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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Egypt has taken a step towards establishing a USD 500 million tyre manufacturing complex in the Sokhna Industrial Zone, according to Daily News Egypt, following the signing of a letter of intent between the Suez Canal Economic Zone (SCZONE) and China’s Zhongce Rubber Group.

Minister of Investment and Foreign Trade Mohamed Farid and SCZONE Chairperson Mostafa Sheikhoun witnessed the signing, which sets out a framework to study the project’s feasibility and assess its technical and investment requirements.

The proposed development would span about 600,000 sq metres and be implemented in three phases. Around 95 per cent of production, comprising passenger car and truck tyres, would be directed towards export markets.

Farid, as per the report, said the agreement marked “an important step towards exploring the establishment of an integrated industrial project in the tyre sector”, adding that it reflects efforts to attract foreign direct investment, expand production and boost exports.

He said Egypt’s geographical position, infrastructure and logistics capabilities support access to markets in Africa, the Middle East and Europe, strengthening its potential as a regional manufacturing hub.

Sheikhoun said the project aligns with SCZONE’s strategy to attract industrial investment and deepen local manufacturing, adding that the Sokhna Industrial Zone offers logistical advantages and access to global trade routes.

Shen Jinrong, Chairperson and General Manager of Zhongce Rubber Group, said the company plans to implement the project in three phases, with investments of about USD 500 million He added that around 95 percent of production would be exported as the group seeks to expand in regional and international markets.

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Prinx Chengshan is showcasing its core brand portfolio at the 21st China International Tire and Wheel Expo (CITEXPO 2026), which commenced in Shanghai on 2 September. Having evolved over two decades, this annual gathering has solidified its status as a pivotal professional trade fair for the Asia-Pacific tyre and wheel sector. The company’s exhibition presence features its four principal labels: PRINX, Chengshan, Austone and Fortune.

A significant focus of Prinx Chengshan's recent corporate strategy has been the off-the-road tyre segment, where substantial industrial advancements have been achieved. The company has operationalised a green, intelligent manufacturing facility dedicated to OTR production, leading to the successful serial production of giant tyres in 27.00R49, 30.00R51 and 33.00R51 dimensions. The recent addition of a 57-inch model, which completed production in August, has expanded this product matrix and signifies a new developmental phase in speciality tyre engineering.

The company's technological prowess in the OTR field is demonstrated by specific products at the expo, including the ERD47 tyre for rigid dump trucks and the ET36 for wide-body dump trucks. These models serve as tangible evidence of the manufacturer's continuous research and development breakthroughs within this demanding sector.

In the passenger vehicle domain, Prinx Chengshan is presenting its newly launched Austone MEI series, which embodies the brand's philosophy of instilling driving confidence and aesthetic appeal. This series offers three distinct products: the Meizong all-terrain tyre, the Meijie ultra-high-performance tyre and the Meitu high-performance tyre. Also featured is the Prinx Chroma Sprite, which distinguishes itself with coloured sidewalls that challenge conventional tyre aesthetics while incorporating noise-reduction and anti-photo-oxidation technologies for enhanced durability.

Leveraging extensive commercial vehicle expertise, the company has developed proprietary technologies including GPT low rolling resistance, X-CHIP intelligent tyre and ETT wear-resistance for electric trucks. These innovations have established industry benchmarks in the replacement market and facilitated growth in original equipment segments. The Austone AAR608 for long-haul routes and the Fortune FDO307 for mining conditions are on display, showcasing the expanding scope of the company's industrial solutions.

Looking forward, Prinx Chengshan intends to persist with its integrated product and service approach, focusing on the varied requirements of global customers. By enhancing product quality, service delivery and brand equity, the company aims to contribute substantially to the sustainable progress of the worldwide transportation industry through its advanced manufacturing capabilities.

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Triangle Tyre has been appointed as the inaugural Official Tyre Partner of Brentford Football Club following the signing of a new two-year exclusivity agreement in the tyre category. The contract was formalised in London by Brentford Commercial Director Fran James and Triangle Tyre’s Europe General Manager, Corrado Moglia.

