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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Hankook Tire emerged as a standout performer at the Red Dot Award 2026, securing six accolades in the Design Concept category. The South Korean manufacturer captured two Best of the Best honours alongside four Winner titles, underscoring its prowess in forward-thinking mobility design. This competition, recognised among the three premier design awards globally, evaluates concepts based on innovative potential at the prototype stage.

Among the top honours, the i-Flex Gen 2 received a Best of the Best award for its evolution as a next-generation airless tyre tailored for electric and autonomous vehicles. Building upon research initiated in 2015, this concept introduces a groundbreaking circumferential spoke structure that elevates visual design while reducing noise and enhancing stability. The second Best of the Best winner, Medi Buddy, emerged from collaboration with the Korea Institute of Design Promotion, integrating autonomous driving and AI into a smart intravenous system to alleviate anxiety for young patients.

The four Winner awards recognised the Bladder Upcycling Series, Concept S targeting 100 percent sustainable materials by 2050, the omnidirectional WheelBot2 and Bloom, an intelligent urban canopy. The full collection is slated for display at a special exhibition in Singapore. Hankook Tire, which in 2015 became the first Korean company to receive the Red Dot Luminary honour, later secured the iF Gold Award and an IDEA Bronze, completing a sweep of the top three design accolades.

Through continuous innovation and focus on sustainable mobility, the company continues solidifying its reputation as an industry leader committed to redefining transportation's future. The achievement reaffirms the company's global competitiveness, driven by commitment to sustainability and future-ready technologies.

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Pirelli prepares to take centre stage at its home race, the Formula 1 Pirelli Gran Premio d’Italia 2026, which marks the 77th edition of the historic event. The upcoming weekend at the Monza circuit is highly anticipated, driven by the fervent passion of the Italian tifosi and the venue’s deep-rooted legacy within motorsport. As the title sponsor, the Italian tyre manufacturer is set to celebrate its longstanding relationship with the Temple of Speed through a series of artistic and ceremonial initiatives.

The company’s bond with Monza transcends mere geographical proximity between its headquarters and the autodrome, being historically cemented by numerous victories on Pirelli rubber. A landmark triumph occurred on the circuit’s opening day in September 1922, when Pietro Bordino won the Grand Prix driving a Fiat 804. This year’s race will be commemorated with a unique trophy designed by the Italian artistic duo vedovamazzei, which will be presented to the top three finishers on Sunday, alongside special edition podium caps.

The trophy, named FRAGILE, is conceived as a layered composition of everyday household objects such as cups and bowls, stacked into a visually unsteady vertical form. The artists, Stella Scala and Simeone Crispino, drew inspiration from the ancient tradition of passing a communal drinking vessel to foster a sense of shared festivity. Their creation symbolises a victory that is held by an individual yet reflects the spirit of the broader community, including the team and fans, while also acknowledging the ephemeral nature of success.

The artistic process involved a blend of traditional sketching and advanced three-dimensional printing using nylon powder, which was subsequently painted and polished to a reflective finish. This commission is part of an ongoing annual project by Pirelli in collaboration with the Pirelli HangarBicocca Museum, now in its sixth edition. Previous artists who have contributed to this project include Alice Ronchi, Patrick Tuttofuoco, Ruth Beraha, Andrea Sala and Nico Vascellari.

Complementing the trophy, Pirelli Design has produced a special podium cap for the Monza weekend, featuring the iconic Azzurro blue of Italian sport. The cap, designed by Denis Dekovic, is adorned with gold embroidery and laurel wreaths, with the word Monza on the visor and an Italia 2026 emblem on the side. This exclusive merchandise is available for purchase online, adding a commemorative element for fans.

From a sporting perspective, the three softest tyre compounds will be available, with strategic simulations suggesting that a one-stop race is probable despite the availability of overtaking opportunities. The 5.793-kilometre circuit, characterised by long straights and low-downforce set-ups, will challenge drivers with energy management and rear axle traction, especially at the First Chicane and Ascari. While braking stability is crucial, the recently resurfaced track and new kerb modifications at specific turns will influence performance. Historical records highlight that Michael Schumacher and Lewis Hamilton share the most victories, Ferrari leads the constructors' tally and Pierre Gasly secured a memorable maiden win here in 2020.

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Tyres Europe has released three summary reports detailing the findings of comprehensive Life Cycle Assessment studies focused on representative European tyre categories, including passenger-car, truck and bus, as well as retreaded and regrooved variants. The publications mark a significant effort to evaluate the environmental footprint of these products across their entire lifespan.

The assessments, executed by Sphera, utilised average industry data from multiple European manufacturers. The research framework examined environmental impacts spanning raw material extraction, production, logistics, usage and end-of-life disposal. Adherence to stringent international protocols, including ISO 14040 and ISO 14044, ensured methodological consistency, with an independent peer review further validating the conclusions.

For both passenger-car and truck tyre models, the operational phase emerged as the dominant factor in most impact categories, primarily due to fuel consumption linked to rolling resistance. Raw material processing constituted the second-largest burden. A notable finding revealed that a high-performance truck tyre exhibited an 8 to 27 percent reduction in environmental impacts relative to a medium-to-low-performance counterpart, attributed to superior rolling resistance and enhanced tread life.

The retreading analysis stressed that circularity must be balanced with use-phase efficiency, with findings based on scenario-driven break-even analyses due to limited measured data. The reports assert that tyre sustainability cannot be judged by a single metric, advocating a holistic view of materials, manufacturing, mileage, and rolling resistance. These insights aim to inform policy frameworks, including the Ecodesign for Sustainable Products Regulation and EU climate legislation.

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Sri Trang Agro-Industry Public Company Limited (STA) was among 16 industrial organisations recognised for climate action during a recent Bangkok seminar. The event, held on 18 August 2026 at the Thailand Institute of Justice, marked the conclusion of the ‘Project to Promote Greenhouse Gas Emission Target Setting for the Industrial Sector towards Net Zero using the Science Based Target Approach (Phase 3)’, organised by the Thailand Greenhouse Gas Management Organization and Thammasat University's Center of Excellence in Energy Efficiency.

STA participated in developing a Net Zero Pathway aligned with updated certification criteria. The sustainability team shared insights on embedding Net Zero objectives into operations, highlighting management and employee roles in advancing the environmental agenda. A formal certificate was presented to Dr Saranthinee Mongkolratthe, the company's Sustainability Division Manager.

STA targets a 23 percent reduction in Scope 1 and 2 emissions by 2030 from a 2024 baseline, aiming for Net Zero by 2050. Initiatives include energy efficiency improvements, renewable energy adoption and emission reduction plans across factory and group levels. Digital technology and artificial intelligence are deployed for carbon management, enabling performance monitoring and data analysis to support long-term decisions.

STA is also developing low-carbon natural rubber throughout its supply chain to meet global demand for sustainable products. The company's project involvement and recognition demonstrate its commitment to translating targets into action, positioning the business for low-carbon growth while contributing to Thailand's national sustainability objectives.

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