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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Sun Auto Network is strengthening its presence in North Carolina by consolidating several well-known local businesses under the Sun Auto Tire & Service banner. This integration includes Piedmont Tire, which finished rebranding in late 2025, and four Tire Max locations that made the switch this past March. The process continues with Jackson Auto Worx, while Liberty Tire & Auto is scheduled to follow later in 2026.

To celebrate these changes, Tire Max will host grand opening events over two weekends in April. The first takes place 9 to 11 April at the Madison and Stokesdale stores, followed by the second from 23 to 25 April at the High Point and Summerfield locations.

These community-focused gatherings will feature promotional giveaways such as tyres and a full year of free oil changes, along with other special offers. Through this investment, Sun Auto Network aims to benefit both local drivers and the wider North Carolina communities it now serves.

Michael Loa, Regional Vice President, said, "This is about creating a more unified and recognisable presence across the region. Aligning these stores under the Sun Auto Tire & Service name builds on the strength of our existing network while delivering a more consistent experience for drivers."

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Scandinavian Enviro Systems AB (publ) (Enviro) has been informed that Infiniteria Sweden AB and Infiniteria Europe Sàrl plan to ask the Gothenburg District Court to immediately end Enviro’s ongoing company reorganisation. Infiniteria also challenges the legality of Enviro’s recent contract cancellations regarding their joint venture and has indicated it will seek damages as a result.

The reorganisation was originally approved by the same court on 27 February 2026. Infiniteria now argues that the process should be halted at once because its intended purpose is unlikely to be achieved and because continuing would be unfair to Infiniteria. Furthermore, Infiniteria has made clear it will oppose any reorganisation plan that Enviro might put forward.

Infiniteria disputes the validity of Enviro’s termination of their joint venture agreements, which occurred on 20 March 2026 under the Swedish Company Reorganization Act. While no formal damages claim has been filed yet, Infiniteria preliminarily estimates potential claims from the terminations at roughly EUR 84 million. This estimate partially overlaps with an existing arbitration claim against Enviro that was disclosed on 6 February 2026.

Enviro firmly rejects Infiniteria’s stance, asserting that its conclusions rest on incomplete and incorrect information, making them unfounded. Together with its legal advisors and the court-appointed administrator, Enviro is reviewing the matter and will respond to Infiniteria’s claims as directed by the District Court.

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Flat tyre protection specialist Tyron Runflat has joined the UK Towing Safety Alliance (UKTSA), strengthening efforts to raise safety standards for drivers who tow caravans, trailers, horseboxes and commercial loads across Britain.

Formed in May 2025, the Alliance is a national coalition convened by the Parliamentary Advisory Council for Transport Safety. It was created after the disbandment of the Trailer and Towing Safety All Party Parliamentary Group, driven by findings from the Driver and Vehicle Standards Agency. Nearly half of non‑caravan trailers inspected were non‑compliant, with many prohibited from road use due to defective brakes, lights or tyres. Towing‑related incidents rose 16 percent between 2022 and 2024.

The Alliance’s TLC campaign urges drivers to perform three pre‑towing checks. Tyres: pressure, tread depth and damage. Load: even distribution, legal limits and securing. Connectivity: lights, electrics and breakaway cables. Member organisations like TyreSafe, the National Caravan Council, the British Horse Society, National Highways, the Camping and Caravanning Club, the National Trailer and Towing Association and NFU Mutual tailor messaging to their audiences.

Tyron specialises in blowout protection. Its patented MultiBand fills the wheel well, preventing the tyre bead from dropping during rapid deflation. This helps drivers maintain steering control to reach safety. The system can also fit alongside Tyre Pressure Monitoring Systems using a dedicated bracket.

The Alliance focuses on education over enforcement, helping drivers take simple steps for safer towing. By combining members’ expertise, it delivers practical guidance from leisure caravanners to agricultural and commercial operators.

Peter Simson, Director, Tyron Runflat, said, “Towing safety depends on multiple factors, but tyres remain one of the most critical elements in maintaining control of both the vehicle and the trailer. We’re pleased to join the UK Towing Safety Alliance and support the TLC campaign, which provides clear and practical guidance for drivers. Collaboration across industry is essential if we are to reduce incidents and improve awareness of the risks associated with towing. By working alongside organisations that share the same commitment to road safety, we can help ensure drivers are better informed and better prepared before they set off.”

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Goodyear kicks off its third year as the exclusive tyre supplier for the LMGT3 class in the FIA World Endurance Championship at the 6 Hours of Imola. All 18 cars competing this weekend will be fitted with Goodyear Racing Eagle tyres, continuing a partnership that began in 2024. The chosen compound for Imola is the Medium variant, recognisable by its yellow sidewall lettering, which is valued for its steady performance and reliability across multiple driving stints. This same tyre will be used at every WEC track throughout the current season.

Imola presents a unique test compared to more abrasive circuits thanks to its smooth asphalt and flowing layout that puts less stress on tyres. Lower degradation shifts the emphasis towards strategic planning over the six-hour race, rather than pure tyre preservation. This backdrop is where Richard Lietz and Riccardo Pera previously claimed their first victory together, eventually becoming 2025 LMGT3 champions alongside Ryan Hardwick. They now return with The Bend Manthey Porsche, joined by Yasser Shahin.

New regulations this season have increased tyre allocations, giving teams more strategic freedom. While the Medium’s proven durability still allows double stinting, the extra sets let crews fit fresh rubber at every pit stop, avoiding the need to overextend a stint and risk fading pace. For wet conditions, teams also have access to a Goodyear Racing Eagle Wet tyre, whose tread pattern is engineered to clear standing water and maintain grip.

Beyond the on-track action, the Goodyear Blimp will soar above Imola for its first appearance of the season. The Goodyear Wingfoot Award, decided by fan votes from both the grandstands and home viewers in a driver of the day format, also makes its return. Meanwhile, Goodyear Racing Eagle tyres are competing this weekend at Kansas Speedway in the NASCAR Cup and O’Reilly Auto Parts Series, as well as at Donington Park for the British Touring Car Championship opener.

Stephen Bickley, Goodyear Endurance Program Manager, Said, “Imola is less aggressive on tyres than many of the tracks we visit. It doesn’t generate high lateral loads and the surface is relatively smooth, so it’s naturally one of the kinder tracks on tyres. That opens up a range of strategic options for teams. You can double stint and gain time in the pit lane, or with the increased allocations, teams may choose to run new tyres more often. Our Goodyear Racing Eagle Medium tyre gives them the flexibility to consider both options. The circuit also has a clear left-hand bias, which places more load on the right side of the car. Teams may look at single stinting only the loaded side, while carrying the unloaded side for longer and doing more stints on that side. These differing strategies are what we expect will define the race for many teams this weekend.”

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