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 has confirmed the tyre compound options for the Miami Grand Prix, with teams receiving the three softest mixtures: C3, C4 and C5. The first United States race of the Formula 1 season takes place next weekend in Florida following a lengthy break caused by the cancellation of the Bahrain and Saudi Arabian Grands Prix. The championship resumes on a street circuit built around the Hard Rock Stadium, featuring a 5.412-kilometre layout over 57 laps.

The Miami International Autodrome presents 19 corners and three long straights on asphalt resurfaced in 2023. The track surface has low roughness and gains grip as the weekend progresses. A notable characteristic observed last year was the circuit’s ability to dry very quickly, demonstrated during the Sprint when drivers switched from intermediates to slicks despite heavy rain before the start.

Fewer uncertainties are expected in race strategy due to historically limited tyre degradation in Miami, allowing drivers to extend stints and complete the Grand Prix with only a single pit stop. Neutralisations remain a factor on Sunday, as precision is crucial on any street circuit. Last year’s victory by Oscar Piastri followed a straightforward approach, with drivers splitting between Medium and Hard compounds before a mid-distance pit window.

Of the four editions held around the Dolphins’ stadium, half have been won by Max Verstappen, while McLaren drivers have shared the last two victories. Lando Norris won in 2024 followed by Piastri in 2025, though neither McLaren driver has ever secured pole position at this event. Verstappen has two poles, with the others taken by Charles Leclerc and Sergio Perez.

The entire Miami weekend operates under the Pirelli banner, as all support categories are supplied by the Italian company. The second round of Formula 2 has been relocated to Florida, joined by the McLaren Trophy North America and the Porsche Carrera Cup North America. The latter series now receives Pirelli’s P Zero DHG compound introduced last season.

The Miami podium cap, designed by Denis Dekovic for Pirelli Design, draws inspiration from a sea predator with grey shades resembling shark skin. The animal is also referenced by visor stickers depicting jaws or body. The special edition cap is already available for purchase online.

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Comerio Ercole recently attended three major international trade fairs, namely the Indian Rubber Expo, Chinaplas and Techtextil. These events allowed the company to present its calendering solutions while reconnecting with longstanding partners and new potential clients across various markets. The strong interest recorded at each fair facilitated valuable discussions and provided clear insights into current industry trends and evolving customer requirements.

A significant achievement during this period was receiving the Industry Pioneer Award at Chinaplas, jointly presented by Adsale Plastics Network and the fair organisers. This recognition was granted specifically for Comerio Ercole’s calendering lines designed for PVC film, honouring the company’s innovation, technical expertise and ongoing technological development.

On 15 April 2026, during National Made in Italy Day in Rome, the Italian Ministry of Enterprises and Made in Italy officially recognised 1,000 Historical Brands of National Interest. As a proud member of this exclusive registry, Comerio Ercole participated in the institutional event, reaffirming its role in strengthening the global reputation of Made in Italy. The company stands as a testament to how tradition and Italian heritage can seamlessly integrate with the demands of today’s market.

Beyond its industrial and commercial activities, Comerio Ercole has demonstrated a broader commitment to social responsibility and sustainable innovation. It donated 10 mountain bikes to the LIUC University Residence in Castellanza to support student mobility and encourage an eco-friendly lifestyle. Furthermore, the company received a national award at the 13th edition of the Premio Impresa Ambiente in the category ‘Best Process/Technology for Sustainable Development’ for its LOGOS devulcanisation system, which transforms rubber waste and end-of-life tyres into recycled compounds comparable to virgin materials while reducing emissions. This recognition affirms that industrial excellence and environmental responsibility can advance together.

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Tegeta Green Planet recently visited the Georgian-American School in Batumi to mark Earth Day, where a presentation on specific waste management was held for fifth and sixth grade students. The meeting was conducted in an interactive format and included a variety of activities, enabling students to better understand environmental responsibility and the importance of proper waste handling.

Students actively participated in discussions, answered questions and engaged in practical tasks, gaining knowledge they can apply in everyday life about treating the environment responsibly and transforming waste into a resource. At the end of the activity, participants received certificates and symbolic gifts for their engagement, which further boosted their motivation and positive experience.

Established under the corporate social responsibility framework of Tegeta Holding, Tegeta Green Planet aims to raise environmental awareness in society and encourage sustainable behaviour. The organisation’s team actively collaborates with educational institutions by visiting schools and delivering informative presentations, interactive activities and engaging games that help students understand environmental protection through practical examples.

The main goal of the initiative is to raise environmental awareness among the younger generation and develop skills that will help them become more responsible citizens in the future. This activity is part of a broader educational campaign through which Tegeta Green Planet will gradually visit schools across different regions of Georgia.

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The Automotive Tyre Manufacturers’ Association (ATMA) has called on the Government of India to introduce customs duty relief on critical raw materials due to supply chain instability from the West Asia crisis. ATMA acknowledged the government’s temporary duty exemption on synthetic rubber and certain resins until June 2026 as a constructive step.

Despite this, ATMA noted that inputs like tyre cord fabric, bead wire, steel cord, carbon black, processing oils and petrochemical chemicals still attract high import duties during price volatility and supply constraints. Crude-linked inputs account for up to 70 percent of raw material costs, with volatile crude prices and stressed shipping routes raising costs, delaying shipments and increasing freight and insurance premiums.

ATMA also highlighted bead wire shortages caused by domestic industrial gas and LPG issues, requesting a temporary waiver from Quality Control Order requirements for imports. The association sought sulphur supplies for tyre manufacturers and urged refineries to sustain process oils while shifting towards high-value materials like Neodymium Polybutadiene Rubber.

ATMA warned that raw material disruptions could affect farm and logistics tyre supplies. The association reaffirmed support for Make in India and self-reliance, stressing continued government-industry dialogue to protect original equipment manufacturers, transporters, farmers and consumers.

Arun Mammen, Chairman, ATMA, said, "We appreciate the Government’s timely support. However, given continued global uncertainties, extending duty relief to other critical raw materials is essential to maintain production stability and cost competitiveness."

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