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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Citira, a Sweden-based company specialising in circular tyre management, has announced the acquisition of Lidingö Bilcenter, a well-established service point located on the island of Lidingö east of Stockholm. The transaction represents a strategic move to broaden Citira’s service network across the Stockholm metropolitan area, incorporating another essential facility into its growing portfolio.

Originally founded in 1995, Lidingö Bilcenter has cultivated a durable reputation within the local community over several decades. Since assuming ownership in 2016, Niclas Lind has reinforced the business’s standing through attentive, personalised service, ensuring consistent customer loyalty. Its advantageous position in one of Stockholm’s suburbs makes it a critical hub for passenger car maintenance in the region.

Under the new arrangement, the workshop will retain its existing personnel and operate from its current location while gaining access to Citira’s broader resources and logistical network to facilitate future expansion. Furthermore, Lind will assume a co-ownership role within Citira, solidifying the partnership beyond the initial transaction.

Urban Tibbelin, Head of Sweden at Citira, said, "We are thrilled to have Niclas and his team on board. They have built something with real staying power on Lidingö, with the kind of customer loyalty that is hard to earn. We look forward to having their quality service now come to the benefit of our customers and to supporting the continued development of the business on Lidingö.”

Niclas Lind of Lidingö Bilcenter said, "Joining Citira is the right next step for the business. Becoming part of a strong group means we can further strengthen both our service and product range, without changing what our customers value most. You will still meet the same team, in the same place, with the same commitment to quality, now with the added strength and support of Citira behind us. We look forward to this new journey together.”

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China's Zenith Group has formalised an agreement with the Egyptian Government to establish a manufacturing facility for automotive tyre components within the Sokhna Industrial Zone, a key part of the Suez Canal Economic Zone (SCZone). The project represents an investment of USD 300 million and is set to occupy a 320,000-square-metre site inside the TEDA Egypt industrial development area, reports Forbes Middle East.

Egyptian Prime Minister Mostafa Madbouly attended the signing ceremony, highlighting the initiative as a cornerstone of the state's broader strategy to bolster local manufacturing and draw advanced industrial investment. The new plant is projected to produce 120,000 metric tonnes of steel cord and 50,000 metric tonnes of bead wire annually while generating around 1,000 direct employment opportunities for the local workforce.

SCZone Chairman Walid Gamal El-Dien emphasised that the project aligns with the authority's objectives to attract heavy industries and enhance high-value manufacturing. The facility is expected to deepen industrial integration with existing tire producers in the zone, fostering a comprehensive production chain. By localising the production of essential steel wire, the project aims to diminish import reliance and strengthen supply chain resilience for Egypt's automotive and rubber sectors.

Significantly, approximately 30 percent of the plant's output is earmarked for export to the Middle East, Europe and the Americas. This development is part of a larger investment surge within the SCZone, which encompasses over 461 square kilometres. During the first quarter of the 2025-26 fiscal year, the zone attracted 80 new ventures worth more than USD 5.1 billion, surpassing the total from the entire previous fiscal year and underscoring the region's growing industrial momentum.

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The Tire Industry Project (TIP) has expanded its international network with the addition of the Thailand Automotive Tyre Manufacturers Association (TATMA) as its ninth Affiliate Member. This strategic integration marks a significant enlargement of TIP’s operational footprint into Southeast Asia, a critical hub for global tyre production.

Affiliate Members play a vital role in advancing TIP’s core objective of identifying and addressing pressing environmental, social and governance challenges throughout the tyre lifecycle. By contributing crucial regional intelligence, these members bolster TIP’s capacity to observe and interpret evolving industry dynamics, particularly within the burgeoning Southeast Asian market.

The inclusion of TATMA is particularly strategic given Thailand’s status as the second-largest tyre exporter worldwide. The nation is currently fostering a circular economy framework across its tyre sector, presenting substantial opportunities for collaborative research with TIP. This partnership will facilitate a vital exchange of expertise, especially concerning end-of-life tyre management and sustainable circularity practices, while TATMA also oversees local trade, quality standards and environmental compliance.

TIP’s affiliate network comprises trade associations selected for their regional economic impact and ESG relevance. This coalition includes representatives from Australia, India, United Kingdom, Europe, Japan, Korea, Canada and United States, collectively ensuring a comprehensive global perspective on tyre industry sustainability.

Larisa Kryachkova, Executive Director, TIP, said, “We are pleased to welcome TATMA to our network. The tyre trade associations’ local insights inform our global sustainability-related activities. Through our expanding and diverse membership, we are strengthening our shared vision of a sustainable tyre value chain.”

Keeratisuda Khakhong, Secretary General, TATMA, said, “We recognise TIP as the global platform for addressing key ESG challenges facing the tyre industry, particularly in the areas of tyre and road wear particles, ELT and sustainable raw materials. Through this partnership, we look forward to active knowledge exchange, sharing best practices and engaging with global affiliates to support the tyre industry towards a more sustainable future.”

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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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