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.

Comments (0)

ADD COMMENT

Link Copied!

TVS Srichakra reported higher standalone and consolidated profits for the quarter to December 2025, supported by revenue growth and grant income, despite exceptional charges linked to labour reforms and voluntary retirement costs.

Quarterly performance

Standalone revenue from operations rose to INR 8.50 billion in the December quarter, from INR 7.47 billion a year earlier. Total income stood at INR 8.52 billion.

Standalone profit before tax, after exceptional items, was INR 1.90 billion, compared with a loss of INR 0.36 billion in the same quarter last year. Net profit after tax was INR 1.42 billion, against a loss of INR 0.31 billion a year earlier.

Standalone earnings before interest, tax, depreciation and amortisation were INR 6.05 billion, representing a margin of 22.5 percent.

On a consolidated basis, revenue from operations rose to INR 9.17 billion, from INR 8.03 billion a year earlier. Profit before tax, after exceptional items, was INR 1.71 billion, compared with a loss of INR 0.56 billion. Net profit attributable to owners of the group was INR 1.12 billion, against a loss of INR 0.60 billion.

Nine-month performance

For the nine months, standalone revenue from operations increased to INR 24.77 billion, from INR 22.71 billion a year earlier. Net profit after tax was INR 4.81 billion, up from INR 2.64 billion.

Consolidated revenue from operations for the nine months rose to INR 26.62 billion, from INR 24.35 billion. Net profit attributable to owners of the group was  INR 3.51 billion, compared with INR 1.10 billion in the previous year.

Exceptional items and regulatory impact

Exceptional items included recognition of grant income of INR 1.88 billion under an investment promotion capital subsidy sanctioned by the Government of Tamil Nadu in November 2021. The grant is to be received over 12 years in equal annual instalments, subject to conditions, and has been accounted for under Ind AS 20 using the income approach.

The company also recognised incremental estimated obligations of INR 1.17 billion on a standalone basis and INR 1.21 billion on a consolidated basis under the new labour codes, mainly on account of employees past services. The codes became effective from November 21 2025, though supporting rules are yet to be notified.

Under a voluntary retirement scheme, the company spent INR 0.13 billion in the quarter and INR 0.51 billion in the nine months.

During the nine-month period, subsidiary Super Grip Corporation incurred severance expenses of INR 0.04 billion.

Comments (0)

ADD COMMENT

Link Copied!

Sailun Group introduced its latest range of commercial vehicle tyres in China in January 2026, presenting a diversified portfolio tailored to the global market. The offering includes the MAXAM premium line, electric vehicle tyres designed for trucks and buses, advanced tubed options for heavy-duty applications, the SR135 for medium-to-long-haul general freight and two metric series: the SR195 for car transporters and the SR330 engineered for heavy haulage. Together, these products address a broad spectrum of operational requirements across the commercial transport sector.

Each new tyre is developed on Sailun’s proprietary third-generation technology platform, which integrates advances in materials, processes and manufacturing techniques. This platform represents the culmination of more than two decades of research and industrial expertise, serving as the foundation for enhanced performance and durability. Sailun reinforces its commitment to its founding mission of tyre excellence through continued investment in technological progress and robust supply chain coordination.

The expanded product line underscores the company’s growing capabilities in high-end, new energy and heavy-duty segments while strengthening its overall commercial tyre strategy. Prior to release, all tyres underwent comprehensive road testing across various regions and real-world operating scenarios. The resulting data confirmed marked improvements in tread life, load resilience and consistent dependability under diverse conditions, validating the performance objectives set during development.

Comments (0)

ADD COMMENT

Link Copied!

Pirelli’s hardest slick compounds dominated the opening day of 2026 Formula 1 pre-season testing in Bahrain, with teams restricted to the C1, C2 and C3 slick compounds best suited to the Sakhir circuit’s demanding surface. The first of six scheduled days of running ahead of the season opener in Melbourne on 8 March saw track activity unfold under markedly warmer conditions than last year, with ambient temperatures ranging from 25 to 32°C and track temperatures peaking at 43°C – a stark contrast to the sub-15°C conditions experienced in Manama a year ago.

