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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Continental has introduced a Collector's Edition of its Grand Prix 5000 S TR road tyre, a benchmark product developed alongside Tadej Pogačar, the multiple World Champion and Tour de France winner. The limited release sits within the company's ‘Share the Road’ campaign, which seeks to advance road safety, mutual respect and harmonious coexistence among all road users while delivering top-tier performance.

At the heart of the effort is ‘Pogi’, a figure the brand and Pogačar devised together. Appearing across a set of animated stories, the character conveys the central idea that the roads belong to everyone. Each limited-edition tyre package also includes a physical Pogi collectible, extending the character beyond the screen.

The 30-622 tyre carries custom Pogačar branding, including a dedicated Pogi logo and hundreds of miniature Tadej Pogačar logos worked subtly into the Grand Prix 5000 S TR lettering. It retains Continental's benchmark technologies – the BlackChili Compound, Vectran Breaker, Active Comfort Technology and Lazer Grip – and is aimed at both cycling enthusiasts and collectors.

Hannah Ferle, Road Product Manager, Continental Tires, said, “The trust placed in us by world-class athletes like Tadej is both an honour and an incentive. With the Grand Prix 5000 S TR Pogačar Edition, we wanted to bring together our race-proven road performance with a meaningful initiative. Every tyre is crafted with precision to deliver the optimal balance of speed, grip and reliability while celebrating our shared commitment to making roads safer for every rider.”

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DUNLOP has become the first-ever Presenting Partner of the Goodwood Revival, cementing its place in the event’s history after an exceptionally successful partnership at this year’s festival. The three-day event, held from 18 to 20 September, attracted 150,000 attendees from 172 countries and marked the iconic tyre manufacturer’s most prominent presence at the circuit in nearly eight decades.

The Revival provided DUNLOP with an unparalleled platform to celebrate its rich motorsport legacy and connect with a global audience of enthusiasts, collectors and industry professionals. Its presence represented a significant milestone, returning the brand to the Goodwood Motor Circuit nearly 80 years after it first supported the venue’s opening in 1948. The comprehensive activation featured a 600-square-metre exhibition stand, VIP hospitality adjacent to the pit lane and prominent event and circuit branding throughout the weekend.

At the DUNLOP stand in the Revival’s Earls Court motor show, around 25,000 visitors experienced the brand first-hand across all three days, drawn by a trio of Ford GT MkIIs that dominated the podium at the 24 Hours of Le Mans in 1966. Attendees engaged directly with DUNLOP’s heritage, innovation and commitment to motorsport excellence, while the event’s international turnout underscored the universal appeal of the brand’s story and its enduring position within global motorsport culture. The response from visitors was overwhelming, with the activation highlighting DUNLOP’s history and racing legacy in a unique way.

The inaugural year as Presenting Partner has established a blueprint for future collaboration, resonating with an audience that values heritage, authenticity and engineering excellence. As DUNLOP strengthens its position within global motorsport, the Goodwood Revival partnership stands as a cornerstone activation, celebrating the brand’s legendary status while positioning it as an innovator for the future.

Dennis Wilstermann, Marketing Manager, DUNLOP, said, “Our stand was consistently busy throughout the three days. The level of interest in the DUNLOP brand was remarkable, and the conversations we had with customers, fans and partners were genuinely positive. We are already looking forward to returning to Goodwood Revival in 2027. We cannot wait to return to the Goodwood Revival in 2027. This year has been a powerful reminder of why Goodwood Revival matters to DUNLOP – and why DUNLOP matters to Goodwood Revival."

Hiroshi Hamada, Manging Director, Chairman and CEO, Dunlop Tyre Europe GmbH, said, “This was our first year at Goodwood Revival as Presenting Partner, and it was an unqualified success for us. DUNLOP returning to Goodwood with such a strong presence after so many years is a story in itself – one that validates our commitment to motorsport heritage and innovation.”

The Duke of Richmond CBE DL said, “We were delighted to welcome DUNLOP as presenting partner of Goodwood Revival this year. Having been an integral part of racing here for almost 80 years, the partnership reflects a shared heritage stretching back to 1948, when it was among the original supporters of the Goodwood Motor Circuit. From DUNLOP’s hugely popular stand in Earl's Court, featuring the Ford GT MkIIs that famously finished 1-2-3 at Le Mans in 1966, to its presentation of Sunday's flagship Royal Automobile Club TT Celebration race, the partnership was a fitting celebration of our shared history and passion for motorsport. We look forward to continuing that relationship in the years to come.”

