Change and impermanency is the common denominator of all phenomena and processes in nature, which include human activities as well. Heraclitus, the 5^th Century BC Greek philosopher, has said that no man can step into the same river twice. This statement from Heraclitus means that the world constantly changes and that no two situations are exactly the same. Just as water flows in a river, one cannot touch the exact same water twice when one steps into a river. This view has been affirmed by Lord Buddha around the same period.

In fact, the challenge of change can be considered as the key driver in all the human endeavours across history and the main motivating factor of business strategies that have evolved through the four industrial revolutions spanning form the mid-18^th century to the present day of mass digitalisation. The four principles of change management at any level – be it personal, family, workplace, company or a country – are:

• Understand the change
• Plan the change
• Implement the change
• Communicate the change

Some of the significant contributors to the management of change which resulted in the emergence of new approaches and working models that became popular during the past 50 years can be enumerated as:

• Lewin’s Change Management Model
• McKinsey 7S Model.
• Kotler’s Change Management Theory
• Nudge Theory
• ADKAR Theory
• Bridge’s Transition Model
• Kubler-Ross Five Stage Model

There are many schools of thought around managing organisational change, but there's one thing that's clear. Change managers need to structure their organisational changes and need to avoid 'ad hoc' change management. They need to look at organisational change from a programmatic perspective, leverage subject matter experts around the impacts of change and look at the ‘change beyond the change’. 

Corporate change has always been associated with leadership, and Jack Welch, the master of transformational leadership, has once quoted that “good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.”

Notwithstanding the tremendous utility value of these approaches, I have witnessed the beginning, growth, decline and final exit of some great business empires in Sri Lanka, which could not survive up to the third generation. Similarly, there are exemplary business organisations, the roots of which can be traced back in history to a single person who started with a few rupees and later developed in to corporate giants that are thriving through the third generation. It is therefore apparent that there are no hard and fast norms or standard ground rules, but an emerging factor is the importance of the people at all levels, despite the benefits of automation and digitalisation. Success and failure episodes are abundant throughout the world and corporate graveyards are cluttered with casualties.

Change and business strategy are always closely interlinked without clear boundaries. The ‘Art of War’ – which is attributed to the ancient Chinese military strategist Sun Tzu (around 5^th century BC) – remains the most influential strategy text in East Asian warfare and has influenced both Eastern and Western military thinking, business tactics, legal strategy, lifestyles and beyond.

The Covid-19 outbreak, which started around two years ago and developed in to a devastating pandemic, has brought about years of change in the way companies in all sectors and regions do business. The entire world scenario which we currently witness is reminiscent of the opening paragraph of ‘A Tale of Two Cities’, an 1859 historical novel by Charles Dickens.

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way – in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.”
 

The Coronavirus has rapidly made ‘business as usual’ a phrase from the distant past. There is no ‘usual’ in this uncertain time. But organisations that outmanoeuvre uncertainty create a resilience they can count on, irrespective of the changes that come

. We’ve all changed the way we operate during the Covid-19 crisis. Some changes were forced on us, while others represent the height of innovation in a crisis. There’s been a reset of the workforce and work itself, a reset of the employer/employee relationship and a reset of the business ecosystem. For most of them, the business impact of the pandemic has been negative; for some, positive. 

The pandemic may have wiped our strategy slate clean (or at least it feels that way), but we have also garnered invaluable experience. Now it’s time to bring together our executive team and use those lessons to reconfigure the business and operating models for a new reality. It appears that in addition to the conventional 3Rs (reduce, reuse and recycle), with respect to resource consumption and sustainability, a set of new 3Rs, namely respond, recover and renew, has emerged during the Covid-19 crisis.

As we shift from response to recovery, the key for senior leaders is to make strategic decisions that will lead them to a renewed future state, however paralysing the uncertain outlook may seem. We can borrow a leaf from the strategy and tactics of the Covid-19 virus itself in learning how to adapt for survival by adopting new paradigms, namely producing more virulent strains such as the Delta variety.

In the absence of a 100 percent effective vaccine or cure for Covid-19, any rebound in business activity could easily be followed by another round of response, recover, renew; so the imperative is to absorb lessons learned quickly and build sustainable changes into business and operating models.

