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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Bridgestone Americas has unveiled a new Bandag Training Center on its Akron campus, backed by a USD 3 million investment. The facility is designed to instruct commercial tyre dealer and fleet personnel on the performance, sustainability and financial advantages of retreaded tyres, with plans to welcome hundreds of industry professionals annually through seminars and customised classes of varying sizes.

Occupying nearly 15,000 square feet within the company's tyre test lab, the centre sits adjacent to the Bridgestone Americas Advanced Tire Production Center. It houses a full retread operation featuring production-scale manufacturing equipment and stations covering all 10 retreading steps, complemented by a classroom and a Bandag history walk. The Akron site becomes the second designated Bandag Training Center in the Bridgestone network, alongside the existing Bandag Learning Center in Muscatine, Iowa.

Bandag's retread training is highly regarded by both fleets and dealers, and the paired locations bolster Bridgestone's capacity to satisfy rising demand by broadening access to training and technical resources. The two facilities will serve as foundational assets for teammates and customers, promoting education, innovation and industry expertise throughout the retreading segment. When classes are not in session, the Akron centre will support tyre-retreading innovation, with teams in Muscatine, Akron and Nashville testing new products and rolling out new manufacturing equipment and processes.

Bandag has delivered tyre-retreading solutions since 1957, championing sustainable mobility practices. The company runs three pre-cured tread rubber manufacturing facilities, a retread equipment manufacturing plant and a mould manufacturing plant across the United States to serve all of North America. Over its 65-year history, Bandag has kept more than 300 million tyres out of landfills by extending their service lives through retreading.

Brian Douglas, Vice President, Retread North America, said, "Bandag retreads have been a staple solution in the commercial tyre industry for more than half a century. With the addition of this second training centre, Bridgestone aims to strengthen its support for dealers and fleets, matching the value they get from retreads on the road."

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ICRA's October 2026 monthly report on the Indian automobile industry's passenger vehicle segment shows that September 2026 brought strong year-on-year gains in wholesale and retail volumes, aided by improved replacement demand following GST rate cuts. The rating agency forecasts industry volumes to grow 4–6 percent in FY2027. The moderation in growth stems from the elevated base in the second half of FY2026, normalisation of pent-up demand, higher vehicle costs and a weak monsoon.

Original equipment manufacturers kept production steady to serve robust domestic demand, lifting wholesale volumes 22 percent year-on-year to 460,000 units in September 2026. Retail sales climbed 43 percent, helped by newly launched models, larger OEM discounts and revised GST rates. During the first half of FY2027, wholesale dispatches and retail registrations rose around 28 percent and 29 percent year-on-year, respectively, against a modest base in the same period of FY2026 that was partly affected by geopolitical tensions in northern India.

Pre-festive stocking pushed inventory to 43–45 days at the end of September 2026, well below the 60-day level a year earlier. Utility vehicles made up about 68 percent of passenger vehicle volumes in the first half of FY2027. While utility vehicles continue to drive demand, the mini, compact and super-compact segments have shown a slight recovery after GST rate cuts, and passenger car demand is also expected to increase. Export volumes grew 25.8 percent sequentially in September 2026 as OEMs focused on production amid strong domestic demand. Maruti Suzuki India Limited led the market, followed by Hyundai Motor India Limited.

ICRA anticipates wholesale volume growth of 4–6 percent in FY2027, including a 28 percent rise in the first half, amid expected price increases due to rising input costs and normalisation of pent-up demand. A below-average monsoon could weaken rural sentiment, and recent price hikes by OEMs such as Maruti Suzuki and Hyundai Motor India could weigh on growth. Electric vehicle penetration increased to around 7.5 percent in the first half of FY2027 from 4.2 percent in FY2026, driven partly by a growing preference for EVs amid elevated fuel prices.

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Mickey Thompson Tires & Wheels will return to the 2026 SEMA Show, scheduled for 3–6 November at the Las Vegas Convention Center, with new products, expanded fitments and builds reflecting the brand's racing heritage and future direction. The company will appear in two locations: Central Hall Booth #22453 in the Race/Performance section and Silver Lot Booth #80001.

The display will feature vehicles from classic American muscle and vintage pickups to modern off-road machines, each demonstrating uncompromising enthusiast construction. Highlights include a limited-edition Street Comp GHT Signature Series tyre, expanded Baja Boss A/T and M/T sizes and new 15- and 16-inch MT Classic Forged wheel fitments.

