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!

Cooper Tires is strategically reinforcing its all-season tyre portfolio across passenger cars, sport utility vehicles and light commercial vehicles to meet the growing demand for versatile, year-round driving solutions. This expansion addresses the practical needs of drivers who encounter fluctuating road and weather conditions throughout the year.

Leveraging over a century of tyre manufacturing expertise, the company has broadened its all-season range to deliver reliable, balanced performance and durability tailored for real-world driving across the EMEA region. The enhanced product line now achieves an 89 percent market coverage rate for key European vehicles, ensuring a wide array of suitable options for customers.

The comprehensive portfolio includes the Cooper All-Season for cars and SUVs and the Cooper All-Season Van for light trucks. Both ranges carry the 3PMSF symbol, signifying certified winter capability. The passenger car and SUV line incorporates 3D blading technology for effective braking, an optimised footprint for even wear and extended tread life and a robust carcass for stable handling. This range comprises 84 SKUs, spanning sizes from 14 to 20 inches, and is engineered to be electric vehicle ready.

Specifically developed for commercial use, the Cooper All-Season Van emphasises strength, high mileage and reliability for daily fleet operations. Its deep treads and high-density siping enhance all-season braking, while a reinforced casing supports heavy payloads and demanding work environments. This van-specific line includes 18 SKUs, covering 15- to 17-inch diameters, and is also EV-ready. This strategic investment underscores Cooper Tires’ commitment to delivering its characteristic toughness and straightforward dependability through a versatile all-season offering in the region.

Ben Glesener, Senior Technology Director Product Development Consumer EMEA, said, “Cooper is focused on doing what really matters for drivers – delivering dependable tyres with strong coverage, proven performance and real‑world durability. Backed by more than 100 years of heritage and a renewed investment in product and brand across Europe, our all‑season portfolio is designed to give customers confidence all year round, whatever the road or the season.”

Comments (0)

ADD COMMENT

Link Copied!

Goodyear executed its largest-ever endurance operation at the 24 Hours of Le Mans, a feat defined by 188,747 kilometres driven, 377.5 million wheel revolutions, and 44 cars competing across the LMGT3 and LMP2 classes. The Goodyear Racing Eagle tyres delivered relentless performance, supported by over 120 experts and a stock of 8,000 tyres that sustained racing throughout the entire week.

The tyres' exceptional consistency allowed teams to extend stint lengths significantly, saving precious time during pit stops. Most LMGT3 squads completed four stints, or forty laps, before changing rubber, while LMP2 entries routinely managed five. One LMP2 team notably kept a single set for 56 laps, covering 761 kilometres, a distance comparable to travelling from Le Mans to Monaco.

Pace did not diminish despite the high mileage, with the fastest LMGT3 car posting a 100-lap average 1.2 seconds quicker per lap than the previous year, marking the fastest Le Mans of the LMGT3 era. Goodyear’s off-track presence was equally robust, featuring the Goodyear Blimp, a new grandstand, a popular fan activation, a museum collaboration and the introduction of the Goodyear Passerelle.

Ahead of the race, Goodyear reaffirmed its commitment to LMGT3 through a joint announcement with the FIA and ACO, extending its exclusive supply into a fourth season in 2027 with a new tyre composed of 66 percent sustainable materials. The WEC now moves to the 6 Hours of São Paulo on 12 July, though many Le Mans teams will first compete at the European Le Mans Series’ 4 Hours of Imola on 5 July.

Stephen Bickley, Goodyear Endurance Program Manager, said, “When you look at the distances covered without compromising on pace, it underlines the consistency and reliability of our Goodyear Racing Eagle tyres throughout one of the toughest races in the world. It was a special Le Mans for us, felt through our fan activation, partnership renewal and icons old and new at – and above – the circuit.”

Comments (0)

ADD COMMENT

Link Copied!

