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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The BKT Foundation, the corporate social responsibility arm of Balkrishna Industries Ltd., has been formally recognised on the Wall of Giving at Mumbai’s Tata Memorial Hospital. This honour acknowledges the foundation’s sustained philanthropic support, which has made a concrete difference in advancing the hospital’s work in cancer treatment and research. The Wall of Giving specifically celebrates donors whose ongoing commitments have created enduring benefits for the institution and, most importantly, for patients and their families.

Guided by its ‘We Care’ motto, the foundation concentrates its efforts on healthcare, education and essential services. Its support for Tata Memorial Hospital has included funding critical palliative care programmes for children and providing advanced medical equipment. These donations, encompassing ultrasound devices, anaesthesia equipment, video bronchoscopy processors and dual-energy CT scanners, have directly strengthened diagnostic and treatment services. This has expanded access to high-quality, affordable cancer care for a broader patient population.

This accolade marks a significant milestone in the BKT Foundation’s wider mission to generate measurable social impact through dedicated and long-term engagement, both within India and internationally.

Sunita Rao, General Manager – Fundraising, Tata Memorial Hospital, said, “BKT’s steadfast commitment and ongoing support over the years have played a pivotal role in extending both our services and institutional capabilities, expanding access for patients in need and enabling several transformational initiatives at the hospital. We are deeply grateful for the company’s trust in the hospital and for the continued support in providing high-level technologies and machinery at the service of the Indian community of people.” 

Vijaylaxmi Poddar, President & Chairman, BKT Foundation, said, “This acknowledgment reflects a shared commitment to care, dignity and healing and reinforces the value of sustained partnerships in advancing healthcare for those who need it most. It is truly inspiring to see how our efforts are strengthening cancer care and expanding access for patients in need, and we are honoured for the opportunity to walk this journey.”

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THE TIRE COLOGNE 2026 is advancing its position as the foremost global platform for the tyre and wheel industry through a significantly enhanced INNOVATION LAB. This evolution places a deliberate emphasis on the circular economy, reflecting the sector’s shift towards sustainable practices. A key addition is the dedicated ‘Material & Production’ segment, which allows visitors to engage directly with advancements in sustainable raw materials, intelligent manufacturing and closed-loop systems that define modern tire production.

This integrated approach addresses the industry's pressing challenges, including stringent sustainability regulations and the integration of digital technologies. The INNOVATION LAB serves as a dynamic hub for dialogue and demonstration, where companies and research institutions showcase practical innovations across the entire value chain. Attendees can explore everything from artificial intelligence and automation in manufacturing to zero-waste initiatives and advanced recycling methods, making the future of tire production tangible.

Central to this experience is a redesigned Circular Economy Area that visually maps the complete lifecycle of a tyre for the first time. It traces the journey from raw material extraction and resource-efficient production to use, reuse and final recycling. This physical representation is further enriched by a curated stage programme. Hosted by the European Rubber Journal, the Future Tire Forum will facilitate critical discussions on material science, production technologies, quality management and extended producer responsibility.

Collectively, these strategic expansions underpin the long-term vision of THE TIRE COLOGNE. By continuously adapting its offerings, the trade fair consolidates its essential role as the central nexus for innovation and business, guiding the international tire industry towards a more sustainable and technologically advanced future.

Ingo Riedeberger, Director, THE TIRE COLOGNE, said, "The combination of INNOVATION LAB and the expanded Circular Economy Area shows how sustainable processes interlock with one another in the tyre industry. With the new Material & Production segment, we depict the circular economy of the industry holistically for the first time."

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Apollo Tyres Ltd is broadening its cycling portfolio with a new all-season, high-performance option: the Vredestein Superpasso Pro 4S. Engineered for competitive cyclists, this tyre is designed to provide reliable speed and handling throughout the year, regardless of weather or road conditions. It will be available across Europe from 1 March 2026 in four different width sizes to accommodate various road bikes.

