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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Continental has introduced a Collector's Edition of its Grand Prix 5000 S TR road tyre, a benchmark product developed alongside Tadej Pogačar, the multiple World Champion and Tour de France winner. The limited release sits within the company's ‘Share the Road’ campaign, which seeks to advance road safety, mutual respect and harmonious coexistence among all road users while delivering top-tier performance.

At the heart of the effort is ‘Pogi’, a figure the brand and Pogačar devised together. Appearing across a set of animated stories, the character conveys the central idea that the roads belong to everyone. Each limited-edition tyre package also includes a physical Pogi collectible, extending the character beyond the screen.

The 30-622 tyre carries custom Pogačar branding, including a dedicated Pogi logo and hundreds of miniature Tadej Pogačar logos worked subtly into the Grand Prix 5000 S TR lettering. It retains Continental's benchmark technologies – the BlackChili Compound, Vectran Breaker, Active Comfort Technology and Lazer Grip – and is aimed at both cycling enthusiasts and collectors.

Hannah Ferle, Road Product Manager, Continental Tires, said, “The trust placed in us by world-class athletes like Tadej is both an honour and an incentive. With the Grand Prix 5000 S TR Pogačar Edition, we wanted to bring together our race-proven road performance with a meaningful initiative. Every tyre is crafted with precision to deliver the optimal balance of speed, grip and reliability while celebrating our shared commitment to making roads safer for every rider.”

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DUNLOP has become the first-ever Presenting Partner of the Goodwood Revival, cementing its place in the event’s history after an exceptionally successful partnership at this year’s festival. The three-day event, held from 18 to 20 September, attracted 150,000 attendees from 172 countries and marked the iconic tyre manufacturer’s most prominent presence at the circuit in nearly eight decades.

The Revival provided DUNLOP with an unparalleled platform to celebrate its rich motorsport legacy and connect with a global audience of enthusiasts, collectors and industry professionals. Its presence represented a significant milestone, returning the brand to the Goodwood Motor Circuit nearly 80 years after it first supported the venue’s opening in 1948. The comprehensive activation featured a 600-square-metre exhibition stand, VIP hospitality adjacent to the pit lane and prominent event and circuit branding throughout the weekend.

At the DUNLOP stand in the Revival’s Earls Court motor show, around 25,000 visitors experienced the brand first-hand across all three days, drawn by a trio of Ford GT MkIIs that dominated the podium at the 24 Hours of Le Mans in 1966. Attendees engaged directly with DUNLOP’s heritage, innovation and commitment to motorsport excellence, while the event’s international turnout underscored the universal appeal of the brand’s story and its enduring position within global motorsport culture. The response from visitors was overwhelming, with the activation highlighting DUNLOP’s history and racing legacy in a unique way.

The inaugural year as Presenting Partner has established a blueprint for future collaboration, resonating with an audience that values heritage, authenticity and engineering excellence. As DUNLOP strengthens its position within global motorsport, the Goodwood Revival partnership stands as a cornerstone activation, celebrating the brand’s legendary status while positioning it as an innovator for the future.

Dennis Wilstermann, Marketing Manager, DUNLOP, said, “Our stand was consistently busy throughout the three days. The level of interest in the DUNLOP brand was remarkable, and the conversations we had with customers, fans and partners were genuinely positive. We are already looking forward to returning to Goodwood Revival in 2027. We cannot wait to return to the Goodwood Revival in 2027. This year has been a powerful reminder of why Goodwood Revival matters to DUNLOP – and why DUNLOP matters to Goodwood Revival."

Hiroshi Hamada, Manging Director, Chairman and CEO, Dunlop Tyre Europe GmbH, said, “This was our first year at Goodwood Revival as Presenting Partner, and it was an unqualified success for us. DUNLOP returning to Goodwood with such a strong presence after so many years is a story in itself – one that validates our commitment to motorsport heritage and innovation.”

The Duke of Richmond CBE DL said, “We were delighted to welcome DUNLOP as presenting partner of Goodwood Revival this year. Having been an integral part of racing here for almost 80 years, the partnership reflects a shared heritage stretching back to 1948, when it was among the original supporters of the Goodwood Motor Circuit. From DUNLOP’s hugely popular stand in Earl's Court, featuring the Ford GT MkIIs that famously finished 1-2-3 at Le Mans in 1966, to its presentation of Sunday's flagship Royal Automobile Club TT Celebration race, the partnership was a fitting celebration of our shared history and passion for motorsport. We look forward to continuing that relationship in the years to come.”

