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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Pirelli is all set for the Japanese Grand Prix with the three hardest compounds in its range – the C1 as the Hard, C2 as the Medium and C3 as the Soft – marking the first appearance of the C1 in race weekends of the 2026 Formula 1 season. Suzuka’s legendary 5.8-kilometre figure-of-eight layout, with its eighteen demanding corners and rapid directional changes, places immense stress on tyres, making this selection essential.

Recent resurfacing work, which began ahead of the 2025 event and has since been substantially completed across the remaining two sectors, introduces a smooth but still dirty asphalt surface expected to offer low initial grip. Under these conditions, graining – particularly on the Soft compound – is a typical concern. Last year, such wear was limited to the front axle and faded as the track evolved. With a larger expanse of new asphalt this time, teams will need to closely monitor both graining and its effect on degradation throughout the weekend.

The behaviour of the hardest and softest compounds will be especially telling. If the C1 delivers solid grip and the C3 shows the consistency seen in Shanghai, all three tyre options could become viable for race strategies. Temperatures will also play a decisive role. With the race held a week earlier than last year, ambient conditions may stay near 15°C, keeping thermal degradation in check. Whether a one-stop strategy remains feasible will likely hinge on the severity of graining and its impact on performance, making qualifying preparation critical for properly heating the tyres.

The 2025 race saw a dominant one-stop approach, with most drivers starting on the Medium before switching to the Hard around lap 20 – a path taken by the entire podium finishers. As the 40th edition of the Japanese Grand Prix approaches, Suzuka continues to host the event except for four early editions held at Fuji. Michael Schumacher holds the record for most wins here with six, while McLaren leads constructors with nine victories.

Adding a distinctive local touch, the third podium cap crafted by Pirelli Design with designer Denis Dekovic draws inspiration from cherry blossoms in full bloom during this period. The cap is available through Pirelli’s online store.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, is calling for a shift in driver mindset, moving beyond reliance on enforcement to foster a culture of proactive vehicle safety. This follows new research from Uswitch that exposes a disconnect in how motorists approach maintenance. While the threat of penalty points prompts some action, it falls short of establishing consistent safety habits. TyreSafe argues this ‘safety gap’ reveals the limitations of an enforcement-led strategy, suggesting true road safety depends on motivating drivers to perform checks to protect lives rather than merely avoid punishment.

The findings paint a complex picture. Although over 4.8 million penalty points were issued in 2025, with the vast majority linked to speeding, only a third of motorists conduct vehicle checks specifically to evade penalties. While a significant majority of drivers with existing points altered their behaviour after being penalised, only half believe penalty points enhance road safety. For TyreSafe, this highlights a clear challenge: consistent vehicle maintenance has not yet become an automatic, routine part of driving habits.

This gap between awareness and action is particularly critical for tyre safety, a ‘silent risk’. Unlike speeding, which is highly visible and rigorously enforced, tyre defects often go unnoticed until they contribute to a serious incident. The statistics are stark, with an estimated six million illegal tyres on UK roads. Each year, tyre defects cause over two million MOT failures and result in thousands of penalty points. Given that tyres are the vehicle’s only contact with the road, their neglected state represents a persistent and underestimated danger.

In response, TyreSafe advocates for education alongside enforcement, warning that relying on fear of fines fosters reactive compliance rather than a preventative mindset. To address this, TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth. By encouraging drivers to internalize these routine habits, TyreSafe believes it is possible to bridge the gap between knowing what is safe and consistently acting on it, preventing thousands of needless incidents caused by poorly maintained tyres.

Stuart Lovatt, Chair of TyreSafe, said, “Enforcement clearly has a role to play in improving driver behaviour, but it cannot be the only motivator. What this data highlights is a safety gap. If only a third of drivers are checking their vehicles to avoid penalty points, we need to ensure everyone is checking them for the right reason – to stay safe. Tyres are a hidden risk. Unlike speeding, they’re not always visible and often go unchecked until something goes wrong. But when tyres fail – whether through low tread, incorrect pressure or damage – the consequences can be immediate and severe. The reality is that many tyre-related incidents are entirely preventable. A few simple checks, carried out regularly, can make a life-saving difference. We need to move beyond a culture of compliance driven by enforcement and towards one where tyre safety is seen as a fundamental part of responsible driving.”

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Falken Motorsports kicked off its new season in commanding fashion, leveraging the performance of Falken racing tyres to secure a podium finish at the 58th ADAC Barbarossa Prize. This event, originally intended as the second round of the ADAC RAVENOL Nürburgring Endurance Series (NLS) but elevated to the season opener after a cancellation, saw Sven Müller and Tim Heinemann claim third place in the No. 44 Porsche 911 GT3 R.

After qualifying 10th despite not completing a perfect lap, the duo demonstrated the tyres’ full potential. Starting driver Müller engaged in fierce battles from the opening lap, and the pair steadily advanced in their teal-and-blue Falken Porsche through the field to reach the top five by mid-race. In the closing stages, Heinemann delivered decisive overtakes, coming within a second of second place on the final lap to seal an early-season podium.

For customer team Max Kruse Racing, the Audi R8 LMS GT3, running on alternative fuel, finished 23rd with Jan Jaap van Roon, Tom Coronel and Rudy van Buuren. The sister car, driven by Dominik and Marcel Fugel alongside Benjamin Leuchter, placed 30th, while both VW Golf GTI TCR entries retired early. Falken Motorsports now prepares for the 57th Adenauer ADAC Rundstrecken-Trophy on 11 April, the third NLS round, building towards the ADAC RAVENOL 24h Nürburgring (14–17 May).

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Celebrating more than a century in the industry, Galaxy has launched its 100+ years campaign, a tribute to its enduring legacy as a premier name in construction, earthmoving and material handling tyres. The company has launched a campaign video highlighting the brand’s longstanding record of reliability, a reputation built on strength and resilience that has made Galaxy a global leader ready for any challenge.

With a history of serving customers worldwide through specialised, application-driven tyres, the brand’s success has been driven by popular models such as the Hulk, Beefy Baby, HTSR, LDSR, Yardmaster Ultra, MFS 101 SDS and Port Max. Now, drawing upon decades of engineering know-how, Galaxy is poised to expand into the UTV and ATV market this year. This strategic move broadens its portfolio across new off-highway applications while staying true to its commitment to innovation and dependable performance.

Scheduled to run throughout 2026, the campaign reinforces Galaxy’s role as a proven, steadfast partner – equipped to handle the extra load, no matter the destination. Click here  to watch the campaign video.

Angelo Noronha, CEO, Yokohama-ATG, said, “It is a moment of immense pride for all of us at Galaxy as we celebrate over 100 years of excellence in the off-highway tire segment. The campaign showcases the brand’s success over this period, deeply rooted in customer centricity. We are grateful to our global customers, partners and stakeholders for their trust and continued support throughout this journey as the brand marches ahead to the next century.”

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