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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Infiniteria Europe and Aliapur, a French State-approved eco-organisation, have signed a Memorandum of Understanding to pursue an agreement for supplying end-of-life tyres to two planned Infiniteria recycling plants in France. The MoU outlines intentions for a long-term supply arrangement in which Aliapur would furnish the end-of-life tyres needed to operate both facilities.

The agreement creates a framework for a secure, reliable and sustainable long-term supply chain and provides a foundation for continued development of both projects. Shortlisted sites are being assessed, with environmental impact studies under way. The partnership marks a significant milestone for the projects and reflects both companies’ shared commitment to recovering valuable secondary raw materials from end-of-life tyres, developing more circular industrial value chains and increasing tyre recycling capacity in France.

The collaboration combines Aliapur’s material recovery experience with Infiniteria Europe’s recycling solution development expertise. Both companies aim to build a strong long-term partnership supporting tyre recovery and recycling in France, and they look forward to further strengthening their collaboration as the projects advance through subsequent development stages.

Kajsa Ryttberg-Wallgren, CEO, Infiniteria Europe, said, “This MoU brings our two planned plants in France one step closer to realisation. They will form an important part of our broader ambition to build Europe’s leading business in circular tyre recycling, transforming end-of-life tyres into valuable resources for new uses.”

Mathieu Chardin, Managing Director, Aliapur, said, “Aliapur is proud to have been selected by Infiniteria Europe, an industrial company with proven expertise in tyre pyrolysis technology, as a strategic partner for the supply of raw materials to its future plants in France. This partnership also supports our commitment to France’s reindustrialisation and ecological transition, two priorities at the heart of the Government’s strategy for a more resilient, competitive and sustainable industry.”

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ETRTO held its 62nd General Assembly on 2 October in Nantes, France, drawing strong attendance from Full members and Experts, alongside the TNPF (Travaux de Normalisation des Pneumatiques pour la France) team, UNECE GRBP Chairman, a JATMA delegation and several Honorary members.

The Assembly approved a name change from European Tyre and Rim Technical Organisation to European Tyre, Rim & Valve Technical Organisation while retaining the ETRTO acronym. It also endorsed all 80 Technical Subcommittee resolutions, set for inclusion in the 2027 Standards Manual and Engineering Design Information publications, and amendments to ETRTO Recommendations, due for free publication on the ETRTO website in five languages.

Christian Lerner (Continental) and Peter Roest (Apollo) were elected President and Vice President, respectively, for 2027. Presentations covered UNECE GRBP tyre regulatory trends and TNPF’s role in the French regulatory landscape, while Technical Subcommittee chairmen outlined activity highlights and future trends. ETRTO also demonstrated its new Data Portal, available for the Passenger Car tyre section from early 2027.

Appreciation was extended to Jérôme Barrand (Michelin, current ETRTO President) for organising the Assembly and to TNPF for hosting the Gala Dinner. The 63rd ETRTO General Assembly is scheduled for 1 October 2027.

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Sri Trang Group has been recognised by the Securities and Exchange Commission (SEC) for its efforts to promote financial and investment literacy among employees. Pacharin Anuwongwattanachai, Company Secretary of Sri Trang Agro-Industry Public Company Limited (STA), and Thanawan Sa-ngiamsak, Chief Financial Officer of Sri Trang Gloves (Thailand) Public Company Limited (STGT), accepted the ‘Organization Promoting Financial and Investment Literacy for Employees’ certificates on behalf of their respective companies. The ceremony, held under the SEC's Financial Well-being in Workplace project, took place at the Royal Thai Army Club on Vibhavadi Rangsit Road in Bangkok on 9 October 2026.

The SEC accolade underscores Sri Trang Group's dedication to sustainable business practices, especially the social pillar of sustainability that prioritises comprehensive care for employees' quality of life and well-being. STA advances financial, investment and savings literacy through structured and ongoing financial education programmes. All eight categories of the SEC's online financial and investment lessons have been integrated into the companies' self-learning platforms, allowing staff to build skills independently. Training sessions with SEC experts cover financial and investment planning for salaried employees as well as retirement planning for those aged 50 and above and investment planning tailored to individual needs.

