new retread focuses on delivering confident handling, reliable traction and an extended service life for vehicles operating on regional routes.

The ContiTread HDR 5 employs a five‑rib tread pattern intended to provide predictable control, stability and even wear, particularly on routes involving frequent stops, sharp turns and mixed road surfaces. Its open shoulder design improves grip across various weather and road conditions, ensuring real‑world reliability while preserving both durability and overall mileage.

Developed to balance toughness with performance, the retread helps fleets maximise value from each retread cycle. Available widths include 210, 220, 230 and 240, all featuring a tread depth of 26/32 inch, offering flexible fitment for a range of regional truck applications.

Shaun Uys, VP of Sales and Marketing, Truck Tire RE USA, said, “Regional fleets need tyres that perform consistently across a wide range of conditions. The ContiTread HDR 5 was engineered to provide predictable handling, dependable traction and the durability fleets rely on to keep vehicles moving and costs under control.”

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Michelin’s Center for Sustainable Materials, located at the Michelin Innovation Park – Cataroux in Clermont-Ferrand, has entered into a strategic partnership with Syntetica, a leading European deeptech startup. The collaboration aims to fast-track the industrial deployment of an innovative nylon recycling process, reinforcing the circular economy.

Under the agreement, Syntetica will integrate its proprietary chemical recycling method into a secure, purpose-built industrial environment at the Center. This marks the first time that nylon-rich mixed textiles can be recycled on an industrial scale. The initiative combines more than 130 years of Michelin’s material science leadership with Syntetica’s advanced low-temperature chemical process.

The global textile industry recycles less than one percent of its waste, largely because most technical garments contain mixed synthetic fibres that defy conventional recycling methods. Syntetica’s technology directly processes such materials without prior sorting, yielding high-purity Nylon 6 and Nylon 6.6 suitable for textile, automotive and industrial uses. The pilot at the Center will initially recycle several tonnes of textile waste, with a planned scale-up towards industrial volumes by 2027.

Both organisations share the belief that industry must drive the transition to sustainability. The project aligns with Europe’s regulatory push, including mandatory textile separation from 2025 and stricter recycled content rules from 2027. Beyond nylon, the pilot represents the first step in Syntetica’s broader green chemistry platform, which aims to expand to other polymers and pioneer a new generation of circular industrial solutions.

Marco Bertone Co-Founder & CEO, Syntetica, said, “Installing our pilot at the Center for Sustainable Materials marks a decisive milestone for Syntetica. The industrial expertise and operational rigour made available by Michelin are a key lever to scale our technology to full industrialisation.”

Patrice Kéfalas Director, Center des Matériaux Durables, said, “The Center for Sustainable Materials was designed to support this kind of breakthrough technology towards industrial scale. The collaboration with Syntetica illustrates our ambition to put Michelin’s industrial experience in service of concrete solutions to accelerate materials circularity.”

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Scandinavian Enviro Systems AB (publ) has taken a significant step forward in its Nordic expansion by submitting an environmental permit application for its first wholly owned, full-scale pyrolysis plant in the region. The company has also secured an exclusive option to purchase the property where the facility is intended to be located.

Designed to process over 70,000 tonnes of end-of-life tyres annually, the proposed plant represents a core pillar of Enviro’s long-term strategy focused on wholly owned facilities. The permit submission and property option mark continued execution of the company’s industrial scale-up, supported by constructive dialogue with relevant authorities and stakeholders. Preliminary feedback from regulators could arrive before the end of the second quarter of 2026.

While the property option allows Enviro to reserve the site ahead of a final investment decision, the planned establishment remains conditional on receiving the necessary environmental approvals, a final investment decision and other standard project requirements.

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