As far as Quality Management System (QMS) certification is concerned, my first exposure was to ISO 9000: 1994, about seven years after the first ISO 9000 standard emerged from the former BS 5750. The 20 + auditable QMS requirements has resulted in a bewildering and voluminous mass of documentations. It was virtually a system of documents, contrary to a documented system. According to the standard, the company was expected to establish, implement and maintain a documented procedure for all the auditable requirements of the standard. It was a period when the standard was spreading like bush fire, creating a gold mine for Consultants who thrived on the ignorance of the client companies. Preparation and maintenance of the documentation alone, engaged considerable managerial time, and hence the tendency to consider ISO 9000 based QMs as an area separate from the Quality Assurance and other operational functions which has still continued to the present day. This created some dichotomy between the ISO Department and the other functional sections resulting in conflicts. On doing the QMS audits, as an independent auditor for many companies, I have the experience of being confronted with a cart-load of files and documents. This was of course before, the soft copy methodology firmly got established. Many of the External Auditors, spent considerable time, in checking Document and Records, in scrutinizing document reference and revision numbers of even the less significant documents and formats, rather than concentration on the more important requirements. In this respect, I have a great respect for one of the very senior officers of the Sri Lanka Standards Institution, whose approach was to study the operational relationships and their effectiveness.

The transition in to ISO 9001:2000 saw some very significant and far-reaching changes, which the industries, took about one to two years to fully realize. It was a challenge for the auditors and the Certification bodies as well. A careful scrutiny of the eight principles of quality management, will show that they are nothing else but common business sense. The eight principles are:

• Customer focus
• Leadership
• Involvement of people
• Process approach
• Systems approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relations.

 A casual glance at the principles, will reveal that it is about common sense of good managerial practices., irrespective of whether one goes for certification or not. However, it was an uphill task to grapple these concepts and integrate them holistically in to the quality management systems. Process approach in very simple terms means how to relate the inputs to outputs through the value adding conversions and how to control the activities, realize the desired results. It is directly related to the traditional definition of productivity, namely the ratio of out puts to inputs. What was difficult to comprehend was the fact that, the other seven quality management principles also provide inputs for the process approach. As an example, the auditors found it a grey area when it comes to evaluating leadership, in the context of the process approach. Regarding the establishment of the Quality Policy, which in turn is a requirement under leadership, I have seen many quality polices with attractive wordings which more often serve as show pieces. Very few companies have used the quality policy to provide direction for the setting up of quality objectives. One of the meaningful but concise quality policies I have seen is “We do everything, correctly, right first time at all times’’.

While the 2008 version of the ISO 9001 standard consisted of some notional changes only, the 2015 version signified a complete change of the concept of quality stressing the importance of quality in business strategy, by considering the impacts of external and internal factors and the expectations of internal and external parties on quality and including risk management as an important aspect of quality. Although the prime focus on ISO is product or service quality, companies cannot ignore the impact on quality, which covers product quality (Q), Price (P), and Delivery (D). The recent impacts of Covid-19 pandemic on the above aspect of quality, was amply seen throughout the world. The above requirements under the Organization Context, is a move in the right direction, in integrating quality in to all aspects of the business. However, most companies and even auditors, consider this in isolation as another requirement of the ISO 9001, which need minimum compliance. Similar comments can have made on the Identification of the risks and opportunities of the operational processes.

Product and service quality is used by most companies as means of maximizing the profit. The Nobel Prize Winner in Economics, Milton Friedman in 1970, stated that the sole responsibility of a business is to “use its resources to increase its profits. As a result of the rapid growth in consumerism, both locally and globally, business firms operate in a challenging and continually changing business environment. The rapid change is supported by rapidly expanding technology, and particularly of information technology. Dynamic organizations are making serious efforts to keep abreast of developments, in the changing business environment, while many traditional and conservative organizations are failing. Change has become inevitable.”