Disciplined saving is further encouraged through income and expense tracking, financial health check-ups and discussion groups in which employees exchange insights on managing provident fund investments with expert guidance. These measures help staff strengthen financial security, ease financial worries and sustainably improve the quality of life for themselves and their families. The approach reflects the Group's care for its people alongside its commitment to good corporate governance, aligning with annual reporting disclosures and the corporate governance assessment criteria for Thai listed companies.

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Pirelli's 23-season run as sole official tyre supplier to the FIM Superbike World Championship ended at Jerez de la Frontera during the Pirelli Spanish Round. The Italian manufacturer helped shape the technical identity of the premier production-derived series through continuous product development and innovation while emphasising tyre safety and reliability and cooperating closely with organisers, the federation, manufacturers and teams.

The firm's connection to production-based motorcycle world championship racing dates back to 1989, when it debuted with the Rumi team's Honda RC30 ridden by reigning world champion Fred Merkel. The American narrowly missed the podium at Donington Park but took pole and won both Hungaroring rounds, putting him on course to defend his crown. After withdrawing from major motorcycle racing championships in the 1990s, Pirelli returned in 2004, when the WorldSBK promoter chose it as sole official tyre supplier under an arrangement that marked a turning point in international motorsport.

The company's strategy was straightforward: turning racing into a genuine development laboratory for motorcyclists. In a championship built on production-derived machines, that meant supplying tyres closely resembling products available to the public rather than solutions created exclusively for competition. Pirelli pursued innovation that progressively redefined racing tyre performance and then fed track knowledge back into its road products.

The DIABLO Superbike, launched in 2005, became a benchmark in the racing slick range, and the DIABLO Supercorsa followed in 2007 for support classes, leading in 2008 to the DIABLO Supercorsa SP road tyre. The SC0 compound arrived for the DIABLO Superbike in 2012 and reached the road range a year later. Rims changed from 16.5 to 17 inches in 2013, and 125/70 front and 200/65 rear sizes were introduced in 2018, followed by the SCX supersoft compound in 2019 and the SCQ extrasoft compound in 2022. From 2020, every class ran on slicks.

Across those 23 seasons, Pirelli's role grew into a proactive partnership supporting the championship's development, producing close relationships first with Infront and later with Dorna that extended to marketing and communication. Initiatives originally conceived for Pirelli's guests were gradually opened to the entire paddock, making the championship more attractive for supporters and a wider audience.

The 2026 season underlined that approach, with Pirelli offering riders 17 front and rear solutions combining standard range products with development specifications. The effort brought constant performance gains and fresh milestones, including 10 all-time lap records and 11 race lap records alongside significant race distance improvements. The journey spanned from James Toseland, the first world champion of the Pirelli era in 2004 aboard the Ducati 999 F04, to Nicolò Bulega, who dominated 2026 on the Ducati Panigale V4 R with wins in 36 races. As this chapter closes, the accumulated knowledge will continue to drive Pirelli's tyre development and its commitment to the highest racing levels.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “We have developed racing and road tyres for more than two decades. Although our journey in WorldSBK is coming to an end, we will continue to innovate our racing products to boost on-the-road technology and performance. For more than two decades, we turned WorldSBK into an innovation lab and helped organisers, the federation, manufacturers and teams in its evolution. By constantly creating and fine-tuning new compounds, structures and solutions, we have boosted performance and set new records year after year while also generating technology and expertise that went on to be transferred to road tyres. We pursued this quest right through the final season, and it does not end here: the experience gained in WorldSBK will continue to drive Pirelli's leading edge both in motorsport and on the road.

“Despite operating under a single-tyre supplier system and always providing competitive products, our goal has consistently been to improve our game, year after year, by offering state-of-the-art products while paying extremely close attention to market demands. This was especially true in the early years, when end users wanted and needed a pure racing product they could use on the track. We recognised that need, by continuing to develop increasingly better products, and, most of all, by introducing new race-to-road sizes, which became the new benchmark for the sports motorcycles on the market.”

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