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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A new joint venture, UniPyrum, has been established by Pyrum Innovations AG and the independent tank farm operator UNITANK Holding GmbH, with the ambition to build a European network for processing end-of-life tyres. Based in Hamburg, the venture will be managed by a dedicated team overseeing the expansion of multiple advanced recycling facilities. The initial blueprint calls for the development of five to 10 such plants across strategic European locations, beginning with several sites in Germany.

Each new facility will feature a modular setup, starting with a minimum of three modern thermolysis reactors. This configuration allows a single site to process at least 22,000 tonnes of scrap tyres annually, with the flexibility for future capacity increases based on local demand. For the launch, three initial target regions have been selected, with comprehensive preliminary work on engineering and business planning already completed. A UNITANK facility in Emleben, Thuringia, is under strong consideration as the first operational location, and the partners are preparing to initiate approval processes imminently.

UNITANK, which holds a 51 percent majority stake in the partnership to Pyrum’s 49 percent, is actively securing the venture’s commercial foundations. This involves concurrent negotiations to establish reliable supply chains for feedstock tyres and to secure offtake agreements for the recycled output. The collaboration combines Pyrum's proprietary technology with UNITANK's industrial logistics expertise to accelerate the rollout of this recycling infrastructure.

Jan Vogel, CEO, UNITANK Group, said, “We are delighted to take a decisive step forward in our longstanding and trusting partnership with Pyrum by establishing this joint venture today. In addition to our core business in the tank storage sector, this creates a new business area with strong growth potential that is independent of the energy transition. The combination of Pyrum’s leading technology and our extensive experience in operating critical infrastructure in the energy sector opens up exciting opportunities for the future. The aim is for the new joint venture to rapidly develop and operate a network of used tyre recycling plants in Germany and neighbouring countries.”

Pascal Klein, CEO, Pyrum Innovations AG, said, “Since our initial memorandum of understanding with UNITANK, we have worked intensively together to further develop our partnership. We are delighted to reach this important milestone today. Following the positive funding approval in Greece and the recently signed shareholder agreement with SUAS, the founding of the joint venture with UNITANK represents the next important step in finally accelerating the construction and operation of new plants. UNITANK’s many years of experience in operating critical infrastructure and its diverse technical and logistical expertise complement our technology perfectly. Together, we are significantly increasing Europe-wide recycling capacity for end-of-life tyres and actively promoting the circular economy.”

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Sri Trang Agro-Industry Public Company Limited (STA), under the leadership of Executive Director Chalermpop Khanjan, has entered a strategic partnership to advance sustainability through innovation. The company participated in a ceremony to sign a Memorandum of Understanding (MOU) with Chiang Mai University and five other leading industrial sectors. This collaboration is dedicated to promoting the development of knowledge, research and innovation, firmly aligning with STA's commitment to sustainability and its core Environmental, Social, and Governance (ESG) values.

The partnership’s specific objectives include advancing joint research, supporting specialised training programmes and strengthening collaborative networks to directly address climate change. A key focus is the transfer of technology and environmental innovations, including climate adaptation solutions, to be applied across business, government and community sectors to drive tangible, shared learning. This initiative reinforces STA’s mission to generate long-term value for all its stakeholders, including farmers, local communities, customers and consumers.

Concurrently, an industrial panel discussion titled ‘Innovations Toward Industrial Sustainability’ was held. Dr Saranthinee Mongkolrat, Sustainability Division Manager at STA, delivered a presentation on ‘Carbon-Smart Natural Rubber: Turning Plantations into Long-Term Carbon Sinks’. Her session underscored the critical role of natural rubber plantations in carbon sequestration and their contribution to a more sustainable industrial future.

Through this integration of expertise, technology and cross-sector collaboration, Sri Trang Group continues to drive its long-term sustainability mission. The Group is committed to consolidating its position as a global leader in the green natural rubber industry, thereby fostering balanced growth and supporting sustainable development on both a national and international scale.