But first, we need to determine exactly where and how the crisis has stretched and broken our existing models, and where the risks and opportunities lie as a result. When talking about risks and opportunities, I cannot help going back to the basics of ISO 9001:2015 Quality Management System (QMS) requirements which expect a company to evaluate the external and internal issues (Clause 4.1), expectations of interested parties (4.2), determining the risks and opportunities (6.1) and planning for change (6.2). In some of the companies that I happen to audit, the priority given to these is at a minimum or no priority given at all apart from stagnant records which do not show any objective evidence of monitoring and review.

However, one important factor we have to consider is that everyone – irrespective of whether it is an individual, family unit, organisation or a country – is on various stages of their unique learning curves, and the strategic horizons have drastically become shorter. Business and strategy planning is no longer an elite task shrouded with mystery and confined to the corporate managers only in their air conditioned rooms but a task to be accomplished in consultation with those who are finally going to implement the strategies and plans. While the Japanese Genba (the actual place) approach is more than 50 years old, it is mostly confined to operational levels, which is rather unfortunate. This crisis has created an opportunity to reset some of our goals and ambitions; it’s time to ask: “As we recover from this crisis, do we want to be different, and if so, how?”

One can see that many companies are in the recovery mode at the moment and trying to do damage control based on profit motive, which is understandable. The entire social, cultural and ethical models and paradigms have changed drastically, and the entrepreneurs need to realise that they are no longer operating in the pre-Covid era. Drastic changes have occurred in the entire supply and value chains with changing customer preferences.

The following quote attributed to many, including Eleanor Roosevelt, a former First Lady of United States, is appropriate to be cited here:

“There are people who make things happen, there are people who watch things happen, and there are people who wonder what happened.” 

Change and impermanency is a fact of life, more so today, and if we do not change, change will change us. After all, it was the mathematical genius of the 20^th Century, Albert Einstein, who once observed that:

“Insanity is doing the same thing over and over again and expecting different results.”

We can’t keep doing the same thing every day and expect different results. In other words, we can’t keep doing the same workout routine and expect to look differently. In order for our life to change, we must change – to the degree that we change our actions and our thinking, to the degree that our life will change.

The author a Management Counselor from Sri Lanka

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A new study from the California Office of Environmental Health Hazard Assessment (OEHHA) has concluded that crumb rubber infill made from recycled tyres and used in synthetic turf fields poses no significant health risk to those who use or observe them. The comprehensive evaluation found no evidence linking these fields to cancer or other health issues for athletes, officials, coaches or spectators, including young children.

These engineered fields, designed to replicate natural grass, are popular due to their low maintenance, water efficiency and durable, consistent surface. Their widespread adoption in California includes over 900 installations. The infill itself consists of small granules from recycled waste tyres, which help keep the artificial blades upright and provide cushioning and traction.

OEHHA conducted the study to support California's sustainability efforts, specifically its Waste Tire Program, which seeks safe and beneficial uses for recycled materials that would otherwise go to landfills. To ensure a thorough assessment, researchers tested 35 different fields, varying in age and location to represent all of California's climate zones. Multiple samples were taken from each field to account for material differences, and air quality was monitored both during active play and at rest.

The study’s scope was unprecedented, analysing over 100 chemicals of potential concern, far more than previous investigations. In collaboration with Lawrence Berkeley National Lab, researchers simulated human sweat and digestion to identify all chemicals to which a person might be exposed. To understand exposure pathways, OEHHA partnered with UC Berkeley and the University of Arizona. They surveyed over a thousand soccer players, ranging in age from 7 to 71, about their playing habits and observed games to document contact with the turf. The analysis used data from goalies, who have the most frequent contact, to estimate the maximum risk for all players, also considering the potential exposure for a crawling toddler. The final analysis indicated that risks related to cancer, reproductive harm or sensory irritation were negligible.

Kris Thayer, Director, OEHHA, said, "This study should ease concerns about the safety of crumb rubber use in synthetic turf fields. Athletes of all ages can use these fields without parents worrying about this commonly used material."

