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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Celebrated French cyclist Romain Bardet is entering a profound partnership with Michelin to serve as the strategic ambassador for its Gravel segment. This alliance is founded on a mutual commitment to pioneering innovation and sustainable performance within the discipline. Both Bardet and the Michelin Group share deep roots in France’s Auvergne region, reinforcing a natural cultural and geographical synergy that underscores a joint pursuit of excellence.

Beginning in 2026, Bardet will dedicate his racing calendar almost entirely to international Gravel events, aiming for podium results at competitions like the UCI Gravel World Series. His recent decisive win at a major Gravel event in Australia already signals his strong competitive potential in this arena. In his role, Bardet will initially compete on existing Michelin products such as the MICHELIN Power Gravel.

From 2027 onward, his involvement will deepen to actively co-develop future Gravel product ranges. By providing real-time feedback from diverse terrains and race conditions, Bardet will enable Michelin’s technical teams to refine and optimise product development directly from the field. This collaboration strategically merges elite athletic insight with engineering expertise to advance Gravel cycling innovation on a global scale.

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Apollo Tyres Ltd reported a 12 percent increase in consolidated revenue for the third quarter of the 2025–26 financial year, supported by double-digit growth in both its Indian and European operations.

For the three months ended 31 December, 2025, the tyre maker recorded revenue from operations of INR 77.43 billion, compared with INR 69.28 billion a year earlier. Operating profit rose 25 percent to INR 11.86 billion, while net profit increased 40 percent to Rs 4.71 billion.

For the first nine months of the financial year, revenue rose seven percent to INR 211.35 billion, up from INR 197.00 billion in the corresponding period last year. Operating profit for the period increased 12 percent to INR 30.74 billion.

Net profit for the nine months stood at INR 7.41 billion, compared with INR 9.37 billion a year earlier. The company said the figure included an estimated pre-tax restructuring cost of INR 5.45 billion, disclosed as an exceptional item.

Onkar Kanwar, Chairman of Apollo Tyres Ltd, said the company delivered double-digit volume growth across geographies and market segments during the quarter.

“My compliments to the team for delivering double-digit volume growth across geographies and market segments in the past quarter,” he said. “India recorded its best quarterly performance to date, driven by strong growth across replacement, exports and OEM channels. Our European Operations also performed in line with the broader market. Encouragingly, demand momentum remains healthy, and we expect this trajectory to sustain going forward.”

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Building upon the foundation of their joint venture, UniPyrum, Pyrum Innovations AG and UNITANK Holding GmbH are advancing their collaboration into a concrete implementation phase. A key milestone has been reached with the signing of a high six-figure engineering and consulting agreement between Pyrum and UniPyrum, which also serves as the joint venture's inaugural order. This contract, for which an initial payment has already been made, focuses on the approval process and basic engineering for the partnership's first tyre recycling plant. The selected site is an existing UNITANK tank farm in Emleben, Thuringia, a location chosen for its excellent logistical access and established infrastructure.

This facility in Emleben represents the initial project within a broader vision to develop five to 10 such plants across Germany and Europe. The UniPyrum management team has begun its strategic work, securing preliminary funding and holding meetings to coordinate operational steps and site development. A primary focus of this early phase is the systematic identification and evaluation of strategic locations for subsequent projects.

To propel the ambitious pipeline forward, the venture's immediate priorities include selecting sites for the next two German plants and commencing the requisite planning and approval procedures. To manage this expansion effectively, UniPyrum plans to recruit specialised personnel, ensuring that the development of all projects progresses both efficiently and on schedule. This structured approach marks a significant transition from planning to active execution for the partnership.

Pascal Klein, CEO, Pyrum Innovations AG, said, “With the signing of the engineering contract, we are setting a decisive milestone together with UNITANK for the implementation of our first joint venture plant in Europe. The plant in Emleben is another driver of our growth strategy in Germany and lays the foundation for the widespread introduction of our pioneering recycling technology and the supply of system-critical raw materials produced from waste to Europe.”

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Tyres Europe has announced that Brisa and Marangoni have become Full Members of the association, strengthening the European tyre manufacturing industry's collective presence.

Commenting on the development, Livio Magni, President, Tyres Europe, said, “We are pleased to welcome Brisa and Marangoni to Tyres Europe. Their joining reflects the importance of a strong and united industry voice at the European level, particularly at a time of increasing regulatory complexity and transformation for the tyre sector.”

Adam McCarthy, Secretary General, Tyres Europe, said, “The joining of Brisa and Marangoni reinforces the diversity and expertise within Tyres Europe, particularly in retreading and circular economy solutions. We look forward to working closely together on key EU policy files affecting competitiveness, sustainability and innovation in the tyre industry.”

Cenk Koçdor, Chief Growth Officer, Brisa, said, “Being part of such an influential platform that shapes the future of the industry at both European and global levels always makes us happy and proud. Through this full membership, we will contribute to the dialogue on regulations and market dynamics while strengthening our market intelligence to deliver greater value for our customers. With our capabilities, we will help reinforce the strategic role of tyres within a sustainable mobility ecosystem and support the industry’s readiness for the future.”

Vittorio Marangoni, President, Marangoni, said, “We are proud to regain our status as a Full Member and look forward to contributing to the European tyre industry during this challenging period. We will also be happy to share with Tyres Europe our specific expertise in the circular economy of tyres.”

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