Developed at the company's European Global R&D Centre, the tyre builds upon the existing Superpasso Pro platform. It aims to merge the low rolling resistance and responsiveness of a summer performance tyre with the enhanced grip, durability and puncture resistance necessary for consistent year-round use. A key innovation is the proprietary ‘TriComp’ technology, which utilises multiple rubber compounds. A harder, reinforced centre section promotes efficiency and longevity, while softer shoulder compounds deliver superior traction and stability when cornering, even on wet or uneven surfaces.

Further contributing to its all-season capability is an optimised tread pattern. This design efficiently channels water away and maximizses the tyre's contact patch with the road, ensuring predictable handling. Underneath this tread, a 120 TPI casing and a reinforced breaker layer work in tandem to bolster puncture protection and overall resilience. Additionally, the model incorporates ‘Active Control Technology’, featuring a unique bridged centre structure. This construction method reduces overall weight and enhances the direct feedback transmitted to the rider, resulting in a more agile and connected riding experience.

Nic Knippers, Divisional Head – Vredestein Two Wheel Tyres, Apollo Tyres Ltd, said, “Following the success of the new-generation Superpasso Pro, we saw a clear opportunity to create an all-season variant that would allow competitive and enthusiast riders stay on the bike longer, regardless of the weather. The Superpasso Pro 4S achieves exactly that, faithfully transmitting rider power and steering inputs to all surfaces, year-round.”

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Polymer Alumni Welfare Association (PAWA), in association with Indian Rubber Institute (IRI) and Dr D Banerjee Centre of Excellence (DBCOE), Mysuru and with the support of Department of Polymer Technology at Karnataka (Govt) Polytechnic, Mangaluru, is jointly conducting the third edition of DPT-Con 2026, a national-level conference scheduled to be held on 23rd & 24th January 2026 at KPT College campus, Mangaluru.

Carrying the theme “Sustainable Polymer for a Smarter Future,” DPT-Con 2026 aims to bring together industry professionals, alumni, academicians, and students on a common platform to advance learning and collaboration for infrastructure development in polymer science and technology.

“Karnataka (Govt.) Polytechnic, a 78-year-old institution approved by AICTE, as India’s first Autonomous status Polytechnic, has been home to the Department of Polymer Technology since 1975. Over the past five decades, the department has produced more than 1,000 polymer technologists who today serve across the Tyre, Rubber, Plastics, TPE and composite industries in India and abroad. Many of these alumni now hold senior technical and leadership roles, forming a strong industry–academia bridge,” says S Vasudev Rao, convener, DPT-Con 2026. 

PAWA, established in 2017 by senior alumni of the department, has played a pivotal role in strengthening this ecosystem. The association focuses on enhancing student competencies through industry engagement, infrastructure upgrades and knowledge-sharing initiatives. Earlier editions of DPT Con, held in 2018 and 2023, directly contributed to the upgradation of the rubber processing laboratory and the establishment of a modern plastic processing laboratory at the institute.

Building on this legacy, DPT-Con 2026 has set ambitious objectives. The conference seeks to fundraising to establish a cutting-edge incubation centre for composites, to provide scholarships to meritorious & deserving students, and support the maintenance and modernisation of existing rubber, plastic, TPE and composite laboratories. Enhanced student exposure through advanced equipment and real-time industrial interaction is a key focus area, alongside fostering long-term collaboration between industry, alumni and academia. The two-day programme will feature technical paper presentations, expert lectures, networking sessions and cultural programmes. A structured sponsorship framework—ranging from main and platinum sponsors to gold, kit and lunch sponsors—has been designed to encourage active industry participation, with opportunities for technical presentations and brand visibility during the event.

Organisers have set a fund-raising target of INR 2 million to support the planned initiatives and have invited industry leaders, alumni and well-wishers to contribute through sponsorships, kind support or direct participation. According to the organising committee, contributions to DPT-Con 2026 will have a direct and lasting impact on student skill development and the creation of infrastructure aligned with contemporary industry standards.

"With sustainability, innovation and collaboration at its core, DPT-Con 2026 is positioned not merely as a conference, but as a collective effort to shape the next generation of polymer technologists and strengthen India’s polymer ecosystem for the future," adds S Vasudev Rao. 

In addition to Polymer Alumni dedicated team Indian Rubber Institute- DBCOE team joined hands to fulfill this noble cause.

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