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 for the ABB FIA Formula E World Championship, played a central role in the season’s pivotal Japanese double-header. As the official race tyre for all competitors, the company’s iON Race compound was put to the test under extreme and shifting conditions during Rounds 14 and 15 of Season 12 at the 2026 TDK Tokyo E-Prix.

The weekend’s on-track action produced two dramatic winners. CUPRA KIRO’s Dan Ticktum snatched victory in Round 14 with a last-corner overtake on Jake Dennis, while Nick Cassidy completed the podium. The following day, Mahindra Racing’s Nyck de Vries claimed Round 15, finishing ahead of Cassidy and Dennis, who secured second and third respectively. The entire paddock also observed a period of remembrance for the late Cyril Blais.

The 2.575-kilometre temporary circuit, featuring 18 corners and situated around Tokyo Big Sight, hosted its first-ever night races, drastically altering track conditions from practice to competition. Unstable weather compounded the challenge, with a Sunday thunderstorm cancelling Free Practice 3 and leaving a damp, drying surface for Round 15 that demanded constant adaptation in tyre warm-up and strategy.

Throughout the weekend, Hankook’s iON Race tyre demonstrated reliability across the evolving grip levels and temperature swings. Following the Tokyo results, Dennis retains the championship lead with 146 points, narrowly ahead of Mitch Evans and Pascal Wehrlein. The title battle remains fiercely contested and will be resolved at the season-ending Hankook London E-Prix double-header on 15–16 August.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Bringing Formula E night racing to Tokyo for the first time made this a distinctive weekend and one of the more unusual tyre assignments of our season. The contrast between afternoon running and the 20:05 races shaped how teams prepared for both events, and the iON Race managed that transition and the changing weather conditions well, delivering consistent and predictable performance as the circuit cooled through the evening.”

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Tegeta Green Planet recently contributed to the ‘Circular Future’ green camp, an environmental education initiative organised by CENN and funded by the European Union. The camp, which hosted 23 teenagers from the Adjara and Kakheti regions, was designed to deepen ecological understanding, advocate for waste-free systems, and inspire long-term behavioural change among the next generation.

Throughout the week-long gathering, young attendees engaged with forward-thinking methods for minimising refuse, prolonging product life cycles and improving separation and recovery processes. Interactive workshops translated abstract circular economy theories into tangible daily actions, equipping participants with the know-how to conserve materials and shrink their personal environmental toll.

A noteworthy component of the programme occurred on 22 July, when a specialised seminar titled ‘Circular Economy: Waste Reduction and Recycling for Public Health’ was convened. Co-hosted by Tegeta Green Planet, the UNDP and the Waste Management Business Association, the seminar examined the intersection of ecological integrity and human well-being, illustrating how robust recycling systems directly benefit community health outcomes.

Closing the day’s agenda, Tegeta Green Planet’s Director, Shalva Akhvlediani, offered an in-depth look at the Extended Producer Responsibility model currently unfolding in Georgia. He traced the journey of end-of-life vehicle components – from used tyres and spent lubricants to depleted batteries – through collection, transport and reprocessing channels. Akhvlediani also highlighted his organisation’s network of over 350 domestic producers and importers, stressing that youth education remains a cornerstone of their mission. The floor was then opened for a lively exchange, where students posed probing questions, debated local environmental dilemmas and floated their own grassroots suggestions, reinforcing the message that responsible resource use begins with informed individual choices.

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Nexen Tire reported second-quarter revenue of KRW 891.3 billion and operating profit of KRW 34.3 billion, as growth in Europe and higher sales of premium products supported performance despite rising costs and geopolitical uncertainty.

Revenue increased 10.8 per cent from a year earlier, driven by demand in key markets, particularly Europe, the company said .

The tyre manufacturer said its strategy of expanding original equipment (OE) supply programmes and diversifying replacement (RE) tyre sales helped support growth amid weaker demand in the automotive market. Sales of 18-inch and larger tyres accounted for 38.8 percent of total sales, up 3.6 percentage points from a year earlier, reflecting a greater focus on premium products.

Profitability came under pressure as higher raw material prices and increased ocean freight rates raised costs. The company also incurred one-off expenses following the final ruling on US anti-dumping duties, which resulted in a higher tariff rate than previously expected.

Europe was the strongest-performing region during the quarter, with revenue reaching KRW 407.2 billion, the first time quarterly sales in the region have exceeded KRW 400 billion.

The company attributed the growth to higher OE sales from its European manufacturing plant, business expansion in the UK, Türkiye and other markets, and improved distribution and logistics following the addition of a finished-goods warehouse at the plant.

In South Korea, demand for electric vehicle (EV) and sport utility vehicle (SUV) tyres remained strong. Nexen Tire said its expanding OE portfolio, which includes the Hyundai IONIQ 6, Kia's EV3 to EV9 models and other domestic electric vehicles, supported higher OE revenue and increased sales of larger-diameter tyres.

The company also said continued growth in rental sales within the replacement market improved its product mix, while its first OE supply agreement with BYD strengthened its position in the global EV market.

Alongside its financial results, Nexen Tire said it had expanded its OE supply during the quarter to electrified models including BYD vehicles and the Hyundai STARIA EV. Supply to premium automotive brands also increased from a year earlier, supported by research and development initiatives, including AI-based performance prediction technologies.

"Despite growing cost pressures from external factors, we have continued to achieve top-line growth on the back of strong sales in key markets," said John Bosco (Hyeon Suk) Kim, CEO of NEXEN TIRE. "With the stable ramp-up of the second-phase expansion at our European plant and the results of our distribution improvements in North America, we expect more tangible improvements in earnings."

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Pirelli has officially communicated to all Formula 1 teams the tyre compound selections for the upcoming Dutch, Spanish and Italian Grands Prix. The Italian manufacturer has opted for the medium-range C2, C3 and C4 compounds for the events at Zandvoort and the new Madrid circuit, while the Monza race will see the softest available tyres, the C3, C4 and C5, deployed.

For the Dutch Grand Prix at Zandvoort, Pirelli has confirmed the same compound choice as the previous year. The coastal circuit is defined by its medium and low-speed corners, including two banked turns, which place significant vertical and lateral loads on the tyres and demand high aerodynamic downforce. The track surface itself offers low inherent grip, a challenge compounded by sand from the nearby beaches being blown onto the asphalt, further affecting tyre performance.

The Italian Grand Prix at Monza presents a contrasting challenge, with its recently resurfaced track encouraging teams to run low-downforce configurations. The pit lane loss time for a tyre change is among the highest of the season, incentivising teams to extend stints and manage degradation to achieve a one-stop race. However, the potential for high ambient temperatures could complicate this strategy, making tyre management more difficult.

Making its debut on the calendar as the Spanish Grand Prix, the semi-permanent street circuit in Madrid features 22 highly varied corners, significant elevation changes and the longest banked turn in the championship. Simulations indicate that the loads on the tyres are comparable to those at Silverstone and Spa-Francorchamps. Consequently, Pirelli’s selection of the medium-range compounds is designed to favour a two-stop strategy and offer greater protection against overheating, a risk to which the softer C5 compound would be particularly vulnerable in warm conditions.

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