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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Pirelli is all set to conclude its tenure as the Official Tyre Supplier to the FIM Superbike World Championship at the Pirelli Spanish Round in Jerez de la Frontera. This weekend’s event not only wraps up a 2026 season dominated by Nicolò Bulega and Ducati but also ends a 23-season partnership that began in 2004. The journey has been marked by technological innovation, continuous development, close collaboration with teams and manufacturers and numerous sporting milestones.

For the Andalusian circuit, whose low-abrasion asphalt suits softer compounds, Pirelli has confirmed the softest rear options, already used at Estoril. WorldSBK riders will have the supersoft SCX and soft SC0 for practice, qualifying and races. The SCX, introduced last year as the E0126 development tyre, proved highly effective, helping Bulega claim all three race wins. The SC0 offers a valid alternative in cooler temperatures. The extrasoft SCQ, Pirelli’s softest tyre, will also be available for qualifying and potentially Sunday morning’s Superpole Race.

At the front, the soft SC1 and medium SC2 are both competitive at Jerez, as demonstrated in 2025 when Bulega took pole with the SC1 and won both full-length races with the SC2, while using the E0672 soft development tyre in the Superpole Race. Wet conditions will be covered by DIABLO Wet intermediate and DIABLO Rain tyres for both front and rear. For the WorldSSP finale, rear choices are the SCX supersoft and SC0 soft, with SC1 soft and SC2 medium at the front.

The Pirelli Spanish Round will decide the last two titles. In the debut FIM World Sportbike Championship, Spaniard David Salvador (Kawasaki) leads compatriot and fellow Kawasaki rider Xavi Artigas by 12 points, with two races and 50 points remaining. In the FIM Women’s Circuit Racing World Championship, Maria Herrera holds a 44-point advantage over fellow Spaniard Beatriz Neila. Both categories use Pirelli DIABLO Superbike tyres with the SC1 compound front and rear.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “The Pirelli Spanish Round will mark the final chapter in the long journey that began in 2004, when Pirelli joined the FIM Superbike World Championship as Official Tyre Supplier. Over the years, we have built a partnership that has seen us become not just a supplier but an active and strategic partner, contributing to the growth and development of the Championship. Before saying our final goodbyes, however, we still have one last round ahead of us, which we want to approach with the same determination and the aim of bringing a particularly positive season to the best possible conclusion. The results achieved, with new records set at virtually every circuit and in a wide variety of conditions, have gone hand in hand with intensive development work, carried out alongside the teams right up to the final race. For this last event, we have chosen to retain the softest rear options, the extrasoft SCQ and supersoft SCX, which have been used throughout much of the season. The extensive data collected over the years at Jerez, both during races and in testing, confirms that these are the most effective options for tackling a circuit characterised by low-abrasion asphalt.”

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Sailun Group made its first substantial appearance at BAUMA CONEXPO INDIA 2026, which opened on September 15 in India. The company attended the event with its MAXAM brand and a selection of core products, holding detailed talks with construction equipment manufacturers, industry customers and partners from around the world. These discussions focused on emerging trends and new opportunities shaping the sector.

Recognised as one of the most influential construction equipment trade shows in India and South Asia, the exhibition spans construction machinery, mining equipment, off-highway vehicles and related value-chain industries. It provides a key platform for global companies to present innovations, connect with industry resources and build regional partnerships. For Sailun, the event marked a significant step in strengthening brand presence and advancing localized development in the Indian market.

The company displayed a broad range of tread patterns, including the MS401, MS308, MSV01 and MS701+, suited to mining, infrastructure development, construction and material transportation. These products are designed for varied equipment configurations and operating demands, reflecting Sailun’s ongoing efforts to strengthen its OTR tyre portfolio and address complex conditions.

Sailun’s booth drew numerous OEMs, distributors, contractors and industry customers. Teams discussed product performance, equipment compatibility, application scenarios and specific requirements while exploring market development, product supply and long-term cooperation. The professional portfolio and solutions for demanding conditions earned strong recognition, raising market awareness of Sailun and MAXAM.

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Gislotica, a manufacturer of machinery for the tyre industry, has joined APIB as a supplier member, strengthening its links with the rubber sector and expanding its engagement with industry participants.

The company also took part in an APIB panel recently, providing an opportunity to exchange views with professionals and businesses across the sector.

Membership of APIB is intended to help Gislotica build relationships with manufacturers, suppliers and other industry partners, while sharing knowledge of the challenges and opportunities facing the sector.

Gislotica considers collaboration across the industry essential to driving innovation, developing technological solutions and supporting growth. The company plans to continue developing machinery solutions that address the needs and challenges of its partners.

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Prinx Chengshan marked a significant double milestone this October by hosting the 2026 Prinx Chengshan International Dealer Conference in Rongcheng, Shandong Province, coinciding with the 50th anniversary of Chengshan Group's manufacturing operations. The event drew over 100 international dealer representatives from Europe, North America, the Asia-Pacific, Latin America, Middle East and Africa, underscoring the company's determination to strengthen its global footprint, build a premium brand, and pursue shared success through collaboration.

Che Hongzhi, Chairman of Chengshan Group, reflected on how five decades of perseverance have forged a distinctive corporate culture and rich brand heritage rooted in integrity, craftsmanship and mutual success. This foundation, he noted, has enabled steady and sustainable growth in global markets, while the steadfast support of partners has given Prinx Chengshan the confidence to expand worldwide through deeper, higher-quality collaboration.

Jiang Xizhou, President of Prinx Chengshan, analysed the core competitive advantages built over 50 years across products, services and supply chain development. He outlined a strategic shift from price competition toward value competition, translating the company's ‘product plus service’ philosophy into tangible benefits for market partners. Vice President Che Jing added that five decades of weathering challenges alongside partners have yielded both cultural heritage and practical experience, with five key growth engines – including tyres for new energy vehicles and speciality tyres – set to drive further upmarket movement and comprehensive value-chain support for international dealers.

The conference gave partners comprehensive insight into Prinx Chengshan's research and development capabilities, product portfolio and supply chain system. Li Chongbing, Director of the R&D Center, stressed that continuous innovation remains the only path to future growth. Wang Hongdian, Director of the Marketing Center, detailed comprehensive solutions and upcoming plans for passenger, commercial and specialty tyres, while Sun Yaping, Director of the Supply Chain Management Center, used case studies and data to demonstrate resilience in fulfilling orders amid international trade challenges.

Dealer representatives from Brazil, Thailand and Puerto Rico addressed attendees, sharing local market achievements and praising the company's overseas competitiveness while congratulating Chengshan Group on its manufacturing anniversary. International dealers also toured the showroom and six laboratories, including noise testing and static performance facilities, holding in-depth discussions on product upgrades, regional expansion, supply chain coordination and after-sales service improvements that helped remove communication barriers and build consensus.

Looking ahead, Prinx Chengshan intends to collaborate with partners worldwide under an open and inclusive global outlook, building a new ecosystem in which resources are shared, strengths are complementary, risks are jointly managed and benefits are distributed among all stakeholders.

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