Zoe Heller, Director, CalRecycle, said, "Protecting public health is our top priority, and California is committed to making sure waste tyres are managed safely so they don’t litter communities or pose risks to residents. CalRecycle appreciates the work of OEHHA and its partners to advance our understanding in support of a cleaner, healthier circular economy."

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The all-new Vredestein Quatrac Pro 2, an ultra-high-performance (UHP) all-season tyre scheduled for launch this summer, will come armed with a next-generation tread compound technology and a highly innovative structure to deliver an unrivalled combination of year-round safety, performance and efficiency across dry, wet and winter conditions. This model represents a major advancement for the Vredestein brand, which has been a pioneer in the all-season sector since the early 1990s.

Developed from a clean sheet by Apollo Tyres at its Global R&D Centre in the Netherlands, the Quatrac Pro 2 was not an evolution of an existing design. Instead, engineers completely reimagined the tread, materials and structure to overcome the typical performance compromises found in this category. The tyre will be manufactured at Apollo’s advanced facility in Hungary.

The core of its capability is a new directional tread pattern. Longitudinal grooves work with a V-shaped design to maximise resistance to aquaplaning by efficiently evacuating water. Lateral grooves are sculpted to harmonise wet-road performance with winter traction, while a stable centre rib ensures precise dry handling and braking stability on both wet and dry surfaces. For snow-covered roads, advanced 3D interlocking sipes in the shoulder blocks provide grip without compromising tread stability in other conditions. A multi-pitch tread block sequence also refines the acoustic signature, which is particularly advantageous for electric and hybrid vehicles. The entire Quatrac Pro 2 range achieves an A-rated exterior noise label.

A revolutionary next-generation traction compound is central to the tyre’s versatile performance. This advanced material combines a unique mixture of resins and polymers with complex multi-filler technology. The result is a tyre that maintains a broad operational range across varying temperatures, with a strong emphasis on wet braking. It balances low-temperature flexibility for reliable grip on cold, wet and snowy surfaces with high-temperature stability for consistent handling and abrasion resistance on hot, dry roads, enhancing durability year-round. The tyre bears the Three Peak Mountain Snowflake (3PMSF) symbol, confirming its winter capability.

This new compound and tread design are also optimised for electric and hybrid vehicles, managing the challenges of high battery mass and instant electric motor torque by ensuring consistent grip and tread stability. The engineering goal was to provide high levels of cornering stability and precision without sacrificing ride comfort, a balance that sets the tyre apart.

Complementing the compound, the tyre's structure has been entirely re-engineered. A stiffer bead area with a double taper design ensures secure bead seating even at high speeds while distributing forces more evenly for improved comfort and stability. A dedicated belt design optimises the tyre's footprint for enhanced mileage. In mixed fitments, this improves steering precision at the front axle and stability at the rear.

The Vredestein Quatrac Pro 2 will be available in an extensive range of sizes for 17- to 24-inch rims, including section widths up to 355 for high-performance vehicles. With speed ratings up to Y (300 kmph), it firmly positions itself at the pinnacle of the UHP all-season category, with high load rating options on select sizes.

Daniele Lorenzetti, Chief Technology Officer, Apollo Tyres Ltd, said, “The Quatrac Pro 2 has exceeded the very demanding performance target we set during development while delivering superior wet grip, great snow handling, low rolling resistance and high mileage. By focusing on the fundamentals of tyre behaviour and rethinking tread design, materials and structure, we have created a performance-focused all-season tyre that delivers stability, mileage, all-season grip with best wet performance in category.”

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Trelleborg Tires will showcase its agricultural tyre solutions alongside its official distributor, Gomería Altamirano, at Expoagro 2026. The event is scheduled for 10–13 March 2026 at the Predio Ferial y Autódromo de San Nicolás in Buenos Aires, Argentina. Visitors to Booth 1504 will have the opportunity to explore high-performance radial tyres designed for the demands of contemporary farming. This collaboration represents a significant step in strengthening Trelleborg’s market presence in Argentina through a partnership with a well-established regional distributor.

The Argentine agricultural sector is increasingly transitioning from bias to radial tyre technology. This shift is driven by greater mechanisation, the use of higher horsepower equipment and a focus on improving field productivity. Farmers are turning to radial solutions for benefits such as superior traction, reduced fuel consumption, minimised soil compaction and longer tyre life. Trelleborg and Gomería Altamirano are actively supporting this evolution by providing products tailored to local conditions.