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Bekaert has marked a significant sustainability milestone with the commissioning of its first solar energy project in Latin America. The installation at the Proalco Malambo facility in Barranquilla, Colombia, features 1,986 rooftop panels now generating renewable electricity on site, translating the company's sustainability strategy into concrete local action.

The Malambo plant produces a diverse range of steel wire products for agriculture, construction, upholstery, energy, utilities and general industrial applications and employs nearly 200 people. With an installed capacity of 1,291 kWp, the solar array is projected to generate roughly 1.87 gigawatt-hours of renewable electricity each year, meeting a quarter of the facility's power needs. The company estimates this will cut carbon dioxide emissions by 117 tonnes annually, supporting its broader goal of reducing its environmental footprint and advancing the low-carbon transition.

Beyond environmental gains, the project tackles practical energy concerns. The site previously relied entirely on external electricity amid rising costs and mounting grid pressure. On-site generation now enhances cost efficiency and operational resilience by limiting exposure to price volatility and potential supply interruptions. The initiative also aligns with Colombia's national sustainability objectives by promoting non-conventional renewable sources, while the use of local suppliers and contractors bolsters the regional economy and community.

The Colombian project extends Bekaert's wider track record of renewable investments, following solar deployments in Europe and Asia and ongoing expansion through on-site generation and long-term energy agreements. Expansion in the region is already planned, with a second phase envisioned at the Muña plant in Bogotá.

Fernando Montes, General Manager Proalco, said, “This project represents a major step forward in our commitment to sustainability. As the largest investment project at our site, it reflects a high level of ambition and was delivered safely over one year. It will make a meaningful difference by reducing emissions, lowering energy costs and strengthening the reliability of our operations.”

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Trelleborg Tires will present its newest agricultural tyre solutions at EIMA International 2026 in Bologna, Italy, scheduled for 10–14 November at Hall 14, Stand B2. The lineup includes the TM800 PowerFlex for mid- to high-powered tractors, the TM3000 VF 1250/50R32 for spreaders and sprayers and the TM1000 ProgressiveTraction for high-horsepower tractors. Two new tyre solutions will be unveiled at a press conference on 10 November at 5:00 p.m. at the company's stand.

The TM800 PowerFlex combines VF-PFO technology with a patented ProgressiveTraction lug design. A newly developed central rib derived from road tyre geometry supports stability, steering precision and transport comfort. Field tests recorded up to 17 percent more traction than premium competitors, a 5 percent wider footprint for reduced soil compaction, improved self-cleaning from redesigned interlug terraces, 6 percent lower rolling resistance and up to 20 percent longer tyre life.

The TM3000 VF 1250/50R32 employs VF technology to allow up to 40 percent more load at the same pressure or up to 40 percent lower pressure at the same load. Its low-compaction footprint and rounded shoulders protect soil health, while ProgressiveTraction technology delivers grip, self-cleaning and even wear. Field evaluations showed a 19 percent larger footprint than premium competitors, and optimised tread patterns support larger machines with greater comfort.

The TM1000 ProgressiveTraction pairs VF-PFO technology with ProgressiveTraction lugs for higher load capacity at lower pressures. It offers up to 10 percent more traction and up to 12 percent more hectares per hour than premium competitors, with an extended footprint protecting soil structure. Independent testing showed up to 30 percent higher durability, and selected rear tyres carry up to 5,000 hours of certified tread wear performance.

Coverage under the Premium Care programme extends to the TM1060, TM1000, TM900 and TM800 ranges, all featuring ProgressiveTraction technology. If tread depth drops below 20 percent before 5,000 hours, customers receive a credit based on unused hours towards a new tyre of the same model and size. The programme aims to lower total cost of ownership and reduce downtime in demanding conditions.

Luca Sabelli, Brand Director, Trelleborg Tires, said, “Stunning tyre innovation means turning advanced engineering into tangible benefits for agricultural professionals. Our focus is on developing high-performance tyre solutions that help farmers and contractors get the most out of their machinery, delivering superior traction, extended tyre life and unmatched productivity. At EIMA 2026, we look forward to showcasing our latest innovations and demonstrating how Trelleborg tyres are driving the future of agricultural productivity.”

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