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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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), delivered a keynote address at the Sustainability in Tires 2026 conference in Bangkok on 3–4 September 2026, presenting the organisation's positions on eco-friendly supply chains, market dynamics and ethical production methods vital to the global tyre sector.

His participation highlighted ANRPC's leadership as the principal representative of rubber-producing nations, working to guarantee that smallholder farmers and member countries help shape global sustainability criteria while building strategic alliances with tyre makers and processing firms.

Through such international engagement, ANRPC promotes environmentally responsible cultivation, equitable commerce and traceable supply networks, connecting the natural rubber industry to worldwide ESG frameworks and safeguarding a durable, sustainable future for every stakeholder.

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Pirelli’s Hard tyre played a decisive role as Kimi Antonelli won the inaugural Formula 1 race at the Madring, mastering a one-stop strategy to take victory in the Spanish Grand Prix. The Mercedes driver finished ahead of Max Verstappen and Lando Norris, extending his World Championship lead in the process.

All three podium finishers made their sole pit stop during a Virtual Safety Car period between laps 14 and 15. Antonelli and Norris swapped Pirelli Mediums for Hards, while Verstappen replaced his starting Softs with Hards. The one-stop approach proved dominant across the grid, with only George Russell, Carlos Sainz, Oliver Bearman, Fernando Alonso and Valtteri Bottas stopping twice.

Track temperatures peaked at 52°C and air temperature reached 32°C, mirroring conditions from earlier in the weekend. Russell, Antonelli’s closest title rival and team-mate, came home fifth. Antonelli now leads the standings on 292 points, with Russell second on 211. The Azerbaijan Grand Prix follows on Saturday 26 September.

In supporting action, Dino Beganovic won Sunday’s Formula 2 Feature Race ahead of Alex Dunne and Ritomo Miyata, all three running Softs before Hards and pitting on lap 18. Ugo Ugochukwu secured the Formula 3 World Championship by finishing second in Madrid, as Freddie Slater’s eighth place allowed the title swing. Tuukka Taponen won the finale, with Pedro Clerot third.

Dario Marrafuschi, Pirelli Motorsport Director, said, “The teams approached today's race differently from what had been simulated on track on Friday. Thanks also to the opportunity provided by the Virtual Safety Car, they favoured a more measured management of pace and degradation, which allowed them to significantly extend stint lengths and made the one-stop strategy the preferred choice for the majority of the field. The star of the Grand Prix was the Hard tyre, a compound that had been little explored during free practice and which today demonstrated a very high level of consistency, proving to be the most robust of the three compounds from both a thermal and mechanical perspective. With the C2, we saw several stints exceeding 45 laps, reaching very high levels of wear without any significant performance drop-off. Both the Medium and the Soft also proved to be effective options despite the track temperatures. The C4, in particular, completed competitive stints comparable to those of the Medium in terms of durability.

“As expected, graining appeared mainly on the front-left tyre, on the inner area of the tread, but with limited intensity. The work carried out by the teams on car setup and tyre management helped to minimise its effects. In a race characterised by few overtaking opportunities, the drivers were able to focus on tyre management, contributing to a very straightforward contest from a strategic perspective. Congratulations to Ugo Ugochukwu for securing the Formula 3 championship title today at the end of a highly competitive season. The series continues to represent an important proving ground for young talents from all over the world. The fact that the title was decided only at the final round highlights the exceptionally high level of competitiveness within the championship, which this year delivered spectacular racing and outstanding sporting value.”

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Hankook Tire is set to exhibit at IAA Transportation 2026, the world’s premier commercial vehicle trade fair, taking place in Hannover, Germany, from 15 to 20 September. The company will present its newest truck and bus radial (TBR) tyre technologies and products at the event.

Since first appearing at the exhibition in 2010, Hankook Tire has now participated in its commercial vehicle segment six times, including this year. IAA Transportation gathers leading global automakers and suppliers to display cutting-edge technologies and mobility solutions.

The company’s display will feature its SMARTEC-based portfolio for trucks, trailers and buses. SMARTEC, an advanced TBR technology system, targets five performance areas: safety, mileage, anti-chip and cut resistance, retreadability and braking. New products developed for trailers and heavy-duty cargo trucks and tractors in winter conditions will also debut. Application-specific lines include Smart Line for long-haul transport, Smart Flex for regional and long-distance use and e-SMART City for electric city buses.

Hankook Tire will further present fleet operation solutions such as the Laufenn LF95+ trailer tyre, the Alphatread retread tyre solution and the Hankook Smart Fleet tyre management system. Future mobility innovations will be shown through two Design Innovation Project outcomes: a 3D-printed Sustainable Concept Tyre and WheelBot 2, which has a three-axis spherical tyre structure.

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The British Tyre Manufacturers’ Association (BTMA) has secured a one-year mandate to represent Europe’s national tyre trade bodies on the Tyres Europe Board of Directors. The decision was made during the first meeting of the newly created National Associations Leadership Council, a body intended to improve coordination between national and European industry representatives.

The Council includes associations from UK, Spain, Italy, France, Poland, Hungary, Czechia, Slovakia, and the Netherlands. It will serve as a platform for exchanging views on sector-wide issues, identifying matters of broader European significance and feeding national perspectives into Tyres Europe’s discussions.

As the Council’s chosen representative, BTMA Chief Executive Darren Lindsey will relay shared priorities to the Board and report back on relevant outcomes. For BTMA members, this offers earlier and more detailed insight into European-level discussions, plus a direct route to raise UK concerns on trade, enforcement, end-of-life tyres and product regulation in Brussels alongside eight other national markets.

Lindsey said, “This is a genuine step forward for the national associations, and the BTMA is grateful for the confidence its European colleagues have shown in asking us to hold the seat. Our job over the next year is a simple one to describe and a demanding one to do well: to make sure the Board hears not just the UK view, but the common thread running through nine national markets and to bring back what we learn so that every association benefits. Members need to understand the associations they belong to and the value those associations create, and where that picture is changing it should be discussed at Tyres Europe level as part of our collective strategic thinking, not in isolation. That culture of open exchange is what this Council exists to build.”

Adam McCarthy, Secretary General, Tyres Europe, said, “The Leadership Council strengthens the mutually beneficial exchange of information between Tyres Europe and the national associations. National insights can better inform discussions at European level, while associations gain a clearer view of relevant EU developments. This closer two-way exchange will support more coordinated and effective representation of the sector.”

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