While we cannot find any fault with this approach, one cannot overlook the Social and Environmental bottom lines, which together with the Economic bottom-line, constitute the Triple Bottom of Sustainable development. The role of quality management on the social and environmental bottom lines, is a concept that has great potential in the modern-day concept. The reduction of scarp and rejects, especially in the tyre industry, will improve the environmental performance, while reducing the health and fire risks, often caused by irresponsible dumping.

 Internal and external communications under the requirement 7.0, Support of the ISO 9001 and 14001:2015 standards are another area where adequate attention has been given. Despite the great advances in ICT, we can trace miscommunications as the root cause of most of the Non- conformance report raised during the QMS audits.

John Ruskin, the English author, (1819 -1900 ) once said, “ Quality is never an accident. It is always the result of intelligence effort.” I have seen this famous quote adorning the walls in some offices of CEOs and Senior Managers. However, the perennially repeating non-conformances related to quality in a large number of companies, make me to wonder whether the management and the mangers, “walk the talk.” Companies have in their procession, a handy tool, in the disguise of ISO 9001:2015, to enable them to establish the standard procedures, (SOPs), operate them and control, but many consider it as something to worry about only during the external audits of the certification bodies.

In this respect, it is worthy of mentioning that, in my country Sri Lanka, there is a famous Buddhist Cultural Pageant, in August every year, that attracts locals as well large numbers of tourists from across the globe. For the past 400+ years, this event follows the SOPs, without any, awareness of the ISO 9000, emphasizing that there is no magic or mystery about ISO, but the prevalence of good common sense. (TT)

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Hankook Tire has underscored the competitiveness of its winter and all-season portfolio through strong showings in two recent independent assessments. The Kinergy 4S 2 all-season tyre and the Winter i*cept RS 3 winter tyre both earned top-tier results in tests conducted by Auto Zeitung, in its issue 20/2026, and by the Automobilclub von Deutschland (AvD) in August 2026. The evaluations positioned the manufacturer’s products favourably across multiple performance and economic criteria.

In the Auto Zeitung all-season comparison, the Kinergy 4S 2 was assessed in the widely used 225/45 R 17 fitment and received the publication’s ‘Highly recommended’ designation. The tyre demonstrated notable composure on snow, with predictable cornering behaviour that testers described as making it a comfortable winter-capable option. It also excelled in aquaplaning resistance while cornering and recorded the quickest wet-handling lap on the circular track. On dry surfaces, the editorial team noted trouble-free behaviour at the limits, solid projected mileage, and strong value for money.

The AvD’s 2026 all-season test delivered similarly positive outcomes. Evaluated in size 225/50 R 17, the Kinergy 4S 2 claimed the best value-for-money ranking and performed strongly in the economy and environment category, earning 4.78 out of five stars overall. It achieved five stars each for mileage and fuel consumption, along with 4.9 stars for tyre wear. Against a twelve-tyre field, it also placed highly for aquaplaning and aquaplaning in curves, securing 4.20 stars in the final ranking and an overall ‘Good’ rating.

Separately, the Winter i*cept RS 3, tested in 225/45 R 17, received an overall ‘Good’ verdict with 4.26 stars in the AvD winter tyre evaluation. It performed particularly well in snow braking and traction, scoring 4.4 and 4.3 stars, and in aquaplaning in curves and straight-line aquaplaning, with 4.5 and 4.4 stars. The tyre also earned 4.43 stars across economic and environmental criteria, including 4.6 stars for weight and 4.5 stars each for fuel consumption, mileage and tyre wear.

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Bridgestone Corporation has confirmed it will become the exclusive tyre supplier for the ABB FIA Formula E World Championship, the foremost all-electric motorsport series, beginning with the 2026/27 season. The announcement positions the Japanese manufacturer at the centre of a championship that has grown into a global platform for electric racing since its founding in 2014.

The forthcoming season will mark the competitive debut of the GEN4 car, a machine that redefines performance boundaries. With permanent active All-Wheel Drive, remarkable torque and acceleration, the GEN4 reaches 100 kmph in 1.8 seconds and attains a top speed of 335 kmph, while producing a peak output of 815 bhp. These figures make it the quickest and most potent Formula E vehicle ever built.

