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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The Alliance for the Future of Tires (AZuR) has expanded its network by securing Siemens AG (Digital Industries) as its newest partner, taking another step towards advancing digital transformation throughout the tyre and recycling sectors and transformation to a tyre circular economy. This new collaboration reinforces AZuR’s standing as a cross-disciplinary hub that connects innovation, industrial know‑how and sustainable practices.

Siemens brings deep experience in automation and digitalisation to the Europe-wide network, with the shared goal of accelerating a sustainable, ethical and green tyre value chain. The company pursues a holistic approach covering the entire tyre lifecycle, from production and use to end-of-life. A particular emphasis is placed on the end-of-life segment, where Siemens aims to expand its ecosystem through more efficient processing methods and continuous data collection across the increasingly extended lifecycle of tyres.

Working closely with stakeholders including raw material suppliers, machine manufacturers and producers, Siemens seeks to help meet regulatory requirements while unlocking new efficiency gains. A key technological example is the digital twin, a virtual representation of real-world systems and processes. These simulations allow dynamic testing of developments, process optimisations and new methods without physical prototypes, enabling resource-conserving, data-driven improvements for individual tyres or complete recycling and retreading plants.

Siemens’ digital solutions also support precise planning and efficient operation of tyre recycling and retreading facilities for all vehicle types, as well as data-driven tyre tracking for transparent lifecycle documentation. Through this partnership, AZuR demonstrates that transforming the tyre industry depends on the interplay of technology, data and cooperation.

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Linglong Tire has expanded its commercial vehicle portfolio with the introduction of the Linglong Dura Master Van, a new tyre designed specifically for light trucks, vans and motorhomes. This latest addition to the Linglong Master product family emphasises high mileage, low rolling resistance and enhanced driving characteristics. A specialised version, the Dura Master Van e, has been developed to meet the unique requirements of original equipment manufacturers in the automotive industry.

The Dura Master Van features a robust new construction and an optimised tread design with a wider contact surface, delivering significantly higher mileage than its two predecessors, the Green-Max Van and Green-Max Van HP. An innovative tread compound reduces rolling resistance, translating into meaningful cost savings for commercial users. The reinforced carcass enhances load capacity for fully laden vehicles, while new sipe technology combined with a silica-based compound shortens wet braking distances and improves handling on both wet and dry roads.

Production of both the Dura Master Van and the Dura Master Van e is exclusively taking place at Linglong’s advanced tyre factory in Zrenjanin, Serbia, with immediate availability. A total of 29 sizes ranging from 12 to 17 inches will be delivered starting in spring 2026 and will reach retail stores thereafter. The Dura Master Van e, offered in two 16-inch sizes, will be supplied directly to OEMs following individual manufacturer approvals.

Development of the new tyres was led by Linglong’s European Development Center in Hanover, with testing conducted at the Idiada test track in Spain and the company’s own Sino Asia proving ground in China. Looking ahead, Linglong will further expand its van tire lineup in fall 2026 with the introduction of the Dura Master Van 4S, a new all-season tread pattern specifically engineered for light commercial vehicles.

Wencheng Liu, Head of Product Management, Linglong Tire, said, "With the Linglong Dura Master Van, we are expanding our range in the light commercial vehicle sector and offering a high-performance solution for businesses as well as private households. The tyre combines high mileage with safety and efficiency – crucial factors for cost-conscious families and entrepreneurs who use their vehicles every day."

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Tegeta Green Planet, under the leadership of CEO Shalva Akhvlediani, has positioned Georgia as a notable participant in Europe’s circular economy ecosystem through its strong engagement at the 31st annual conference of the European Tyre Recycling Association (ETRA). The event served as a key platform where Akhvlediani presented Georgia’s approach to converting waste materials into valuable industrial resources, marking a significant step for the country’s environmental strategy.

The involvement of Georgia at the Brussel-based conference highlighted the strategic importance of RECSOL LLC, a collaborative venture aimed at establishing modern tyre recycling facilities in Georgia that comply with European Union standards. This project is designed to bridge local industrial needs with internationally recognized environmental and technological benchmarks, reinforcing the country’s commitment to sustainable development.