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Bekaert has marked a significant sustainability milestone with the commissioning of its first solar energy project in Latin America. The installation at the Proalco Malambo facility in Barranquilla, Colombia, features 1,986 rooftop panels now generating renewable electricity on site, translating the company's sustainability strategy into concrete local action.

The Malambo plant produces a diverse range of steel wire products for agriculture, construction, upholstery, energy, utilities and general industrial applications and employs nearly 200 people. With an installed capacity of 1,291 kWp, the solar array is projected to generate roughly 1.87 gigawatt-hours of renewable electricity each year, meeting a quarter of the facility's power needs. The company estimates this will cut carbon dioxide emissions by 117 tonnes annually, supporting its broader goal of reducing its environmental footprint and advancing the low-carbon transition.

Beyond environmental gains, the project tackles practical energy concerns. The site previously relied entirely on external electricity amid rising costs and mounting grid pressure. On-site generation now enhances cost efficiency and operational resilience by limiting exposure to price volatility and potential supply interruptions. The initiative also aligns with Colombia's national sustainability objectives by promoting non-conventional renewable sources, while the use of local suppliers and contractors bolsters the regional economy and community.

The Colombian project extends Bekaert's wider track record of renewable investments, following solar deployments in Europe and Asia and ongoing expansion through on-site generation and long-term energy agreements. Expansion in the region is already planned, with a second phase envisioned at the Muña plant in Bogotá.

Fernando Montes, General Manager Proalco, said, “This project represents a major step forward in our commitment to sustainability. As the largest investment project at our site, it reflects a high level of ambition and was delivered safely over one year. It will make a meaningful difference by reducing emissions, lowering energy costs and strengthening the reliability of our operations.”

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Trelleborg Tires will present its newest agricultural tyre solutions at EIMA International 2026 in Bologna, Italy, scheduled for 10–14 November at Hall 14, Stand B2. The lineup includes the TM800 PowerFlex for mid- to high-powered tractors, the TM3000 VF 1250/50R32 for spreaders and sprayers and the TM1000 ProgressiveTraction for high-horsepower tractors. Two new tyre solutions will be unveiled at a press conference on 10 November at 5:00 p.m. at the company's stand.

The TM800 PowerFlex combines VF-PFO technology with a patented ProgressiveTraction lug design. A newly developed central rib derived from road tyre geometry supports stability, steering precision and transport comfort. Field tests recorded up to 17 percent more traction than premium competitors, a 5 percent wider footprint for reduced soil compaction, improved self-cleaning from redesigned interlug terraces, 6 percent lower rolling resistance and up to 20 percent longer tyre life.

The TM3000 VF 1250/50R32 employs VF technology to allow up to 40 percent more load at the same pressure or up to 40 percent lower pressure at the same load. Its low-compaction footprint and rounded shoulders protect soil health, while ProgressiveTraction technology delivers grip, self-cleaning and even wear. Field evaluations showed a 19 percent larger footprint than premium competitors, and optimised tread patterns support larger machines with greater comfort.

The TM1000 ProgressiveTraction pairs VF-PFO technology with ProgressiveTraction lugs for higher load capacity at lower pressures. It offers up to 10 percent more traction and up to 12 percent more hectares per hour than premium competitors, with an extended footprint protecting soil structure. Independent testing showed up to 30 percent higher durability, and selected rear tyres carry up to 5,000 hours of certified tread wear performance.

Coverage under the Premium Care programme extends to the TM1060, TM1000, TM900 and TM800 ranges, all featuring ProgressiveTraction technology. If tread depth drops below 20 percent before 5,000 hours, customers receive a credit based on unused hours towards a new tyre of the same model and size. The programme aims to lower total cost of ownership and reduce downtime in demanding conditions.

Luca Sabelli, Brand Director, Trelleborg Tires, said, “Stunning tyre innovation means turning advanced engineering into tangible benefits for agricultural professionals. Our focus is on developing high-performance tyre solutions that help farmers and contractors get the most out of their machinery, delivering superior traction, extended tyre life and unmatched productivity. At EIMA 2026, we look forward to showcasing our latest innovations and demonstrating how Trelleborg tyres are driving the future of agricultural productivity.”

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