Tegeta Green Planet recently conducted an educational workshop at AlterBridge University, focusing on sustainable development, the Sustainable Development Goals and the Extended Producer Responsibility system. The session provided students with essential knowledge regarding proper waste management and the environmental consequences of daily consumer choices.

Organised in partnership with Shine Energy, the event featured an interactive format that included a discussion segment, an engaging game and a concluding ceremony to recognise the workshop's top performers. This collaborative effort aimed to make the learning process both informative and participatory.

As a pioneering entity in Georgia, Tegeta Green Planet holds official authorisation from the Ministry of Environmental Protection and Agriculture under the EPR framework. The organisation is actively involved in the circular economy by managing the collection, transport and recycling of used tyres, oils and batteries.

Throughout the workshop, students posed inquiries to industry experts and explored how personal actions influence ecological well-being. Attendees received symbolic gifts and certificates for their participation. This initiative is part of a broader educational campaign by the organisation to visit universities and schools throughout Georgia, with the ultimate goal of fostering environmentally conscious citizenship among the youth.

Comments (0)

ADD COMMENT

Link Copied!

The Tire Industry Project (TIP) has initiated a pilot study in collaboration with the Greater Paris Sanitation Authority (SIAAP) and the sustainability consultancy ERM to assess the potential of wastewater treatment plants to remove tyre and road wear particles. The research is being conducted at the Valenton wastewater treatment facility near Paris, which ranks as Europe’s second-largest plant and features advanced treatment technologies representative of modern municipal systems. This investigation is scheduled to continue through 2026.

In numerous urban centres globally, stormwater and road runoff are channelled into wastewater systems prior to being discharged into natural waterways. A clearer understanding of how effectively these treatment processes capture TRWP could guide the broader adoption of optimised wastewater management practices. Currently, systematic data quantifying the removal of these particles within treatment plants remains scarce, and this project aims to generate comprehensive, end-to-end evidence to bridge that knowledge deficit.

The study represents TIP’s first real-world application of a priority mitigation strategy identified in its white paper on addressing tire and road wear particles. Over the coming months, researchers will collect and analyse samples from key stages of the Valenton plant’s treatment cycle using advanced pyrolysis gas chromatography-mass spectrometry. The findings are expected to estimate the total removal efficiency across the entire process and will be submitted to a scientific journal, with publication anticipated in early 2027.

The scientific understanding of TRWP is complicated by a lack of standardised methodologies, the variable nature of the particles and their transformation products, and the diverse environmental pathways they traverse. In response, TIP and its member companies have committed to advancing research on quantification, characterisation, environmental migration and potential impacts while collaborating with value-chain stakeholders to support science-based interventions. A 2024 TIP publication reviewed over 50 mitigation measures and prioritised nine based on upstream and downstream potential, employing a prevention, containment and removal framework.

That review also concluded that no single measure has been proven effective specifically for TRWP and that on-ground validation is essential. Moreover, the paper stressed that no universal solution exists, requiring coordinated, large-scale implementation across multiple actors, including the tyre, road construction and automotive sectors, as well as municipal authorities, academia and other public and private entities. The Valenton pilot thus marks TIP’s inaugural effort to test wastewater management’s real-world efficacy, uniting diverse stakeholders from both the public and private sectors in this critical research.

Larisa Kryachkova, Executive Director, TIP, said, “This pilot is an important step in going beyond understanding the subject in the laboratory to field-based evidence. We expect to identify best practices that can be applied far beyond this project, supporting TIP’s ambition to support science-based mitigation.”

Sabrina Guérin, Head of Innovation Department, SIAAP, said, “As the public authority responsible for wastewater treatment in the Paris region, SIAAP is committed to emerging science that protects waterways. By taking part in this TIP study, we will gain an early, science-based view of TRWP movement in solid waste. The findings can help inform and accompany future treatment planning and readiness for upcoming regulatory requirements.”

Comments (0)

ADD COMMENT

Link Copied!