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 earned top recognition in the ‘Tires and Tire Management’ category of the International busplaner Sustainability Award for its Conti Urban HA 5 NXT tyre. The award celebrates groundbreaking vehicle parts, services and models that drive sustainability in the bus industry. Announced on the evening before the BUS2BUS trade fair, this marks the fourth time Continental has received this honour since the prize was first introduced.

A key feature of the Conti Urban HA 5 NXT is its material composition, with up to 60 percent coming from renewable, recycled or ISCC mass balance-certified sources. ISCC certification ensures full traceability of these raw materials across the supply chain. An externally verified life cycle assessment shows an 11 percent drop in greenhouse gas emissions compared to the earlier Conti Urban HA 3 model. The tyre incorporates natural rubber, renewable fillers, recycled synthetic rubber and rubber derived from mechanically processed end-of-life tyres.

Designed to address major trends reshaping urban transport such as urbanisation, electric mobility and digital fleet management, the tyre arrives at a time of strong growth in new bus registrations across the EU, especially in Germany and Poland. Electric bus adoption is rising sharply in markets like Germany, Sweden and Belgium, while conventional technologies lose ground. This shift underscores the need for tyres that support cleaner, more efficient city bus operations.

The Conti Urban HA 5 NXT delivers a 25 percent reduction in rolling resistance versus the prior generation, which can extend electric bus range by up to 15 percent. A new tread compound increases mileage by up to 15 percent compared to the Conti Urban HA 3 while maintaining a B EU wet‑grip label rating. A reinforced sidewall enhances resistance against curb and impact damage, and the optimised tread pattern improves traction and lowers noise, boosting passenger comfort.

The tyre works seamlessly with Continental’s digital ContiConnect system, allowing fleet operators to monitor pressure, temperature and wear in real time using sensors. This enables proactive maintenance, greater operational safety, fewer unplanned breakdowns and cost-effective fleet management. Since its launch in 2013, the International busplaner Sustainability Award has become one of Europe’s most respected honours in bus and transport, recognising companies that balance economic success with environmental care and social responsibility.

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Pirelli has created bespoke versions of its P Zero R tyre for Porsche 911 Turbo S, the most powerful version ever of the 911 model in its six-decade history. Drawing directly from motorsport expertise, this ultra-high-performance compound supports everyday sports car driving while delivering exceptional dynamic response. It shares the same technological DNA as Pirelli’s racing solutions, already well regarded in the prestige vehicle segment.

Engineered to harness 711 horsepower and 800 Nm of torque, this tyre ensures effective power transfer to the road. It enhances the car’s dynamic abilities and driving pleasure through consistent traction on dry, varied and wet surfaces, with a strong focus on wet safety and control. The tread pattern reduces noise for improved comfort, while lower rolling resistance boosts overall vehicle efficiency. The rear axle uses 325/30 ZR 21 tyres, 10 mm wider than before, and the front retains 255/35 ZR 20 for balanced handling.

Following Pirelli’s Perfect Fit philosophy, each tyre matches the precise technical needs of its vehicle. This longstanding collaboration with Porsche has also produced P Zero R fitments for the hybrid Porsche 911 GTS. The new Turbo S tyres carry the ‘N’ marking on the sidewall, signifying joint development for optimal performance across the 911 range.

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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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