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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Michelin reported a fall in earnings for 2025 as weaker volumes and a stronger euro offset gains from pricing and product mix, while free cash flow remained robust and debt declined.

Sales fell 4.4 percent to €26 billion in 2025, according to the company’s full-year results. Tyre volumes declined by 4.7 percent, with more than 80 percent of the drop linked to original equipment markets, particularly truck and agricultural tyres in North America.

Segment operating income amounted to €2.9 billion at constant exchange rates, representing 10.9 percent of sales and down 1.5 percentage points year on year . On a reported basis, segment operating income was €2.7 billion, compared with €3.4 billion in 2024. Net income fell 12 percent to €1.7 billion.

Free cash flow before mergers and acquisitions reached €2.1 billion, while net debt declined to €2.3 billion from €3.1 billion, reducing gearing to 13.0 percent.

Florent Menegaux, Managing Chairman, said: “In 2025, several markets where the Group operates were affected by heightened competition, new and very unstable customs tariffs, and an unfavourable regulatory environment, which weighed on our volumes. In this context, our teams responded with exemplary engagement, by closely adjusting the steering of our operations. We also strengthened our financial position, continued to adapt our industrial capacities, and accelerated our product plan. The Group's growth momentum in Polymer Composite Solutions, boosted by our recent acquisitions, confirms our ability to position ourselves in these high value-added activities. We remain committed to continuing to deploy our Michelin in Motion 2030 strategy”.

The automotive and two-wheel division reported sales of €14.3 billion, down 2.5 percent, with an operating margin of 11.7 percent, compared with 13.1 percent in 2024. The share of 18-inch and larger tyres in Michelin-branded passenger car sales rose to 68 percent.

Road transportation sales declined 8.7 percent to €6.0 billion. The operating margin narrowed sharply to 4.7 percent from 9 percent, reflecting a 20 percent contraction in North American original equipment markets, where manufacturers reduced output after stockpiling trucks .

Specialty businesses generated sales of €5.7 billion, down 4.4 percent, with an operating margin of 13.5 percent. Mining and aircraft tyres recorded growth, partly offsetting continued weakness in agricultural and construction original equipment markets.

The group said non-tyre businesses, including Polymer Composite Solutions and Michelin Connected Fleet, made a positive contribution to sales and operating income.

For 2026, Michelin expects tyre markets to remain broadly stable over the year, with a slight contraction in the first half and relative improvement in business-to-business original equipment markets in the second half. The company is targeting growth in segment operating income at constant exchange rates and scope, and more than €1.6bn in free cash flow before mergers and acquisitions.

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Hankook Tire is preparing to play a central role as the ABB FIA Formula E World Championship travels to Saudi Arabia’s Red Sea coast for the first time for the 2026 E-Prix. Rounds 4 and 5 of Season 12 will take place as a night-time double-header at the Jeddah Corniche Circuit on 13 and 14 February 2026, marking the venue’s debut on the all-electric calendar. The floodlit setting will frame two consecutive evenings of racing, offering a fresh atmosphere and technical challenge for teams and drivers.

The circuit itself has been reworked from its Formula 1 iteration to align with Formula E’s regenerative braking characteristics and energy management requirements. At 3.001 kilometres, the layout intersperses rapid straight sections with heavy braking zones, technical chicanes and tight hairpins where traction and cornering precision are paramount. Night racing adds another variable. Without daytime solar heating, tarmac temperatures evolve steadily through each session, prompting gradual shifts in surface grip that demand adaptability from both drivers and machinery.

Hankook’s iON Race tyre has been developed to function as a consistent, responsive element under these fluctuating conditions. Its construction balances high-load grip with thermal regulation and optimised rolling resistance, a synthesis that directly influences energy conservation and race strategy across the Formula E field. In Jeddah, where high-speed running and repeated braking elevate thermal stress, the tyre’s capacity to maintain a stable operating window while reacting instantly to changing track states becomes a competitive asset from first practice to chequered flag.

Off the circuit, fan engagement initiatives and the return of Formula E EVO Sessions will amplify the event’s atmosphere. Yet it is the on-track contest that defines this early-season moment. With an unfamiliar venue, nocturnal conditions and a layout that rewards both outright speed and intelligent energy deployment, the Jeddah E-Prix presents a significant opening test of the campaign. At the centre of this equation is Hankook’s iON Race, engineered not merely to perform but to enable the delicate interplay between pace, preservation and tactical execution.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “The electrifying atmosphere of Jeddah under the lights adds another dimension to this already demanding circuit. With high speeds, repeated braking zones and shifting track conditions across the evening, tyre stability and consistency become decisive factors. The iON Race is designed to give teams a reliable and predictable platform to perform at their best in both qualifying and race situations.”

