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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RuLa-BRW, a partner in the AZuR network, has introduced the Berliner BUS400 Premium HL EV, a hot-retreaded tyre engineered specifically for the operational realities of electric city buses. The launch addresses a critical facet of the mobility transition, shifting focus from powertrain emissions to the sustainability of vehicle components. This new offering expands upon the established Berliner BUS400 profile, targeting the distinct mechanical stresses imposed by battery-electric public transport.

Electric buses present unique challenges for tyre design, including substantial weight increases from traction batteries, elevated starting torque and the relentless stop-and-go cycles inherent to urban routes. These factors place considerably greater strain on tyres compared to those used in conventional diesel or gas-powered buses. The BUS400 Premium HL EV has been developed to withstand these rigorous conditions while maintaining performance and safety standards.

The tyre features a robust carcass construction paired with a specialised rubber compound formulated for electric bus traffic, according to RuLa-BRW. This combination is designed to deliver extended mileage, consistent driving stability and cost-effective operation within demanding city environments. The development underscores a commitment to the circular economy, demonstrating how modern retreading techniques can repurpose premium tyre casings multiple times, significantly prolonging their useful life and conserving raw materials.

For public transport operators, the synergy of electromobility and tyre retreading offers tangible operational and environmental benefits. The new tyre enables fleets to reduce new tyre purchases while maximising the service life of existing casings, complementing the zero-emission operation of their vehicles. This innovation highlights that the mobility revolution extends beyond drive systems to encompass the full lifecycle of components, reinforcing the retreading industry’s role in sustainable transport solutions.

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The Alliance for the Future of Tires (AZuR) has expanded its partnership roster with the addition of Machine-Vision.io, a Reutlingen-based innovator that secured first place in the AZuR startup competition LOOP THE TYRE 2026. The company develops artificial intelligence-powered systems for the automated assessment, classification and sorting of used and scrap tyres. Its technology employs advanced image processing, laser scanners and machine learning to detect manufacturer details, tyre type, dimensions, production dates, tread depth, wear patterns and structural damage, delivering objective and reproducible condition reports.

Manual inspection remains the industry norm, with outcomes often shaped by individual employee experience. Machine-Vision.io digitises this workflow, introducing standardised and verifiable quality evaluation capable of handling high-volume tyre inventories. The generated data enables businesses to route suitable tyres towards reuse or retreading operations while directing non-compliant units to appropriate recycling pathways. This systematic approach improves material flow efficiency and strengthens high-grade recycling loops.

Beyond automated evaluation, the startup provides web-based solutions for tyre inventory management and marketing. Test outcomes, stock quantities and quality classifications are captured digitally and can be synchronised with online marketplaces. Such integration enhances transparency across the supply chain and simplifies the matching of tyres with their most suitable next-use applications.

Through its two-year partnership within the AZuR network, Machine-Vision.io will collaborate with companies, researchers and other stakeholders along the entire value chain to advance the tyre circular economy. The initiative illustrates how digitalisation and objective data can support informed decision-making, potentially increasing the supply of retreadable casings and fostering the continued development of sustainable material cycles.

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Tana Oy has announced the appointment of AB Equipment as its new authorised distributor for the New Zealand market, a strategic move that bolsters the Finnish manufacturer’s footprint across the Asia-Pacific region. This collaboration is designed to elevate local service capabilities and ensure that New Zealand-based operators receive responsive, on-the-ground support.

AB Equipment, a nationally recognised provider with deep expertise in material handling, construction, forestry and municipal machinery, will now carry Tana’s complete range of landfill compactors and recycling equipment. Leveraging its extensive countrywide service infrastructure and technical proficiency, the distributor is well-equipped to manage customer needs from initial commissioning through to long-term maintenance and repairs.

Within Tana’s global sales network, authorised distributors are instrumental in delivering region-specific knowledge and comprehensive lifecycle care. This latest agreement reinforces that commitment, promising New Zealand customers enhanced reliability and sustained operational value from their Tana machines while further solidifying the brand’s international service standards.

Gerd Schreier, VP Sales and Marketing, Tana Oy, said, “Expanding our distributor network with strong local partners is a key part of our growth strategy. AB Equipment’s deep market knowledge and nationwide coverage make them an excellent fit to represent Tana in New Zealand. Together, we can better support waste management operators with efficient and sustainable solutions.”

Peter Dudson, CEO, AB Equipment, said, “With over a century of experience in heavy equipment and a strong focus on customer support, we are excited to bring Tana’s solutions to the New Zealand market. Tana’s technology aligns well with the needs of our customers, particularly in improving efficiency and supporting more sustainable waste management practices.”

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Michelin has opened a new Michelin Tyres & Services (MTS) outlet in Kanpur in partnership with HJ Wheels, expanding access to its products and services in the city and surrounding areas.

Located in Harsh Nagar, the outlet offers Michelin's range of passenger car, SUV and two-wheeler tyres, including the Primacy, Pilot Sport, Latitude Sport and LTX Trail series. It also provides tyre-related services and automotive accessories.

The facility was inaugurated by Annu Mehla, Regional Sales Head – B2C (North and East), Michelin India, alongside the HJ Wheels team.

Shantanu Deshpande, Managing Director of Michelin India, said: "Kanpur is a pivotal market in Michelin's North India growth journey with a strong automotive customer base and a growing interest in premium products. The launch of our new Michelin Tyre & Services store is a step towards bringing Michelin's globally benchmarked products and services closer to this growing base of discerning customers. As we prepare to introduce Made-in-India passenger car tyres, we remain focused on delivering premium mobility solutions tailored to the evolving needs of Indian consumers."

Michelin said the outlet is intended to improve access to its products and services as demand for premium automotive offerings grows in the region.

The company said Kanpur's improving connectivity through new expressways, expanding presence in electric and advanced manufacturing, ongoing urban development and changing consumer preferences influenced its decision to strengthen its retail network in the city.

The new outlet has been established with HJ Wheels, an automotive aftermarket business that has operated in Kanpur since 1989. Michelin said the partnership reflects its strategy of working with established local retailers to expand its customer reach.

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