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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Pirelli is all set for the winter season with its winter tyre range that is renewed over the past two years. The newly launched Scorpion Winter 3 joins the P Zero Winter 2 for high-performance cars and the Cinturato Winter 3 for saloons and crossovers. The range is available with Pirelli Elect technology for electric vehicles. Independent tests by European organisations have placed Pirelli winter tyres at the front in safety-related areas, while the Cinturato All Season SF3 has recorded four victories and six additional podium finishes.

Winter tyres or suitable equipment are required from 15 November to 15 April. Most winter driving occurs on dry and wet roads. Below 7°C, winter compounds offer more grip than summer compounds, and the tread pattern helps counter aquaplaning and generate traction on snow. Sidewall markings indicate capability: M+S identifies a product for challenging surfaces, while 3PMSF certifies testing in harsh conditions. An appropriate winter driving style includes increased safety distance, avoiding sudden acceleration and reducing brake use in favour of engine braking.

The Cinturato Winter 3 took first place in the 2026 ADAC winter tyre test in size 225/50 R17 against 16 models, earning a highly recommended rating with the best wet score and the highest assessment for driving safety. It won the AvD test in size 225/45 R17 against 15 tyres with a very good rating. It also finished first in the Auto Bild comparison in size 205/55 R16 on a Volkswagen Golf against 14 tyres with an exemplary rating. Podium finishes followed in tests by Auto Express, Auto Bild Allrad and Tyre Reviews, giving six podium finishes in seven tests, including three victories.

The Scorpion Winter 3 debuted with a victory in the alVolante comparison in size 235/60 R18 on an Alfa Romeo Stelvio, ranking first among six winter tyres. Its wet performance, shortest braking distance, fastest lap time and progressive reactions set it apart. It was judged consistent and predictable on snow and balanced on dry roads.

In the annual Auto Bild super comparative test, the P Zero Winter 2 finished on the podium with an exemplary rating, thanks to precise driving behaviour in wet and dry conditions and braking performance on both surfaces. The Cinturato Winter 3, Scorpion Winter 3 and P Zero Winter 2 are available with Pirelli Elect technology on dedicated fitments for Europe's electric vehicle fleet. Elect addresses low rolling resistance for range, acoustic comfort, longer tyre life, grip for immediate torque and a reinforced structure for battery weight.

All-season tyres suit drivers mainly in urban areas covering up to 20,000 km per year without frequent heavy snowfall. Higher mileage, regular mountain travel or high-performance cars generally call for winter tyres. The Cinturato All Season SF3 carries the 3PMSF marking and has four victories in comparisons by Auto Zeitung, Reifentester, Auto Express and Que Choisir, plus six additional podium finishes. The new Scorpion All Season SF3 extends the approach to SUVs.

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Nokian Tyres will withdraw its sponsorship of the 2027 IIHF Ice Hockey World Championship should Russia be permitted to compete, the company has confirmed. The decision follows a Court of Arbitration for Sport (CAS) ruling that cleared Russian national teams to return to international ice hockey. Nokian Tyres stated that continuing the sponsorship under such circumstances would conflict with its values. Tiina Frazer, SVP of Brand, Marketing and Communications, explained that while the 2026 tournament cooperation proved highly successful, the company felt compelled to act on its principles regarding Russian participation.

The tyre manufacturer had been named an Official Sponsor for both the 2026 and 2027 IIHF Ice Hockey World Championships in late 2025. Its 2026 involvement included the ‘Carve the Corners’ contest, running from 6 February to 20 March, which offered fans in the United States and Canada a chance to win a trip to the tournament. The 2026 event, held from 15 to 31 May, featured 64 games with 16 top national teams competing for the title and stands as the world’s largest annual winter sports event.

Frazer said, “Our sponsorship agreement with the IIHF covers the 2026 and 2027 World Championships, and our cooperation around the 2026 tournament was very successful. However, under the current circumstances, continuing the sponsorship if Russia participates would not be aligned with our values. We have therefore decided to end our sponsorship of the 2027 World Championship should Russia be allowed to take part.”