The alliance unites two performance-focused entities that share a challenger philosophy, having each ascended in their fields through strategic intelligence and operational efficiency. Brentford’s renowned data-driven methodologies are complemented by Triangle Tyre’s dedication to engineering research and product advancement, creating a synergy between on-pitch analytics and industrial innovation.

As part of the arrangement, Stapleton’s Tyre Services, the largest UK distributor of passenger car tyres, has been designated as the Local Delivery Partner to facilitate the activation of commercial rights domestically. Brentford’s international visibility is expected to elevate Triangle Tyre’s global brand presence, while the club will also coordinate targeted promotional efforts within London and the broader United Kingdom.

Sustainability forms a core pillar of the collaboration, providing a platform to highlight Triangle Tyre’s environmental commitments and technological developments alongside community initiatives nationwide. The tyre manufacturer will benefit from matchday branding at the Gtech Community Stadium, player and ambassador content opportunities and exclusive hospitality access during home fixtures.

Fran Jones, Commercial Director, Brentford, said, "It's very exciting to welcome another challenger brand like Triangle to our partnership family. When you share that mindset, the understanding of what the partnership can achieve is clear from the start. Triangle's innovation and sustainable commitments really impressed us too, so I have full faith that this is the beginning of a strong, impactful relationship."

Corrado Moglia, General Manager – Europe, Triangle Tyre, said, “We are extremely pleased to begin this partnership with Brentford Football Club. Brentford is a club with a strong identity, an ambitious approach and a reputation for competing successfully through intelligence, organisation and determination. Triangle and Brentford share a challenger mindset and believe that data, technology and efficiency can deliver outstanding results. This partnership is an important step in strengthening Triangle’s brand visibility across Europe while providing a powerful global platform to communicate our innovation, sustainability and corporate responsibility.”

Andy Fern, Managing Director, Stapleton’s Tyre Services, said, “We are delighted to support this exciting partnership. As the UK’s largest tyre distribution business, we have worked with Triangle for many years to bring its passenger car tyres to market, and have seen first-hand the brand’s commitment to innovation, quality and sustainable development. Brentford’s progressive approach and strong community connection make them an excellent partner. We look forward to bringing the partnership to life and creating meaningful opportunities to engage our customers, and, ultimately, drivers across the country.”

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Michelin has secured a landmark contract extension with the Fédération Internationale de l’Automobile (FIA) and the Automobile Club de l’Ouest, cementing its role as the exclusive tyre supplier for the Hypercar class in the FIA World Endurance Championship. The renewed agreement, which emerged from a formal tender process, will now remain in effect through the conclusion of the 2032 season, adding three additional years to the existing deal that was originally set to expire in 2029.

The French tyre manufacturer has maintained an uninterrupted presence in elite endurance racing since 1998 and was instrumental in the championship’s revival in 2012. Currently, Michelin supplies every competitor within the Hypercar field, a category that showcases premier global automotive brands. Within this highly competitive environment, tyre performance directly influences speed, strategic decision-making, safety protocols and overall ecological footprint.

Endurance racing continues to function as a critical testing ground for Michelin’s technological advancements, with extreme track conditions, varied weather and sustained high-speed loads driving rapid innovation. These rigorous demands facilitate the transfer of cutting-edge developments to everyday road tyres. Furthermore, the company has leveraged motorsport to advance sustainable mobility, as evidenced by the new 2026 MICHELIN Pilot Sport Endurance range, whose slick compounds now feature 50 percent renewable and recycled materials.

This extended partnership ensures Michelin will maintain its development platform alongside the FIA, the ACO and all Hypercar manufacturers. The collaboration underscores racing’s capacity to produce tangible, resource-conscious solutions that uphold performance standards while addressing environmental considerations across the entire tire lifecycle.

Matthieu Bonardel, Director, Michelin Motorsport, said, “We are particularly proud of the renewed confidence shown in Michelin by the Fédération Internationale de l’Automobile and the Automobile Club de l’Ouest. I would like to sincerely thank both organisations for the quality of our discussions throughout this tender process. This contract extension is a strong recognition of the quality of the tyres and services we provide, as well as our ability to continuously innovate. It is also excellent news for our teams and for all our manufacturer partners, with whom we share the same ambition: to push the boundaries of performance while accelerating the transition towards increasingly sustainable mobility.”

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