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, the exclusive tyre supplier to the ABB FIA Formula E World Championship, supported all competitors during the 2026 Hankook Berlin E-Prix. The double-header at Tempelhof Airport Street Circuit featured Hankook’s iON Race tyre, which was pushed to its limits by the venue’s rough concrete surface and a fast, 15-corner layout. Rounds 7 and 8 of Season 12 unfolded across two days on the 2.374-kilometre anticlockwise circuit, where tyre preservation and energy efficiency became critical success factors.

The abrasive concrete apron at Tempelhof forced drivers to carefully manage degradation, while the Turn 2 ATTACK MODE zone added a recurring strategic puzzle. Hankook’s iON Race rubber delivered steady grip and predictable handling as track conditions shifted between Saturday and Sunday. The double header demanded consistent tyre behaviour, with teams adjusting to changing rubber build up and surface temperatures over the two race days.

Nico Müller secured his first Formula E victory in Round 7, holding off Nick Cassidy and Oliver Rowland through disciplined energy management. In Round 8, Mitch Evans produced a remarkable comeback from last on the grid, passing Oliver Rowland and Pascal Wehrlein with a late decisive move to take the win. Both performances highlighted the tyre’s balance of durability and performance under racing stress.

Off track, the Berlin weekend drew large crowds to Hankook’s Fan Village, where interactive displays featured iON tyres on electric vehicles. The brand also partnered with DS Automobiles to debut the DS N°7 model. Following the Tempelhof races, the Formula E season now heads to Monaco for the next rounds on 16 and 17 May.

Manfred Sandbichler, Senior Director of Hankook Motorsport, said, "The Berlin double-header confirmed the resilience of the iON Race under some of the most demanding surface conditions in Formula E. Running two races at Tempelhof provided valuable insight into how the tyre responds to sustained abrasion across a full race weekend. The competitive racing and strategic variation across both days reflected the tyre’s ability to operate within a broad performance window, and these insights will support ongoing development alongside the championship."

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Liberty Tire Recycling, North America’s largest tyre recycling company, has published its 2024 Sustainability Report, detailing continued advancements towards a circular economy. Over the course of the year, the firm collected more than 215 million end-of-life tyres and reclaimed over 4.7 billion pounds (approximately 2.13 billion kg) of rubber, which was transformed into recycled products for infrastructure, manufacturing and energy recovery.

The report highlights measurable environmental and safety gains alongside company growth and acquisitions. Liberty achieved a 1.5 percent year-over-year reduction in greenhouse gas emissions, an 81.1 percent end-market utilisation rate representing a 2.7 percent increase from 2023 and notable safety improvements including a 23.87 percent drop in the Total Recordable Incident Rate and a 29.25 percent reduction in the Preventable Vehicle Accident Rate.

Beyond operational metrics, Liberty donated more than USD 150,000 to charities and completed over 75 community projects. A key partnership with Blessings in a Backpack led to the packing of 5,250 meal kits for children, reinforcing the company’s broader commitment to social responsibility alongside its environmental and safety achievements.

Thomas Womble, CEO, Liberty Tire Recycling, said, “At Liberty, we don’t just recycle tyres – we partner with others to build a better future. Whether it’s a global manufacturer, a local retailer or a city government, our partners trust Liberty to help them meet their sustainability goals and do right by their communities. This report is a reflection of what responsible growth looks like – when innovation, impact and partnership work hand in hand.”

Amy Brackin, Senior Vice President – Sustainability, Liberty Tire Recycling, said, “Our work is grounded in action and accountability. As the only North American tyre recycling company to publish a sustainability report, we’re setting the standard for transparency in our industry. From emissions management to zero-waste goals, we’re proving that it’s possible to grow responsibly – moving more material up the value chain, investing in our people and rethinking how tyres can create value long after they leave the road.”

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Pirelli has confirmed that India will be the central theme of its 2027 calendar, marking a historic first for the publication. For the first time since the calendar’s inception, two distinct photographers have been commissioned to work on the project: Norwegian artist Sølve Sundsbø and celebrated Indian master Raghu Rai. Deep sorrow has followed Rai’s recent passing, felt profoundly by his family and those who collaborated with him. In the three months before his death, Rai had been fully dedicated to developing an original photographic series rooted in his heritage and personal vision of India.