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Sri Trang Agro-Industry Public Company Limited (STA), the world's largest fully integrated natural rubber company, has been honoured at the Intelligent Industry Awards 2026, an accolade bestowed by the National Science and Technology Development Agency (NSTDA). The award was formally received on 30 October 2026 at Bangkok's S31 Sukhumvit Hotel by Executive Director Vitchaphol Sincharoenkul, accompanied by Akarat Mattayangkul, Factory Manager of the Huai Nang Branch, and Poowanart Laoprasert, Factory Manager of the Loei Branch.

Three of the company's production sites earned recognition under the award. The Loei and Huai Nang branches in Trang Province were cited for their technically specified rubber (TSR) operations, while the Kanchanadit Branch in Surat Thani Province was acknowledged for latex production. Evaluators placed weight on technology deployments that yield demonstrable outcomes, alongside sustained organisational development spanning operational processes, personnel, energy and sustainability.

Research and development form a central pillar of STA's strategy, merging its natural rubber know-how with digital tools and artificial intelligence. Among its flagship efforts is the Sri Trang AI Machine (SAM), which harnesses AI to bolster analysis and decision-making in production. The company also runs an ‘AI Clinic’ that invites staff from every department to pitch ideas, exchange experiences and obtain expert advice on embedding AI in routine tasks, thereby streamlining workflows, aiding decisions and lifting operational efficiency while nurturing a culture of technological learning.

The accolade underscores STA's drive towards Industry 4.0 through digital adoption, automation, innovation, workforce development and prudent resource management. It represents a further milestone in Sri Trang Group's evolution, reinforcing its emphasis on technology, people and resource efficiency as it continues to champion the sustainable development of Thailand's rubber sector.

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Professor James Busfield of Queen Mary University of London has been awarded the prestigious IRCO Medal by the International Rubber Conference Organisation (IRCO) in recognition of his longstanding contribution to international rubber conferences. The honour was presented by IRCO Executive Chairman Michael Clayton at IRC 2026 in Aichi, Japan, immediately before Busfield delivered his plenary lecture. The IRCO Committee unanimously approved the award at its meeting in Bangkok on 2 December 2025.

His involvement with the organisation spans more than a decade, having represented the United Kingdom on the IRCO Committee since 2013. He chaired and organised IRC 2019 in London, attracting 550 delegates, and led the organisation of RubberCon events in Manchester in 2014 and Edinburgh in 2023, the latter welcoming over 310 participants from 26 countries. A frequent plenary and keynote speaker, he also regularly involves postgraduate students in these international gatherings, providing opportunities to showcase their research and build professional connections.

Left to right: Michael Clayton, Executive Chairman of IRCO; Professor James Busfield, Queen Mary University of London; and Professor Mikihito Takenaka, Congress Chair of IRC2026 AICHI and Professor at the Institute for Chemical Research, Kyoto University.

Beyond his international conference work, Busfield has headed the Elastomer Group at the Institute of Materials, Minerals and Mining (IOM3) since 1995. Under his leadership, the group has delivered more than 100 meetings and conferences for the rubber sector while introducing hybrid events to expand global accessibility. At Queen Mary, he serves as Professor of Materials, National Teaching Fellow, Deputy Head of School and Head of the UK's largest soft matter research group. His career began in automotive suspension engineering before he completed his doctorate under Professor Alan Thomas.

Busfield's research encompasses rubber friction, fatigue, fracture, recycling and smart materials, supported by more than 190 peer-reviewed publications and industrial collaborations with Bridgestone, Continental, Aston Martin F1 and Schlumberger. Elected a Fellow of the Royal Academy of Engineering in 2020, he has also received the Colwyn Medal (2009), the American Chemical Society Rubber Division's George Stafford Whitby Award (2021) and the IOM3 T B Marsden Medal (2024).

Michael Clayton, Executive Chairman of IRCO, said, “James never travels alone. At every conference he brings his students, and gives them the chance to present, to meet people and to begin their careers in our industry. He is incredibly generous with his time, and one of our industry's most engaging speakers. Professor Busfield is an incredibly worthy recipient of the IRCO Medal.”

Professor James Busfield said, “It is a great honour to receive the IRCO Medal. IRCO has coordinated the International Rubber Conference and RubberCon events for about 60 years, and I have been fortunate to have been a part of that community for about half of that time. I enjoy greatly participating in these conferences and value the opportunity to meet the global rubber experts, discuss with them new innovations and together help to move the discipline and our industry forward. My thanks are extended to all of those from the global rubber community who have worked to make our IRCO events so successful.”

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