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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Gislotica, a manufacturer of machinery for the tyre industry, has joined APIB as a supplier member, strengthening its links with the rubber sector and expanding its engagement with industry participants.

The company also took part in an APIB panel recently, providing an opportunity to exchange views with professionals and businesses across the sector.

Membership of APIB is intended to help Gislotica build relationships with manufacturers, suppliers and other industry partners, while sharing knowledge of the challenges and opportunities facing the sector.

Gislotica considers collaboration across the industry essential to driving innovation, developing technological solutions and supporting growth. The company plans to continue developing machinery solutions that address the needs and challenges of its partners.

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Prinx Chengshan marked a significant double milestone this October by hosting the 2026 Prinx Chengshan International Dealer Conference in Rongcheng, Shandong Province, coinciding with the 50th anniversary of Chengshan Group's manufacturing operations. The event drew over 100 international dealer representatives from Europe, North America, the Asia-Pacific, Latin America, Middle East and Africa, underscoring the company's determination to strengthen its global footprint, build a premium brand, and pursue shared success through collaboration.

Che Hongzhi, Chairman of Chengshan Group, reflected on how five decades of perseverance have forged a distinctive corporate culture and rich brand heritage rooted in integrity, craftsmanship and mutual success. This foundation, he noted, has enabled steady and sustainable growth in global markets, while the steadfast support of partners has given Prinx Chengshan the confidence to expand worldwide through deeper, higher-quality collaboration.

Jiang Xizhou, President of Prinx Chengshan, analysed the core competitive advantages built over 50 years across products, services and supply chain development. He outlined a strategic shift from price competition toward value competition, translating the company's ‘product plus service’ philosophy into tangible benefits for market partners. Vice President Che Jing added that five decades of weathering challenges alongside partners have yielded both cultural heritage and practical experience, with five key growth engines – including tyres for new energy vehicles and speciality tyres – set to drive further upmarket movement and comprehensive value-chain support for international dealers.

The conference gave partners comprehensive insight into Prinx Chengshan's research and development capabilities, product portfolio and supply chain system. Li Chongbing, Director of the R&D Center, stressed that continuous innovation remains the only path to future growth. Wang Hongdian, Director of the Marketing Center, detailed comprehensive solutions and upcoming plans for passenger, commercial and specialty tyres, while Sun Yaping, Director of the Supply Chain Management Center, used case studies and data to demonstrate resilience in fulfilling orders amid international trade challenges.

Dealer representatives from Brazil, Thailand and Puerto Rico addressed attendees, sharing local market achievements and praising the company's overseas competitiveness while congratulating Chengshan Group on its manufacturing anniversary. International dealers also toured the showroom and six laboratories, including noise testing and static performance facilities, holding in-depth discussions on product upgrades, regional expansion, supply chain coordination and after-sales service improvements that helped remove communication barriers and build consensus.

Looking ahead, Prinx Chengshan intends to collaborate with partners worldwide under an open and inclusive global outlook, building a new ecosystem in which resources are shared, strengths are complementary, risks are jointly managed and benefits are distributed among all stakeholders.

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DUNLOP is set to appear at the 2026 Paris Motor Show, using its exhibition to highlight the brand’s diverse character. Located in pavilion 7.1 at stand D27, the company will occupy 105 square metres with a display combining current tyres, a historic racing vehicle and interactive features. The event runs from 12 to 18 October 2026.

Visitors will be able to view several products from the current portfolio, including the DUNLOP SPORT MAXX RACE 2 in 325/30R21, the DUNLOP BLUE RESPONSE TG in 245/40R18, a winter tyre in 255/45R19 and the DUNLOP ALL SEASON 2 in 225/45R18. Together, these exhibits illustrate the brand’s coverage of different driving needs and showcase some of its best-selling lines.

A special emphasis will also be placed on DUNLOP’s motor-racing heritage. A historic Porsche from 1984 will form part of the stand, bringing a sense of tradition to Paris and helping connect past racing achievements with contemporary technology through the overall exhibition concept.

Beyond tyres, DUNLOP will offer insights into its sporting activities and present tennis, padel and squash rackets. Two driving simulators running Gran Turismo 7 on PlayStation 5 will further engage attendees, allowing them to test their skills and compete for best times on DUNLOP tyres.

Laurent Crampette, Sales Manager – France, Dunlop Tyre Europe GmbH, said, “The Paris Motor Show is one of the most important shows for automotive industry in Europe and a great opportunity for DUNLOP to present itself once again. France is an important market for the brand and the show gives us the opportunity to hold talks with visitors and industry partners. With our appearance, we want to show everyone what DUNLOP stands for today: a mix of contemporary tyre solutions, a longstanding motor-racing tradition and close links with the world of sport.”

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The Association of Natural Rubber Producing Countries (ANRPC) has confirmed that its Annual Conference 2026 will take place on 23–24 November 2026 at the Pullman Pattaya Hotel G in Pattaya, Thailand. The gathering will adopt the theme ‘Building a Resilient, Competitive and Sustainable Global Natural Rubber Industry’, reflecting the sector’s urgent need to address mounting pressures across the global value chain.

The two-day programme will feature five thematic sessions before a moderated panel discussion. These sessions will cover geopolitics and the Middle East conflict, climate change and its effects on production and productivity, supply-demand dynamics and price volatility, advancing sustainability beyond the European Union Deforestation Regulation (EUDR) and the implications of protectionist policies for trade and consumption. A 40-minute High-Level Roundtable on the Future of the Global Natural Rubber Industry will close the conference, focusing on strategic priorities, collaborative action and practical pathways towards long-term resilience and growth.

The global natural rubber industry stands at a critical juncture, with rising temperatures, shifting rainfall patterns, flooding and climate-related diseases increasingly pressuring production and productivity. Geopolitical tensions, including the ongoing Middle East conflict, rising operating costs, narrowing margins and evolving sustainability requirements are adding further strain across the value chain, said the association.

As a renewable resource, natural rubber supports industrial development and sustainable value chains, yet it faces supply constraints, price volatility, declining productivity, tree diseases, rising costs and stringent ESG requirements. These challenges also present opportunities to strengthen competitiveness, enhance value addition, diversify markets and accelerate sustainable practices. With decarbonisation efforts advancing towards 2030 and regulations such as the EUDR reshaping market access, stakeholders must collaborate to build responsible, inclusive, transparent and viable supply chains. Innovation, investment, and sustainable finance will be vital for smallholders and SMEs, the association further added.

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