(From left) Emilio Tiberio (WEST CTO, Bridgestone), Jeff Dodds (CEO, Formula E), Yasuhiro Morita (Global CEO and Representative Executive Officer, Bridgestone), Marek Nawarecki (Senior Circuit Sport Director, FIA) and Hiroshi Imai (Executive Officer, CPO, Global Motorsports, Bridgestone)

To harness this performance, Bridgestone has engineered the POTENZA GEN4 tyre, designed to deliver high grip, broad adaptability across varied road and weather conditions and durability that sustains performance throughout a race. A second specification, the POTENZA GEN4 for TYPHOON TYRE, has also been created to ensure stable handling and strong grip when heavy rain leaves substantial water on the track.

Sustainability features prominently in the tyre programme. Each GEN4 tyre incorporates a 65 percent allocation of recycled and renewable materials, including carbon black recovered from pyrolysis oil of end-of-life tyres and silica derived from rice husks. Natural rubber is drawn from supply chains subject to Bridgestone due diligence, compliant with the GPSNR Assurance System and verified by an independent third party. Manufacturing uses 100 percent renewable energy for both heat and electricity, while low-carbon logistics help curb CO₂ emissions, with chemical recycling of end-of-life tyres among wider value-chain initiatives pursued alongside partners.

Formula E, governed by the FIA, has expanded rapidly through street races in cities such as Monaco, Sao Paulo, Sanya and Tokyo, alongside traditional circuits. Its digital engagement and programmes such as FIA Girls on Track have helped build a fan base exceeding 400 million. Committed to Making Progress Thrilling, the championship demonstrates that electric racing can drive measurable change rather than merely inspire.

The Bridgestone Formula E World Premiere, held in Rome on 30 September ahead of the 2026/27 season, drew representatives from the FIA, Formula E, teams, drivers, international media and influencers. Global CEO Yasuhiro Morita shared his enthusiasm for the entry, while Chief Product Officer for Global Motorsports Hiroshi Imai and WEST Chief Technology Officer Emilio Tiberio detailed the tyre technology behind the GEN4. The new Bridgestone motorsport logo and design elements appeared on the GEN4 tyres for the first time, and Bridgestone’s Technical Center Europe subsequently offered demonstrations of the production site and the development work of engineers and test drivers.

Bridgestone will supply tyres for all races in the 2026/27 Season and will also serve as the title sponsor for the following four races:

Yasuhiro Morita, Global CEO and Representative Executive Officer, Bridgestone Corporation, said, “Our return to the FIA World Championship is an exciting re-entry that embodies Bridgestone’s history of passion and innovation. Under our Mission ‘Serving Society with Superior Quality’, we have continued to push the limits with an insatiable quest for performance and a sense of responsibility for a better future through motorsport activities. On the supreme stage of Formula E, we will further evolve the balance of performance and sustainability and pioneer a new future for mobility. Together with organisers, teams, drivers, partners and fans, we look forward to creating a new future.”

Jeff Dodds, CEO, Formula E, said, “We are delighted to welcome Bridgestone to Formula E as our sole tyre supplier for the 2026/27 Season and beyond. Combining rich motorsport heritage with cutting-edge sustainable innovation, Bridgestone is a fitting partner as we embark on this exciting new era. The GEN4 car represents the pinnacle of sustainable motorsport design, and we look forward to working with Bridgestone as we continue to redefine electric racing and lead the race for progress both on and off the track.”

Marek Nawarecki, Senior Circuit Sport Director, FIA, said, “Bridgestone’s appointment as the sole tyre supplier for the ABB FIA Formula E World Championship marks an exciting new chapter as we enter the GEN4 era. The tyres will play a key role in delivering the performance and efficiency expected from this new generation of Formula E cars. Building on the collaboration already established during the development of the GEN4 tyres, we look forward to continuing this work with Bridgestone, Formula E and the teams to deliver tyres that meet the demanding requirements of the ABB FIA Formula E World Championship and contribute to close, competitive racing for drivers and fans.”