ETRA’s 2026 gathering took place amid rapidly tightening environmental regulations across Europe, including new sustainability targets and the implementation of Extended Producer Responsibility frameworks. In this context, Akhvlediani’s presentation took on added significance, positioning Georgia alongside European nations that are actively shifting from conventional waste management towards integrated circular economy models. The focus moved beyond simple tyre recycling to creating interconnected systems for material reuse.

A central theme of the address was the transformation of end-of-life tyres into high-quality secondary raw materials such as rubber granules, powders, steel and textile components. Advances in recycling technology now allow these materials to serve industrial value chains more effectively, though Akhvlediani emphasised that processing alone is insufficient without stable demand and integration into manufacturing. This is where RECSOL LLC plays an intermediary role, ensuring uniform output that meets European specifications.

Tegeta Holding, through its Tegeta Green Planet division, has made circular economy strategy a priority, with RECSOL LLC as a core initiative. The planned recycling factory is intended to serve both domestic and export markets, aligning with European technological and environmental standards while remaining scalable for future growth. This industrial capacity positions Georgia as a potential bridge between Europe and the Caucasus region, attracting foreign investment and creating regional supply chains for recycled goods.

Regulatory harmonisation was another key point raised at ETRA 2026, particularly regarding emission controls, energy management, product certification and reporting systems. Akhvlediani also highlighted downstream applications such as rubberised asphalt, which offers enhanced road durability, lower maintenance costs, reduced noise and improved safety. Using recycled materials in infrastructure development would allow Georgia to turn waste into a driver of economic and environmental progress.

Looking beyond the conference, attention is now shifting to implementation, including finalising engineering designs, securing investment and linking suppliers with end users. The 2026 ETRA meeting marked a pivotal moment for Georgia’s industrial and environmental ambitions, with Akhvlediani, Tegeta Holding, Tegeta Green Planet and RECSOL LLC collectively steering the country towards becoming a contributing partner in Europe’s circular economy.

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Pirelli has marked a successful start to the 2026 Deutsche Tourenwagen Masters season, as the specially developed P Zero tyres for DTM’s GT3 cars received widespread praise from drivers and teams following the opening round at the Red Bull Ring in Austria. The weekend featured bright sunshine, mild temperatures, close competition and full grandstands, with German brands demonstrating absolute dominance on track. From Pirelli’s perspective, the event encapsulated the best possible debut for its exclusive tire technology.

The Red Bull Ring crowd witnessed two thrilling races. Saturday’s victory went to Thomas Preining of the Manthey team driving a Porsche, who secured the win after qualifying third in an exceptionally tight session. That qualifying session saw lap times surpass the 2023 track record, with eleven drivers finishing within less than one second of each other. Behind Preining, Luca Auer in a Landgraf team Mercedes-AMG finished second, followed by Maro Engel in a Ravenol team Mercedes-AMG in third.

Sunday’s race delivered another dramatic contest, with Engel taking the win after starting from fifth on the grid. Marco Wittmann in a Schubert team BMW climbed from ninth place to finish second, while Auer claimed third again. Spectators also enjoyed action from other Pirelli-partnered categories, including GT Masters, GT4 Germany and the FIA Formula Regional championship, which launched its season with a new generation of cars fitted with bespoke 15-inch Pirelli P Zero tyres developed exclusively for that series.

Matteo Braga, Circuit Activity Manager, Pirelli, said, "We are very satisfied with the performance of the new P Zero tyres for the DTM. It was not a given that already at the first race the drivers would be able to get the best out of the tyres, exploiting the performance optimised for this race format. We saw many different tyre strategies, which was one of the objectives set for us by the teams and the promoter during product development. Furthermore, the faster warm-up minimised the impact of pit stops, allowing drivers to defend their position more easily after the stop. There will certainly still be a great deal for everyone to learn: first and foremost on our side, as we gathered interesting data over the weekend, but also on the drivers' side, who will need to optimise the management of the mix between new and used tyres over the course of each event and throughout the seasonal carry-over."

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