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Nokian Tyres Plc reported a marked improvement in profitability in 2025, with fourth-quarter operating profit more than doubling, as higher passenger car tyre prices and lower raw material costs offset weak underlying demand.

The Finnish tyre maker said operating profit for October to December rose to €35.1million from €15.4 million a year earlier, while net sales edged up to €416.4 million from €415.0 million. In comparable currencies, sales increased 0.8 percent, driven by North America and the Nordics.

Earnings per share for the quarter rose to €0.12 from €0.04. Cash flow from operating activities increased to €332.0 million from €314.8 million.

For the full year, net sales rose 6.5 per cent to €1,373.6 million, compared with €1,289.8 million in 2024. In comparable currencies, sales increased 7.2 percent, supported by growth across all geographical areas.

Operating profit improved significantly to €35.8 million from €1.8 million in the previous year. Segments operating profit rose 28 per cent to €91.3 million. However, earnings per share remained negative at €-0.11, compared with €-0.17 in 2024.

Cash flow from operating activities nearly doubled to €146.2 million from €77.4 million, reflecting improved working capital management and lower capital expenditure. Capital expenditure fell sharply to €126.9 million from €350.1 million in 2024, when the group was rebuilding production capacity.

Paolo Pompei, who became President and Chief Executive on January 1 2025, said: “2025 was a year of strong improvement for Nokian Tyres despite uncertain operating environment and weak market development. The fourth quarter was our best quarter in three years.”

Pompei said Passenger Car Tyres was “the main driver of the improved results”, while Heavy Tyres was affected by softer markets. He added that the company had accelerated efforts to optimise product mix, improve efficiency and maintain cost discipline.

During the year, the group completed a significant investment phase, including ramping up its new factory in Romania, where it produced one million tyres in 2025. The site is now moving from investment mode towards stabilising manufacturing operations.

Looking ahead, Nokian Tyres said it expects net sales in 2026 to grow compared with 2025 and forecast segments operating profit of 8–10 percent of net sales.

The company said tyre demand in its core markets is expected to remain flat in 2026. It warned that global economic developments and geopolitical, trade and tariff uncertainties could create volatility in the business environment.

Pompei said: “Overall, 2025 marked a turning point for Nokian Tyres, demonstrating our ability to adapt and stay competitive.”

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Bridgestone and Kwik Fit are renewing their presence at The British Motor Show for 2026, stepping in as official sponsors of the Live Arena and Supercar Paddock. Their involvement marks the fifth year these two companies have powered some of the event’s most energetic and crowd-drawing features. Central to the show’s appeal, the Live Arena delivers high-octane displays and gripping stunt performances, while the Supercar Paddock offers rare access to an elite collection of supercars. Together, these zones have become defining elements of the visitor experience, reflecting a shared dedication to excitement, engineering excellence and road safety.

Throughout the 2026 event, attendees can look forward to a packed schedule of arena action and an impressive supercar showcase. Bridgestone and Kwik Fit specialists will be present to engage with the public, offering practical advice on tyre care, vehicle checks and overall driver preparedness. This collaboration underscores a sustained alignment between the brands and the show’s mission to inspire and educate automotive enthusiasts of all generations. Scheduled for 21 to 23 August 2026, the show anticipates a significant turnout, presenting an ideal platform for exhibitors and sponsors to engage with both consumers and the broader motoring sector in a direct and meaningful way.

Drew Chapman, Consumer Sales Director, Bridgestone UK, said, “We’re thrilled to return to the British Motor Show with Kwik Fit for our fifth consecutive year. Spanning three exciting days, the event offers a fantastic day out for families and passionate car fans alike. Performance is at the core of everything we do at Bridgestone, so we’re proud to be at the centre of the action as sponsors of the Bridgestone in partnership with Kwik Fit Live Arena and the Supercar Paddock.”

Andy Lane, Marketing Director, Kwik Fit, said, “We’re proud to be partnering with Bridgestone once again at the British Motor Show. The thrilling stunts and extreme performance in the Live Arena and Supercar Paddock may seem a world away from everyday motoring, but there is a common thread. All drivers need to have confidence in their car – whether up on two wheels in the arena or popping to the shops on the road. This event is the perfect place to connect with motorists of all ages and share how our expertise, combined with the quality and performance of Bridgestone tyres, helps keep the nation’s drivers safe on the road.”

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