Pirelli and the Rai family have pledged to complete Rai’s contribution to the calendar. Stepping into his role with honour is his daughter, Avani Rai, an internationally acclaimed photographer in her own right. She will work to faithfully realise her father’s artistic intentions for the series, ensuring his creative vision endures.

Alongside this effort, Pirelli has gladly invited Sundsbø back for a second consecutive year, following his work on the 2026 edition. His signature sensitivity and innovative aesthetic will combine with Avani Rai’s intimate knowledge of her father’s craft and her own personal experience of India, offering two compelling and complementary perspectives on the country.

Avani Rai said, “The work my father created for Pirelli was a tribute to India – bringing together his lifelong vision with a more contemporary expression of its people and diversity, something he was always deeply drawn to. I cannot bear the thought of it remaining unrealised. Bringing it to life feels deeply personal, as if I am stepping into his gaze and the way he saw India through his camera. Photography was his gift to me – not just as a craft, but as a way of seeing – and in that we found a quiet, profound connection. Carrying this forward feels like a way of staying close to him, of keeping a part of him alive within me.”

Sundsbø said, “It’s a great honour to be invited again to contribute to the Pirelli Calendar. I am very pleased to do so alongside Avani Rai and pay tribute to her father’s legacy. It’s a momentous opportunity to explore India. We will both do our utmost to celebrate the country and Rai’s memory with this collaboration.”

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Goodyear has introduced a new global campaign titled ‘Fast Is In Us’, dedicated to celebrating its renowned Eagle performance tyre family. The campaign debuted at the Kentucky Derby and follows last year’s STILL campaign, which underscored Goodyear’s iconic status. Fast Is In Us builds upon that foundation to elevate the Eagle legacy further.

Rather than focusing solely on traditional speed, the campaign highlights individuals deeply passionate about automobiles. It honours their appreciation for vehicle design, engineering and the tactile connection through the steering wheel. Fast Is In Us shifts attention from raw velocity to the emotional bond between driver and machine, celebrating those who feel performance rather than merely claim it.

The Eagle tyre family’s decades-long performance pedigree grounds the campaign, shaped in elite motorsport environments and high-performance automotive partnerships. After 45 years and millions of drivers, Eagle enters a new era believing fast is inherent to its design. This marks Goodyear’s first global campaign built around a performance tyre family, inviting drivers to embrace Eagle as a living philosophy rather than a one-off product.

The campaign will roll out globally across premium television, out-of-home, digital, social and cultural events. At the Kentucky Derby, the Goodyear Blimp carried the phrase Did someone say horsepower? Future integrations include the 24 Hours of Le Mans and other elite racing gatherings. Created with Publicis P1T Crew and led by BBH USA, Fast Is In Us aims to remind performance drivers why Eagle has always belonged with them.

Mark Stewart, Chief Executive Officer and President, Goodyear, said, "The performance car category is growing, and the drivers entering it want tyres worth bragging about. Eagle has more than four decades of credibility in performance and racing, and Fast Is In Us puts that legacy back to work – re‑establishing Eagle as the tyre knowledgeable drivers choose when performance truly matters. This campaign reflects how we're building Goodyear for the future: leading with premium products, authentic performance and brands that mean something."

J J Kraft, VP Global Creative, Goodyear, said, "Eagle isn't a product line – it's a piece of car culture. Fast Is In Us is a comprehensive platform built to put Eagle back at the centre of that enthusiasm. It expresses performance through feel and confidence behind the wheel, not just numbers on a page. It stands as one global campaign idea with the range to live across motorsport, retail and culture, and the ambition to lead the category, not chase it."

"For these drivers, Eagle is more than a tyre, it's a badge of devotion for drivers who respect the craft behind performance and demand confidence, responsiveness, and control every time they drive. Fast, in this world, isn't something you switch on. It's something you live," Kraft added.

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