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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Bulloch County, Georgia, is testing an innovative road foundation method that extends pavement life, lowers upkeep costs and reuses large volumes of scrap tyres. This pilot project is upgrading one of the county’s busiest dirt roads, Five Chop Road near Statesboro, with support from a state environmental grant.

The county partnered with Liberty Tire Recycling and Century Road Solutions to install mechanical concrete on a 0.58-mile (approximately 0.93 km) stretch. Funding comes from a USD 250,000 Tire Products Grant from the Georgia Environmental Protection Division. Mechanical concrete locks stone gravel into place using recycled tyre components. Scrap tyres are processed into honeycomb-like structures, laid along the roadbed and filled with aggregate, preventing shifting, erosion and potholes.

The surface remains flat with minimal upkeep. The technology has over 15 years of proven use on industrial and mining roads without follow up repairs. An estimated 200,000 recycled tyres have been reused in Georgia through this process. Reduced grading and resurfacing needs lower long-term costs. Bulloch County estimates paving one mile (approximately 1.61 km) of asphalt costs USD 1 million, whereas mechanical concrete can improve nearly two miles (approximately 3.22 km) for the same price.

County leaders will monitor durability before expanding use. A partnership with Georgia Southern University’s asphalt programme is being explored to independently study long-term performance. With 638 miles (approximately 1026.76 km) of dirt roads countywide, even modest maintenance savings would be substantial. If the technology proves effective, it will continue.

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Hankook Tyre Australia successfully participated as the official tyre supplier for the 2026 Bathurst 6 Hour, held from 3 to 5 April at the iconic Mount Panorama Circuit. This role reinforced the company’s dedication to advanced tyre technology and high-performance motorsport. The primary endurance race took place on 5 April, lasting six demanding hours.

To support the event, Hankook Tyre Australia deployed its sophisticated motorsport tyre technology, specifically the Ventus TD semi-slick competition tyre. Engineered for rigorous track driving, this tyre provides exceptional dry grip, steady handling and improved longevity over long race stints. Its design focuses on durability, heat management and even load distribution for consistent wear.

The 2026 edition marked the 10th running of the Bathurst 6 Hour, featuring 69 cars across various classes. The challenging 6.2-kilometre Mount Panorama Circuit, with its high-speed sections, technical turns and steep elevation changes, solidified this event as Australia’s top production car endurance race.

The race itself was highly competitive and fluid, featuring numerous lead changes and tactical battles throughout the six hours. Victory went to Supercars driver Thomas Randle alongside Ben and Michael Kavich after a tight contest resolved only in the closing laps. In this demanding environment, the Ventus TD proved critical, offering stable grip and predictable handling over long stints to optimise race strategy, while its compound and tread design minimised wear and supported balanced load distribution under varying track conditions.

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Trelleborg Tires will exhibit at Intermodal South America 2026 from 14 to 16 April at Distrito Anhembi in São Paulo, Brazil, showcasing the XP1000 tyre for high-intensity material handling. The company will be at booth M023 and within the Smart Intralogistics area, reinforcing tyres’ role in automation and process optimisation. This presence highlights Trelleborg as a strategic partner where tyre solutions ensure stability and efficiency in data-driven operations.

Used on forklifts in warehouses, ports and industrial sites, the XP1000 delivers stability, durability and consistent performance to reduce interruptions. Its Pit Stop Line visual wear indicator signals replacement up to 100 hours in advance, enabling accurate maintenance and reducing unplanned downtime. Produced at the Feira de Santana plant in Brazil for domestic and South American markets, production rose 57.5 percent between 2024 and 2025, reflecting strong demand.

The tread design combines lightweight construction with recycled fibre compound, while the Pit Stop Line minimises waste, ensuring performance, material savings and lower environmental impact. Logistics operations are transforming through automation, electric fleets and data-driven management, key themes at Intermodal. In this context, tires directly impact operational stability and safety.

The Smart Intralogistics area focuses on automation and efficiency within warehouses and industrial facilities. Within this environment, the XP1000 helps reduce bottlenecks and maximise productivity. Trelleborg Tires is the only tyre manufacturer in this area, reinforcing tyre solutions as integral to modern intralogistics systems.

Marcelo Natalini, President, Yokohama TWS South America, said, "The modernisation of logistics operations requires components capable of keeping pace with the sector’s increasing demands for productivity and efficiency. Tyres play a key role in this context, directly contributing to operational reliability and continuity."

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Pirelli has introduced a new development rear tyre for the Dutch Round of the FIM Superbike World Championship at the iconic TT Circuit Assen. Designated F0298, this soft compound option is engineered to improve stability and deliver greater performance consistency over race distance. It joins the existing DIABLO Superbike rear range alongside the supersoft SCX, the soft SC0 and the medium SC1. The SCX is reserved for practice sessions, qualifying and the Superpole Race, while the SC0 and SC1 serve as the soft and medium race alternatives.

For the front axle at Assen, riders can choose between the soft SC1 and the medium SC2. Given the high likelihood of rain in the Netherlands during this season, Pirelli also provides wet weather solutions including the DIABLO Wet intermediate tyres and the DIABLO Rain full wets. In the WorldSSP class for its third round, the standard front tyre options are the SC1 and SC2, while the rear uses SCX and SC0 compounds.

Also returning to the track during the Dutch weekend are the World Sportbike Championship riders and the women of the WorldWCR series. Both championships use SC1 tyres on both axles, with a 120/70 front and 180/60 rear specification. This completes the tyre allocation across all classes competing at Assen.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, " With the 2026 WorldSBK Pirelli Dutch Round, the Championship arrives at the TT Circuit Assen, one of the most iconic tracks in world motorcycling. Both fast and technical, Assen features a mix of low-, medium- and high-speed corners, as well as often variable weather conditions, which over the years have played a decisive role in race outcomes.

“For the third round, confirming a continuous development effort aimed at improving both single-lap performance and further increasing consistency over race distance, Pirelli is providing teams and riders with a new development soft rear solution, the F0298. This tyre could represent a valid alternative to the standard SC0, with the goal of improving stability while ensuring a high level of consistency in race conditions.

“Taking into account the characteristics of the circuit and potentially low temperatures, our choice for qualifying and the Superpole Race has fallen on the supersoft SCX, which until last season was known as the development tyre E0126 and has become part of the standard range this year. For the same reason, as an alternative to the standard and development soft options, riders will also be able to rely on the medium SC1 rear in case of cold conditions.”

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