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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Hankook Tire, the exclusive tyre supplier for the ABB FIA Formula E World Championship, played a central role in the season’s pivotal Japanese double-header. As the official race tyre for all competitors, the company’s iON Race compound was put to the test under extreme and shifting conditions during Rounds 14 and 15 of Season 12 at the 2026 TDK Tokyo E-Prix.

The weekend’s on-track action produced two dramatic winners. CUPRA KIRO’s Dan Ticktum snatched victory in Round 14 with a last-corner overtake on Jake Dennis, while Nick Cassidy completed the podium. The following day, Mahindra Racing’s Nyck de Vries claimed Round 15, finishing ahead of Cassidy and Dennis, who secured second and third respectively. The entire paddock also observed a period of remembrance for the late Cyril Blais.

The 2.575-kilometre temporary circuit, featuring 18 corners and situated around Tokyo Big Sight, hosted its first-ever night races, drastically altering track conditions from practice to competition. Unstable weather compounded the challenge, with a Sunday thunderstorm cancelling Free Practice 3 and leaving a damp, drying surface for Round 15 that demanded constant adaptation in tyre warm-up and strategy.

Throughout the weekend, Hankook’s iON Race tyre demonstrated reliability across the evolving grip levels and temperature swings. Following the Tokyo results, Dennis retains the championship lead with 146 points, narrowly ahead of Mitch Evans and Pascal Wehrlein. The title battle remains fiercely contested and will be resolved at the season-ending Hankook London E-Prix double-header on 15–16 August.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Bringing Formula E night racing to Tokyo for the first time made this a distinctive weekend and one of the more unusual tyre assignments of our season. The contrast between afternoon running and the 20:05 races shaped how teams prepared for both events, and the iON Race managed that transition and the changing weather conditions well, delivering consistent and predictable performance as the circuit cooled through the evening.”

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Tegeta Green Planet recently contributed to the ‘Circular Future’ green camp, an environmental education initiative organised by CENN and funded by the European Union. The camp, which hosted 23 teenagers from the Adjara and Kakheti regions, was designed to deepen ecological understanding, advocate for waste-free systems, and inspire long-term behavioural change among the next generation.

Throughout the week-long gathering, young attendees engaged with forward-thinking methods for minimising refuse, prolonging product life cycles and improving separation and recovery processes. Interactive workshops translated abstract circular economy theories into tangible daily actions, equipping participants with the know-how to conserve materials and shrink their personal environmental toll.

A noteworthy component of the programme occurred on 22 July, when a specialised seminar titled ‘Circular Economy: Waste Reduction and Recycling for Public Health’ was convened. Co-hosted by Tegeta Green Planet, the UNDP and the Waste Management Business Association, the seminar examined the intersection of ecological integrity and human well-being, illustrating how robust recycling systems directly benefit community health outcomes.

Closing the day’s agenda, Tegeta Green Planet’s Director, Shalva Akhvlediani, offered an in-depth look at the Extended Producer Responsibility model currently unfolding in Georgia. He traced the journey of end-of-life vehicle components – from used tyres and spent lubricants to depleted batteries – through collection, transport and reprocessing channels. Akhvlediani also highlighted his organisation’s network of over 350 domestic producers and importers, stressing that youth education remains a cornerstone of their mission. The floor was then opened for a lively exchange, where students posed probing questions, debated local environmental dilemmas and floated their own grassroots suggestions, reinforcing the message that responsible resource use begins with informed individual choices.

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Nexen Tire reported second-quarter revenue of KRW 891.3 billion and operating profit of KRW 34.3 billion, as growth in Europe and higher sales of premium products supported performance despite rising costs and geopolitical uncertainty.

Revenue increased 10.8 per cent from a year earlier, driven by demand in key markets, particularly Europe, the company said .

The tyre manufacturer said its strategy of expanding original equipment (OE) supply programmes and diversifying replacement (RE) tyre sales helped support growth amid weaker demand in the automotive market. Sales of 18-inch and larger tyres accounted for 38.8 percent of total sales, up 3.6 percentage points from a year earlier, reflecting a greater focus on premium products.

Profitability came under pressure as higher raw material prices and increased ocean freight rates raised costs. The company also incurred one-off expenses following the final ruling on US anti-dumping duties, which resulted in a higher tariff rate than previously expected.

Europe was the strongest-performing region during the quarter, with revenue reaching KRW 407.2 billion, the first time quarterly sales in the region have exceeded KRW 400 billion.

The company attributed the growth to higher OE sales from its European manufacturing plant, business expansion in the UK, Türkiye and other markets, and improved distribution and logistics following the addition of a finished-goods warehouse at the plant.

In South Korea, demand for electric vehicle (EV) and sport utility vehicle (SUV) tyres remained strong. Nexen Tire said its expanding OE portfolio, which includes the Hyundai IONIQ 6, Kia's EV3 to EV9 models and other domestic electric vehicles, supported higher OE revenue and increased sales of larger-diameter tyres.

The company also said continued growth in rental sales within the replacement market improved its product mix, while its first OE supply agreement with BYD strengthened its position in the global EV market.

Alongside its financial results, Nexen Tire said it had expanded its OE supply during the quarter to electrified models including BYD vehicles and the Hyundai STARIA EV. Supply to premium automotive brands also increased from a year earlier, supported by research and development initiatives, including AI-based performance prediction technologies.

"Despite growing cost pressures from external factors, we have continued to achieve top-line growth on the back of strong sales in key markets," said John Bosco (Hyeon Suk) Kim, CEO of NEXEN TIRE. "With the stable ramp-up of the second-phase expansion at our European plant and the results of our distribution improvements in North America, we expect more tangible improvements in earnings."

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Pirelli has officially communicated to all Formula 1 teams the tyre compound selections for the upcoming Dutch, Spanish and Italian Grands Prix. The Italian manufacturer has opted for the medium-range C2, C3 and C4 compounds for the events at Zandvoort and the new Madrid circuit, while the Monza race will see the softest available tyres, the C3, C4 and C5, deployed.

For the Dutch Grand Prix at Zandvoort, Pirelli has confirmed the same compound choice as the previous year. The coastal circuit is defined by its medium and low-speed corners, including two banked turns, which place significant vertical and lateral loads on the tyres and demand high aerodynamic downforce. The track surface itself offers low inherent grip, a challenge compounded by sand from the nearby beaches being blown onto the asphalt, further affecting tyre performance.

The Italian Grand Prix at Monza presents a contrasting challenge, with its recently resurfaced track encouraging teams to run low-downforce configurations. The pit lane loss time for a tyre change is among the highest of the season, incentivising teams to extend stints and manage degradation to achieve a one-stop race. However, the potential for high ambient temperatures could complicate this strategy, making tyre management more difficult.

Making its debut on the calendar as the Spanish Grand Prix, the semi-permanent street circuit in Madrid features 22 highly varied corners, significant elevation changes and the longest banked turn in the championship. Simulations indicate that the loads on the tyres are comparable to those at Silverstone and Spa-Francorchamps. Consequently, Pirelli’s selection of the medium-range compounds is designed to favour a two-stop strategy and offer greater protection against overheating, a risk to which the softer C5 compound would be particularly vulnerable in warm conditions.

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