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 has appointed Proman as its Engineering, Procurement and Construction partner for a circular tyre recycling facility in Uddevalla, Sweden. This collaboration marks a decisive move towards establishing what the company describes as Europe’s leading circular tyre recycling business, with the Uddevalla site serving as the cornerstone for a future network of industrial-scale plants across the continent.

The company specialises in transforming end-of-life tyres into high-value recovered materials, aiming to accelerate the transition to a more resilient circular economy. The Uddevalla facility stands as Infiniteria’s flagship project and represents the initial phase of a broader European expansion strategy.

Committed offtake agreements are already in place with major customers including Preem, Nokian Tyres and Michelin, underscoring strong industrial demand for the recovered materials.

Kajsa Ryttberg-Wallgren, CEO, Infiniteria, said, “Bringing Proman on board as our partner is a major step forward for Uddevalla. They have a proven track record in delivering complex industrial plants, and the discipline and capability they bring mark a decisive step towards starting operations. We are fully committed to Uddevalla as the long-term home of our flagship facility, to our customers and to building Europe’s leading circular tyre recycling business.”

Francisco Carlos, Managing Director, Proman Portugal, said, “We appreciate the confidence and trust placed in Proman by Infiniteria as we take on the role of Engineering, Procurement and Construction partner in the Uddevalla project. Proman brings strong global expertise and experience to the project, including project management, engineering, procurement, construction and commissioning of complex industrial facilities. We look forward to working with Infiniteria to progress the Uddevalla project towards successful completion.”

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Tyres Europe has released replacement tyre sales data for the first quarter of 2026, with the industry showing early signs of recovery according to an assessment by Secretary General Adam McCarthy. The figures from member companies reveal that consumer tyre segments, including passenger car, SUV and light commercial vehicle categories, rose by one percent compared to the first quarter of 2025. This modest growth follows a weak performance across the previous year.

McCarthy noted that the recovery was uneven across different tyre types. All Season tyres continued their strong momentum with a five percent increase, driven by consumer demand for year-round versatility, while summer tyres slipped by one percent as they lost further ground to all season alternatives. Winter tyres posted a sharp decline of 14 percent, which the Secretary General attributed to mild weather conditions across much of Europe. Members’ sales significantly outpaced imports, which were impacted by European produced tyres and possible regulatory action. Travel demand remained subdued during the quarter, with higher fuel prices linked to the Middle East conflict affecting the market from March.

Other segments reflected a mixed landscape. Truck and bus tyres edged up one percent, supported by improved freight activity and business sentiment before recent geopolitical developments and rising fuel costs created uncertainty. Agricultural tyres declined 11 percent amid continued caution in farm investment. In contrast, the moto and scooter tyre segment recorded a more positive six percent gain, according to the Tyres Europe report.

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Hankook Tire & Technology reported a sharp rise in first-quarter operating profit, supported by stronger sales of electric vehicle tyres and replacement tyres across key markets including Europe, Korea and China.

The South Korean tyre maker said consolidated revenue for the three months to March reached USD 3.63 billion, up 7 percent from a year earlier, while operating profit rose 42.9 per cent to USD 345.9 million.

Sales in the group’s tyre business increased 9.3 percent year-on-year to USD 1.75 billion. Operating profit in the division rose 31.1 percent to USD 298.6 million, representing an operating margin of 17.1 percent.

The company said demand for original equipment tyres supplied to electric vehicle and hybrid models, alongside higher replacement tyre sales, supported performance despite continued uncertainty linked to tariffs and elevated oil prices.

Hankook Tire said tyres measuring 18 inches and above accounted for 49.1 percent of total passenger car and light truck tyre sales in the quarter, up 2 percentage points from a year earlier. Electric vehicle tyres represented 29.6 percent of original equipment passenger car and light truck tyre sales, an increase of 6.6 percentage points year-on-year.

The company expanded original equipment tyre supply during the quarter for both internal combustion engine and electric vehicle models produced by Mercedes-Benz, BMW and Ford.

Hankook Tire said it currently supplies original equipment tyres to about 50 automotive brands across roughly 300 vehicle models, including Porsche.

The company also continued to expand its iON electric vehicle tyre range, which now covers about 300 specifications from 16-inch to 22-inch tyres.

Its thermal management subsidiary Hanon Systems reported first-quarter sales of USD 1.88 billion, up 5 percent year-on-year, while operating profit rose more than fourfold to USD 66.3 million.

Hankook Tire said it continued to expand production capacity at its Tennessee plant in the US and its Hungary facility in Europe as part of efforts to strengthen global supply capabilities.

The company said it aims to raise the proportion of high-inch tyres to 51 percent and electric vehicle tyres to more than 33 percent of passenger car and light truck original equipment tyre sales.

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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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