Over eight hours of running, 18 drivers completed a total distance of 6,183 kilometres. The C3 compound proved the most heavily utilised, accounting for more than half of all laps with 603 tours totalling 3,262 kilometres. The C2 followed with 382 laps covering 2,067 kilometres, while the C1 was used for 156 laps and 844 kilometres. A single set of Intermediate tyres was also permitted and fitted by Haas driver Esteban Ocon for two installation laps at the session’s outset. In total, 11 sets of C1, 29 of C2 and 40 of C3 were deployed across the field.

Sergio Pérez, driving for Cadillac, recorded the longest uninterrupted stint on the hardest compound with 30 laps. Max Verstappen achieved the longest run on C2 with 31 laps, while Ocon logged 25 consecutive laps on the C3 to lead that category. Verstappen also posted the quickest time on the C1 compound with a lap of 1:35.631.

Lando Norris finished the day fastest overall, his 1:34.669 set on the C2 placing him at the top of the timesheets. He was followed by Verstappen and Ferrari’s Charles Leclerc, both of whom set their best laps on the softer C3 compound, trailing by 0.129 and 0.521 seconds, respectively. Eight different teams appeared in the top 10 positions. Isack Hadjar, Fernando Alonso, Liam Lawson and Ollie Bearman did not participate in any running.

Comments (0)

ADD COMMENT

Link Copied!

Michelin reported a fall in earnings for 2025 as weaker volumes and a stronger euro offset gains from pricing and product mix, while free cash flow remained robust and debt declined.

Sales fell 4.4 percent to €26 billion in 2025, according to the company’s full-year results. Tyre volumes declined by 4.7 percent, with more than 80 percent of the drop linked to original equipment markets, particularly truck and agricultural tyres in North America.

Segment operating income amounted to €2.9 billion at constant exchange rates, representing 10.9 percent of sales and down 1.5 percentage points year on year . On a reported basis, segment operating income was €2.7 billion, compared with €3.4 billion in 2024. Net income fell 12 percent to €1.7 billion.

Free cash flow before mergers and acquisitions reached €2.1 billion, while net debt declined to €2.3 billion from €3.1 billion, reducing gearing to 13.0 percent.

Florent Menegaux, Managing Chairman, said: “In 2025, several markets where the Group operates were affected by heightened competition, new and very unstable customs tariffs, and an unfavourable regulatory environment, which weighed on our volumes. In this context, our teams responded with exemplary engagement, by closely adjusting the steering of our operations. We also strengthened our financial position, continued to adapt our industrial capacities, and accelerated our product plan. The Group's growth momentum in Polymer Composite Solutions, boosted by our recent acquisitions, confirms our ability to position ourselves in these high value-added activities. We remain committed to continuing to deploy our Michelin in Motion 2030 strategy”.

The automotive and two-wheel division reported sales of €14.3 billion, down 2.5 percent, with an operating margin of 11.7 percent, compared with 13.1 percent in 2024. The share of 18-inch and larger tyres in Michelin-branded passenger car sales rose to 68 percent.

Road transportation sales declined 8.7 percent to €6.0 billion. The operating margin narrowed sharply to 4.7 percent from 9 percent, reflecting a 20 percent contraction in North American original equipment markets, where manufacturers reduced output after stockpiling trucks .

Specialty businesses generated sales of €5.7 billion, down 4.4 percent, with an operating margin of 13.5 percent. Mining and aircraft tyres recorded growth, partly offsetting continued weakness in agricultural and construction original equipment markets.

The group said non-tyre businesses, including Polymer Composite Solutions and Michelin Connected Fleet, made a positive contribution to sales and operating income.

For 2026, Michelin expects tyre markets to remain broadly stable over the year, with a slight contraction in the first half and relative improvement in business-to-business original equipment markets in the second half. The company is targeting growth in segment operating income at constant exchange rates and scope, and more than €1.6bn in free cash flow before mergers and acquisitions.

Comments (0)

ADD COMMENT

Link Copied!