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In a strategic move to deepen its engagement in the Middle East, Hankook Tire, along with Al Dobowi Tyre Company, the official distributors of Hankook in UAE since 1978 under Al Dobowi Group, has entered a three-year official partnership with the celebrated football club Al Ain FC, effective January 2026. The alliance was formally inaugurated at Al Ain’s Hazza Bin Zayed Stadium. This collaboration aims to significantly elevate Hankook’s premium brand stature on a global scale by connecting with the club’s vast regional fanbase and leveraging prominent marketing channels, such as stadium LED advertising.

Al Ain FC, founded in 1968 and currently leading the 2024/2025 season, is the most decorated club in the UAE, boasting numerous domestic and continental titles. Partnering with such an institution provides Hankook a powerful platform to reinforce its market leadership. The sponsorship strategy includes exclusive initiatives like a VIP Hospitality Program and the Ainawi Membership season cards, designed to foster closer sales relationships and deliver distinctive experiences to stakeholders across the region.

This partnership builds upon Hankook's established efforts to cultivate a premium image in the Middle East and Africa, underscored by the introduction of its high-performance Ventus evo tyre series and its role as an original equipment supplier for luxury automotive brands in the local market. Simultaneously, Al Dobowi Group continues to enhance its advanced service infrastructure, aiming to surpass customer expectations at every touchpoint and further strengthen consumer engagement alongside Hankook.

Jong Woo Kim, Vice President – Middle East & Africa Regional HQ, Hankook Tire & Technology, said, “We are delighted to enhance communication with local customers and consumers and expand brand touchpoints through this partnership with Al Ain FC, a representative club of the UAE. Based on our global technical leadership, we will continue to share Hankook Tire’s premium value across the Middle East.”

Surender Singh Kandhari, Chairman, Al Dobowi Group, said, "Al Ain FC is a symbol of success, and we are honoured to join this journey. This partnership brings together three brands standing for performance and long-term commitment."

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Citira, a Sweden-based company specialising in circular tyre management, has announced a definitive strategic step in its ambition to become a leading, integrated provider in the Northern European circular tyre ecosystem with the acquisition of Tyrefix. The agreement, executed on 20 January 2026 and expected to close imminently, secures a robust and scalable operational foundation for Citira in the United Kingdom, representing a core pillar of its geographic expansion.

Tyrefix is renowned for its four decades of specialised service excellence. The company operates a nationwide fleet delivering on-site tyre management, repair and replacement exclusively for off-highway and earthmoving machinery, a sector where equipment uptime, worksite safety and service reliability are non-negotiable for its industrial clientele.

This transaction is fundamentally value-driven. It provides Citira with immediate access to Tyrefix’s established national network, its deeply entrenched customer relationships and its unique mobile service expertise. The integration of this proven model is anticipated to generate significant commercial synergies and cross-selling opportunities across Citira’s broader portfolio, enhancing service offerings for all customers.

Post-closure, Tyrefix will continue its operations under the trusted Tyrefix brand, preserving its customer-facing identity and its experienced management team, including Oliver Johnson, Jon Pitman and Steve Bareham, who will transition to become co-owners within the Citira group. The transaction facilitates a full exit for the current investment company, Literacy Capital, and other minority shareholders, transferring ownership to Citira and marking a new chapter of growth.

David Boman, CEO, Citira, said, “I am very happy to welcome Oliver, Jon, Steve and the entire Tyrefix team to Citira. Tyrefix’s model is unique and has shown great success during several decades, and still has potential for growth across current and new market segments. With Oliver at the helm, I am confident that our expansion into the United Kingdom will become another success story of Citira.”

Oliver Johnson, CEO, Tyrefix, said, “Joining Citira allows Tyrefix Group to advance our already strong market position in off-highway tyre services while providing additional solutions to minimise vehicle downtime. By becoming part of a larger organisation, Tyrefix Group gains access to additional resources and increased opportunities to accelerate our growth plans.”

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