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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BFGoodrich Tires has been designated the official tyre partner for the ChampCar Endurance Racing Series, establishing a new platform to demonstrate its engineering capabilities in grassroots motorsport. Central to this collaboration is the g-Force Rival+ tyre, which has been specifically developed for endurance racing and placed on the series' approved whitelist. The tyre is engineered to deliver consistent performance, durability and reliable wet-weather handling, addressing the core demands of amateur racing competitors.

Participants in the ChampCar series will gain access to a rebate programme and special opportunities at select events, including access to the BFGoodrich Performance Driving Guide, co-authored by brand ambassador Ross Bentley. The partnership aims to provide tangible support that enhances the racing experience for all series entrants.

The g-Force Rival+ tyre, launched in fall 2025, features a new rubber formulation for consistent lap times and a reinforced internal structure that minimises sidewall flex for instantaneous steering feedback. The tyre is currently available in 14 sizes.

Reviving a storied tradition, BFGoodrich has reintroduced its ‘Team T/A’ programme, fielding an endurance squad of employees and guest drivers competing exclusively in the ChampCar series. The team debuted at Daytona in April, finishing 16th out of 100 entries despite mechanical setbacks. Future races are scheduled at Sebring, Virginia International Raceway and Circuit of the Americas.

The original Team T/A programme was renowned from the 1970s through the 1990s for supporting grassroots racers. While the brand's recent acclaim has been tied to off-road racing, this initiative signals a return to pavement motorsports. Additional partnerships announced in June 2026 with the National Auto Sport Association, the Motorsport Safety Foundation and SCCA's Track Night in America underscore this sustained resurgence in the ultra-high performance arena.

Mike Chisek, President and CEO, ChampCar, said, “I’m excited to welcome BFGoodrich as a Series Partner of the ChampCar Endurance Series. It’s great to see the grassroots support BFGoodrich has for road racing, and their new g-Force Rival+ tyre is proving to be a great choice for our endurance road racing teams.”

T J Dennis, BFGoodrich Ultra-High Performance (UHP) Brand Manager, said, “Cementing this relationship with ChampCar is the latest step in bringing BFGoodrich’s ultra-high performance efforts back to the forefront. This partnership is mutually beneficial for each brand, and we’re eager to help ChampCar racers reach another level of performance.”

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ARLANXEO has announced that the German Federal Patent Court has nullified the German component of European patent EP 3 800 714. The contested intellectual property, held by Zeon Corporation, pertains to synthetic rubber compounds utilised as cathode binders within rechargeable battery systems, a sector critically linked to electric vehicles and energy storage solutions.

The revocation stems from an ongoing legal confrontation regarding battery binder technology. Zeon initiated infringement lawsuits in 2024 against ARLANXEO’s German and Dutch operations at the Munich Regional Court. In response, ARLANXEO contested the patent's legal standing, prompting a validity review by the Federal Patent Court.

Following a preliminary July 2025 ruling that cast substantial uncertainty on the patent’s enforceability, the Munich court suspended the infringement case. With the formal revocation in Germany, the foundational grounds for the local infringement allegations have been effectively eliminated.

John Gerrese, General Counsel, ARLANXEO, said, “We welcome the Court’s decision, which confirms our position on the invalidity of the patent. The ruling underscores the importance of robust patent standards. It also highlights the critical role of nullity proceedings in ensuring that only valid and enforceable patents are upheld.”

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Tegeta Green Planet, in collaboration with Shine Energy, recently conducted an environmental awareness session for students in grades one through three at Pirveli School-Gymnasium. The initiative employed an interactive and age-appropriate methodology to introduce young learners to fundamental ecological concepts.

The curriculum covered the detrimental effects of littering, the necessity of specialised disposal for waste tyres, used oil and batteries and the broader importance of resource conservation. Students were also taught practical, daily actions that contribute to environmental preservation and were shown how individual responsibility can collectively forge a cleaner future. The educational experience was reinforced through a participatory game that allowed children to engage with environmental topics via practical examples.

Upon concluding the programme, each student received a certificate and a symbolic gift. This activity aligns with the organisations' ongoing commitment to fostering environmental stewardship among youth, a priority that sees them regularly visiting schools to deliver engaging educational content. Such initiatives are designed to cultivate a sense of ecological responsibility from an early age, encouraging children to integrate nature conservation into their daily routines.

Established in 2022, Tegeta Green Planet operates as one of Georgia’s first authorised Extended Producer Responsibility organisations. The company offers membership to any business or individual entrepreneur subject to the nation’s EPR legislation, irrespective of their operational scale.

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Pirelli P Zero has made a prominent return to the Goodwood Festival of Speed, reinforcing its status as a leading choice for premium manufacturers. The 2026 edition features numerous high-performance vehicles equipped with tyres from the revitalised P Zero family. This widespread adoption underscores the range’s appeal, supported by over 300 homologations secured for the latest products across diverse vehicle types that prioritise performance, safety and driving enjoyment. The complete renewal of the P Zero line, initiated in 2023, is now showcased as original equipment on many contemporary models.

The festival highlights several bespoke applications, starting with the Ferrari Luce. For this model, Pirelli engineered a custom P Zero E tyre, merging high performance with over 55 percent bio-based and recycled materials in a record-setting 24-inch format. The semi-slick P Zero Trofeo RS appears on the Bentley Supersports, Porsche Taycan Turbo GT and BMW M2, while the Pagani Utopia Roadster adopts this tyre alongside the Cyber Tyre system, enabling direct communication with vehicle electronics.

The luxury electric segment is represented by the Rolls-Royce Spectre and Jaguar Type 01, both utilising P Zero Elect tyres with diameters reaching 23 inches. The P Zero Trofeo RS is also fitted to the Koenigsegg Sadair's Spear megacar and its LEGO Technic replica, the latter achieving a record of 111 kilometres per hour on the Goodwood Hillclimb.

All P Zero tyres share a technological foundation rooted in motorsport, serving as Pirelli’s primary testing ground. The company’s participation in over 350 racing events annually, including Formula 1, facilitates the transfer of innovations like virtual development processes to road tyre production. This continuous cycle ensures the P Zero range remains at the forefront of tyre technology for both track and street applications.

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