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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Tegeta Green Planet organised an informational and practical campaign titled ‘Don’t Throw It Away, Hand It In’ in Zugdidi to foster environmental responsibility and encourage proper management of specific waste streams. The initiative sought to educate local residents, vehicle owners, drivers and private sector representatives while boosting their participation in responsible disposal practices.

A dedicated collection point was established on 15 September in Zugdidi, where community members could dispose of end-of-life tyres, used batteries and waste oils. Throughout the event, attendees learned about the safe and proper handling of used automotive waste and the various options available for submitting such materials.

A central component of the campaign involved raising awareness about Extended Producer Responsibility (EPR) principles. Participants gained insight into what EPR entails, the function of an EPR organisation in managing specific waste, how collected materials are subsequently processed and why importers must meet their legal obligations by joining an authorised EPR organisation. Symbolic gifts were distributed to encourage public involvement in the collection process.

The event enhanced Tegeta Green Planet’s regional visibility and created opportunities to recruit new importer members. Operating since 2022, the organisation is among the first in Georgia to receive authorisation from the Ministry of Environmental Protection and Agriculture under the EPR framework. It continues implementing regional campaigns and educational projects across Georgia to promote responsible waste management, strengthen infrastructure and advance circular economy principles.

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Italian bicycle tyre manufacturer Vittoria has extended its partnership with the Union Européenne de Cyclisme (UEC) for another five years, carrying the collaboration through 31 December 2030. The renewed agreement confirms Vittoria as the UEC Official Supplier, building on a relationship that has deepened through a shared dedication to European cycling development, from backing athletes and National Federations to elevating the sport at its highest competitive levels.

The multi-discipline partnership spans Road, Gravel, Mountain Bike, Cyclo-cross, Track and BMX Racing, mirroring modern cycling’s diversity. It connects Vittoria with riders pursuing European titles across various categories and generations while both organisations pursue a common vision of cycling as a unifying force that brings together people, countries and generations.

Beyond competition, the two organisations are committed to developing cycling, promoting sporting excellence and inclusivity and growing the sport across disciplines and throughout Europe. The UEC works closely with Europe’s National Cycling Federations to strengthen continental cooperation, while Vittoria supports athletes and the cycling community from grassroots through the elite level.

Under the renewed agreement, Vittoria Servizio Corse, the company’s neutral technical assistance service, will continue supporting athletes at the UEC Road European Championships. Experienced technicians and dedicated race-support vehicles will assist riders in Road Races, Individual Time Trials and Team Time Trials (Mixed Relay) across Elite, Under 23 and Junior categories, regardless of team or equipment, helping them rejoin the race swiftly after technical issues – reflecting the partnership’s core principle of standing close to athletes with concrete support.

Stijn Vriends, Chairman & CEO, Vittoria, said, “We are extremely proud to extend our partnership with the Union Européenne de Cyclisme for another five years. Our relationship has grown stronger over time because it goes beyond visibility at major events: it is built on a shared commitment to the development of cycling and to supporting the people who make this sport possible. Being alongside UEC across all these disciplines, and providing direct support to athletes, gives us the opportunity to make a concrete contribution to the sport and its future.”

Enrico Della Casa, President, Union Européenne de Cyclisme, said, “Vittoria represents excellence in the international cycling landscape, and we are delighted to renew a partnership that has grown stronger over the years. Having such a prestigious and widely recognised brand alongside the Union Européenne de Cyclisme brings tangible added value to our activities, across all disciplines and throughout our events. Vittoria is also a valuable partner in the solidarity initiatives promoted by the UEC in support of National Federations, making a concrete contribution to projects that go beyond the purely sporting dimension and fully reflect the values of cooperation and mutual support on which European cycling is built. This renewal therefore confirms a shared vision based on quality, innovation and a common commitment to supporting the growth of our sport at every level. I would like to sincerely thank Vittoria CEO Stijn Vriends and his entire team for the continued trust they place in the UEC and for their ongoing support of European cycling. We are proud to continue this journey together.”

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Pirelli has signed a Memorandum of Understanding with the General Headquarters of the Arma dei Carabinieri to trial its Cyber Tyre technology on selected vehicles from the Rome Radiomobile Unit. The collaboration aims to monitor the capital's road infrastructure, identify potential risks and improve road safety.

The trial begins with the Pirelli system installed on five Alfa Romeo Tonale vehicles used for territorial control and emergency response. Sensors embedded in the tyres, proprietary algorithms and computer vision and artificial intelligence tools will gather and analyse road network data, enabling prompt identification of hazards.

Tyre-derived data will be combined with information from on-board cameras and processed using artificial intelligence algorithms developed by technology partner Univrses. The integrated approach will detect road surface or signage anomalies, helping build a continuously updated map of road conditions. The system operates automatically, requiring no action from operators. Cyber Tyre has previously been deployed with Movyon, part of the Autostrade per l'Italia group, and with the Region of Apulia.

At the signing, Arma dei Carabinieri Commander General Lt. Gen. Salvatore Luongo emphasised the organisation's commitment to innovation, calling the agreement a technological step consistent with its vision of cultural renewal. Pirelli's Cyber Tyre transforms the tyre into an intelligent device. An internal sensor collects information, processed by Pirelli software and transmitted in real time. It supports ABS, ESP and traction control while enabling road network health maps for maintenance planning.

Marco Tronchetti Provera, Executive Chairman of Pirelli, said, "We are very pleased with this collaboration with the Arma dei Carabinieri. The Cyber Tyre system is capable of operating seamlessly even on tyres subjected to continuous strain and heavy stress, such as those used by the Radiomobile Unit's vehicles. This partnership, alongside those already established with public entities and automakers, demonstrates the robustness of our technology and its strategic importance in the development of connected and intelligent mobility.”

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ZC Rubber showcased an extensive range of mining tyre solutions at the recently concluded Mining Indonesia 2026, highlighting key sizes such as 27.00R49, 24.00R35, 29.5R25 and 12.00R24 across its brand portfolio. The display featured over 10 specialised products designed for rigid dump trucks, articulated dump trucks, wide-body mining dump trucks and haulage trucks used in surface mines, underground operations and transportation.

The company’s decades of mining sector experience, product quality reputation and deep understanding of diverse equipment and harsh operating conditions drew significant attention from industry professionals throughout the exhibition. A standout exhibit was a field-proven 29.5R25 TUL400 tyre, its tread nearly worn smooth after extensive service on an articulated dump truck at an Indonesian nickel mine. It had accumulated over 3,000 operating hours without any quality-related issues, with the mine operator reporting field performance comparable to leading international brands.

The booth also presented 14.00R25, 16.00R25 and 23.5-25 TBR and loader tyres produced by MTI, ZC Rubber’s Indonesian subsidiary. This growing range of locally manufactured products underscores the company’s ongoing localization efforts and its capacity to serve regional markets more efficiently.

As ZC Rubber continues expanding global production capabilities, it will further reinforce its speciality tyre portfolio and uphold rigorous quality standards to better serve customers worldwide. Through sustained innovation and international collaboration, the company remains dedicated to providing reliable, one-stop specialty tyre solutions for demanding applications.

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