Hiroshi Imai, Executive Officer, CPO, Global Motorsports, Bridgestone Corporation, said, “We are truly delighted to showcase Bridgestone’s technology and passion to the world on the new stage of Formula E. In developing POTENZA GEN4, we pushed the limits of our technology to fully unlock the overwhelming performance of GEN4. In particular, the newly introduced POTENZA GEN4 for TYPHOON TYRE represents a symbolic evolution for the GEN4 era, enabling drivers to confidently take on even wet conditions. By supporting the dramatically evolved GEN4 from the ground up, we are also advancing initiatives towards carbon neutrality and resource circulation, striving to realise sustainable motorsport. We will continue to deliver the superior quality to circuits around the world, bringing new excitement and inspiration to racing fans worldwide.”

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Kumho Tire USA celebrated a strong result at Round Seven of the Formula DRIFT PRO Championship, where KUMHO driver Jack Shanahan drove his E82 BMW to a third-place finish at The Bullring at Las Vegas Motor Speedway on KUMHO Ecsta V730 tyres. The Las Vegas podium was Shanahan’s third of the season, following a third-place result at the Streets of Long Beach opener and a second-place finish at Round Four in Stafford Springs, Connecticut.

After qualifying sixth, Shanahan advanced through the main competition by defeating Jhonnattan Castro in the Top 32, Ryan Tuerck in the Top 16 and Chris Forsberg in the Great 8. In the Final 4, he faced his younger brother, Conor, in a close battle that ended when Jack dropped two tyres off course in Zone 4. Despite the narrow loss, he remains fourth in the standings with one round left in Long Beach, California, on 23–24 October.

The KUMHO Ecsta V730 is an extreme-performance summer tyre designed for exceptional grip, responsiveness and consistency under demanding track conditions, making it a proven option for competitive motorsports and enthusiast drivers.

Ed Cho, CEO, Kumho Tire USA, said, "Jack's performance this season continues to demonstrate not only the determination and skill of our drivers but also the reliability of KUMHO tyres. In high-pressure situations, our drivers can rely on KUMHO tyres to deliver the traction, responsiveness and control they need to compete at their best."

Shanahan said, "It's been an exciting season, and I'm proud to have secured another podium finish with the consistent performance of the KUMHO Ecsta V730 tyres. The team and I are looking forward to carrying this momentum into the final round next month and fight for the Championship podium."

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Shalva Akhvlediani, Director of Tegeta Green Planet, took part in a training course titled ‘Circular Economy and Sustainable Business Models’, organised by the UN Global Compact Network Georgia on 17 September. He presented his organisation’s practical experience in applying circular economy principles and sustainable business models to the participants.

Tegeta Green Planet serves as Tegeta Holding’s environmental arm and operates as an Extended Producer Responsibility (EPR) organisation in Georgia. It focuses on collecting and recycling specific waste streams, including used tyres, waste oils and automotive batteries. Its work is grounded in circular economy principles, aiming to improve waste management, convert waste into resources and lessen environmental harm.

The UN Global Compact Network Georgia delivered a 10-hour training course across 16 and 17 September, designed to give businesses practical knowledge about circular economy principles and sustainable business models. Participants explored core circular economy concepts, ways to integrate them into business operations, modern waste management approaches, circular business models and Life Cycle Assessment (LCA) for products and materials. Giorgi Berechikidze, Environmental Manager at the UN Global Compact Network Georgia, led sessions on these main topics, offering practical approaches to circular economy, waste management and LCA.

International perspectives were provided online by Anders Ladefoged, a member of the European Economic and Social Committee (EESC) and representative of the European Circular Economy Stakeholder Platform (ECESP), who discussed European circular economy standards, and Dr Silke Megelski, a circular economy advisor at Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), who presented the Circular City Lab approach and deposit return system pilot experiences in Georgia. The course concluded with certificates for participants, supporting the spread of practical knowledge and resource-efficient, sustainable, circular business models.

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