At the expo, two flagship tyre ranges will be highlighted. The TM1000 ProgressiveTraction series, intended for high-horsepower tractors, features patented double-edge lug technology to enhance grip, optimise the footprint and lower fuel usage. The TM3000 CFO range, engineered for combine harvesters, offers high load capacity at low inflation pressures to preserve soil structure and ensure reliability during harvesting.

With over six decades of experience serving central Argentina, Gomería Altamirano has built a strong regional reputation through its branches in Río Cuarto, Córdoba and Santa Rosa. Expoagro 2026 will mark their first joint exhibition, underscoring their shared dedication to delivering advanced radial technology to local farmers.

Pablo Altamirano, CEO, Gomería Altamirano, said, “For us, it is a source of pride to strengthen our partnership with Trelleborg Tires and bring world-leading tyre technology closer to Argentine producers. Trelleborg tyres are original equipment on many of the high-horsepower tractors, harvesters and sprayers currently sold and operating in the country. At Expoagro, we want to showcase these high-performance radial solutions, together with the track line that we are already commercialising, expanding the technological alternatives available to farmers.”

Eduardo Marrone, Commercial Manager, Trelleborg Tires, said, “We are proud to strengthen our alliance with Gomería Altamirano, a partner with deep regional expertise and a solid reputation in the Argentine agricultural market. Their close relationship with farmers plays a key role in supporting the country’s transition to radial technology. Together, we deliver premium tyre solutions that increase productivity, improve operational efficiency and promote more sustainable farming practices.”

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Pirelli is all set for the Chinese Grand Prix, which marks the first Sprint weekend of the 2026 Formula 1 season and will see the presentation of the newly redesigned Pirelli Sprint Qualifying Award. The second round of the championship will feature a 19-lap short race on Saturday, the first of six such events scheduled for the year.

The tyre allocation for the event remains unchanged from previous years, with teams supplied the C2, C3 and C4 compounds for the 5.451-kilometre Shanghai International Circuit. The track layout, inspired by the ‘shang’ ideogram, includes two primary straights and sixteen corners. One notable straight connects a slightly banked Turn 13 to Turn 14, while the other, which exceeds one kilometre in length, is where the starting grid is situated.

The circuit presents a varied challenge with a mix of high-speed corners, such as the sweeping Turns 7 and 8, and slower sections found at Turns 1, 3, 6 and 14. These demanding sequences, combined with fast straights, place significant stress on the tyres and will test the energy recovery capabilities of the new power units. Drivers may face difficulties with corner-entry lock-ups under heavy braking, similar to issues observed during pre-season testing in Bahrain, which features comparable braking zones.

A key variable for the weekend is the track surface, which was completely resurfaced in August 2024. The new asphalt initially provided higher grip and lower lap times, but its smoothness led to front-axle graining during the 2025 event, particularly in the Sprint race. However, as the surface has had another year to age, grip levels might be slightly reduced, potentially lowering the risk of graining. This will be assessed in early practice sessions. Teams’ simulation data suggests lap times will be closely matched to last year’s, indicating that the performance loss expected from the new car generation may be offset by other factors.

Looking back at the 2025 race, most drivers started on the Medium compound, with only three opting for the Hard. The Soft tyre was unused in the Grand Prix. The winning strategy was a one-stop, featuring a long final stint on the Hard tyre, which proved durable and resistant to graining. The podium finishers made their sole pit stops between laps 14 and 15, with Oscar Piastri taking victory ahead of Lando Norris and George Russell.

The trophy for the pole-sitter features a Soft tyre above a base embedded with a helmet decorated in the colours of the Chinese flag, which will be engraved with the winner’s name and car number. The Chinese Grand Prix returns for its 19th running at this venue, having first appeared on the calendar in 2004. Lewis Hamilton and Mercedes share the record for the most wins here, with six each. Hamilton also holds the record for the most podium finishes, with nine.

To celebrate the event, a special podium cap has been created in imperial yellow, a colour traditionally associated with prestige. It features designs commemorating the Year of the Horse and will be available for purchase on the Pirelli e-commerce platform.

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