Making its global debut, the ultra-premium Street Comp GHT Signature Series adds a premium sidewall with a deeper black finish and foil-like decals showing the Mickey Thompson logo, tyre name and founder's signature. It will be offered in 275/40R20 and 315/35R20 sizes for select Chevrolet Camaro, Dodge Challenger and Charger, BMW M, Porsche Panamera and other high-performance vehicles.

The Baja Boss A/T and M/T lines gain 29 new SKUs spanning classic off-road fitments, tall narrow ‘pizza-cutter’ sizes, aggressive 37- to 40-inch tires for trail rigs, large-rim-diameter applications and hard metric sizes for trail-ready SUVs. The MT Classic Forged wheel family expands with 15x14, 16x14 and 16x16 offerings combining forged construction and iconic styling with extreme widths and multiple bolt patterns.

Inside Central Hall, a 1969 Ford Mustang Mach 1 from GAP Industries will run Street Comp GHT tyres up front and ET Street R tyres at the rear, while a 2026 Dodge Charger from Diesel Brothers will showcase the Signature Series. Outside in the Silver Lot, a 2020 Mickey Thompson Gladiator Overland Build will ride on 40x13.50 Baja Boss A/T tyres, a 1979 Toyota Pickup 4WD on LT255/90R16 Baja Boss A/T rubber and 16x8 Canyon wheels, a 1978 Ford F-150 on 33x15.50R15 LT tyres and 15x14 MT Classic Forged wheels and a 2022 Ford Bronco on Baja Belted II tires and 17x14 MT Classic Forged wheels.

Beyond its booths, Mickey Thompson products will appear on builds across the SEMA campus, including a 2026 Toyota Tacoma on 40-inch Baja Boss A/T tyres, a Lexus GX550 on 40-inch Baja Boss M/T tyres, a 2025 Toyota GR Supra set up for the strip and a 1969 Ford F-100 on Street Comp tyres. Additional projects will be featured with Rockstar Performance Garage, Yukon Gear & Axle, Showa, Liberty Forged, Anderson Composites, Cerakote, TORA Off Road Allegiance, Borla, Evercoat and Tremec, along with a Battle of the Builders Young Guns entry and SEMA-featured locations hosting a 1977 Ford F-150 Ranger, 2023 Ram 2500, 1956 Volvo, 1976 Ford Crew Cab, 1978 F-150 and sixth-generation Bronco.

Matt Arko, General Manager – Marketing and Product, Mickey Thompson Tires & Wheels, said, "SEMA is built for people who believe a vehicle should be more than transportation. It's an opportunity to showcase your individuality and stand out from the crowd. That's always been the Mickey Thompson mindset. Whether someone is chasing a quicker pass, building a trail rig or reimagining a classic truck, we want to give them the tyres and wheels to build it their way. This year, we're bringing that full street, strip and off-road spirit to Las Vegas. What's exciting to us is the variety of sizes and applications available in our lineup. We have nicknames for each application, designed to be music to the ears of all of our Mickey Thompson fans!"

These are the nicknames:

• Rock Crawlers: Iconic 15- and 16-inch fitments for traditional Jeep and off-road builds
• Pizza Cutters: Tall, narrow fitments that deliver additional ground clearance in a reduced load, lighter weight package
• Rockstars: Aggressive 37-, 38- and 40-inch fitments for serious trail rigs and custom builds
• Show-Stoppers: 20- and 24-inch fitments that bring Baja Boss capability and attitude to premium truck builds
• Trail-Ready: Additional hard metric fitments that broaden Baja Boss A/T availability for modern SUVs and off-road vehicles

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Tegeta Green Planet organised an informational and practical campaign titled ‘Don’t Throw It Away, Hand It In’ in Khobi on 27 October aimed at promoting environmental responsibility and proper management of specific waste streams. The initiative targeted local residents, vehicle owners, drivers and private sector representatives, encouraging greater involvement in environmental efforts.

A dedicated waste collection point was established in Khobi, allowing residents to dispose of end-of-life tyres, used automotive batteries and waste oils. Participants received information about responsible automotive waste management and available disposal options. The campaign also highlighted Extended Producer Responsibility principles, teaching attendees about the role of EPR organisations, subsequent waste management stages and importers’ legal obligations.

Community engagement proved notably high, reflecting growing public interest in environmental responsibility. Active citizen participation demonstrated the important role that awareness-raising and practical collection opportunities play in fostering an environmental culture. Symbolic gifts were provided to encourage participation, while the initiative strengthened cooperation opportunities with local businesses and raised awareness of Tegeta Green Planet’s regional activities.

Tegeta Green Planet continues implementing regional campaigns and educational projects throughout Georgia, aiming to foster responsible waste management culture, raise public awareness and promote circular economy principles.

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