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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The Alliance for the Future of Tyres (AZuR) has released a revised Green Paper examining tyre circularity across Europe. This document explores the benefits of extending tyre life through retreading, repair and reprofiling, alongside mechanical and chemical recycling. It illustrates how circular economy principles can advance climate goals, preserve resources and strengthen industrial competitiveness.

The paper presents targeted appeals to political leaders, stressing the urgency of adapting legal structures to unlock current potential. It echoes the European Court of Auditors regarding robust recycling markets, which depend on consistent enforcement and dependable funding. Christina Guth, coordinator of the AZuR network, frames the tyre circular economy as a demonstration of sustainable practice, where environmental protection and economic activity reinforce one another.

The paper acknowledges the Clean Industrial Deal as constructive, yet argues circularity must occupy a more central position. Products must be conceived from the beginning with reuse and recycling in mind if materials are to remain in circulation. This gains urgency as the mobility sector expands, bringing increased tyre waste. A functioning circular system for tyres presents an avenue for reconciling ecological pressures with economic development.

The initiative coordinated by AZuR unites more than 80 organisations spanning industry, small business and research. In Germany, over half of the more than half a million tonnes of annual tyre waste is cycled back into use, with collected materials evaluated by certified operators.

Despite existing capabilities, the paper asserts political engagement remains insufficient. It enumerates requests for governing bodies, including support for repair enterprises, binding sustainability benchmarks and inclusion of retreaded options in public procurement. Another element involves cultivating a European market for premium recycled substances.

The paper also advocates for clear regulations regarding novel recycling methods and for recycled content to be granted equivalent status to virgin materials. Such measures are presented as essential for protecting investment in sustainable innovation.

Broader European trends indicate circular systems are increasingly viewed as integral to a resilient industrial approach. Advanced recovery infrastructure aids climate objectives and underpins material security. The European Court of Auditors has called for reinforced policy conditions that enable recycling economies to thrive, highlighting consistent rule application and stable financing for recovered materials.

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Hankook Tire, the official tyre supplier to the FIA World Rally Championship (WRC), concluded its participation in the 2026 Safari Rally Kenya, which took place in Naivasha, Kenya, with the event wrapping up on 15 March 2026. The challenging terrain of the Kenyan savanna provided a rigorous test for Hankook’s specialised equipment. Throughout the rally, the company provided its Dynapro R213 tyre, engineered specifically for severe off-road conditions. This extreme all-terrain tyre was available in Hard and Soft compounds and featured a robust casing structure alongside an optimised tread design. These characteristics ensured reliable grip and accurate steering response despite the demands of high-speed rallying.

A key development was the introduction of an upgraded soft gravel tyre at this event. It delivered superior traction on wet and slippery sections while retaining its structural integrity amidst the unpredictable conditions. The rally unfolded across the rugged landscapes of Naivasha and the Great Rift Valley, where competitors faced sharp rocks, deep sand and treacherous fesh-fesh dust. Fluctuating weather further compounded the difficulty, making consistent tyre performance critical for drivers to reach the finish line. Ultimately, Toyota Gazoo Racing's Takamoto Katsuta emerged victorious after four gruelling days, reinforcing the event's reputation as one of the season's most demanding.

Looking ahead, the championship moves to Europe for its fourth round, the WRC Croatia Rally 2026, scheduled from 9 to 12 April 2026 along the Adriatic coast. Returning to the WRC calendar after being part of the European Championship in 2025, the rally has generated significant interest with its redesigned route that navigates both coastal and mountainous terrain. For this event, Hankook will supply its Ventus Z215 and Z210 tyres, high-performance tarmac compounds designed to meet the rigorous demands of the course. These tyres have previously proven their effectiveness in similar environments, such as during the 2025 Rally Islas Canarias, where coastal and mountainous stages demanded exceptional vehicle control and tyre resilience.

Since taking over as the exclusive tyre supplier for all WRC classes in 2025, Hankook has leveraged data from its involvement in over 70 global motorsport championships. The company applies these race-proven insights to advance its ultra-high-performance tyre technology, continually reinforcing its leadership in the field.

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Flexsys, a global speciality chemicals and materials technology company, has announced an increase in regional prices for Insoluble Sulphur products with effect from 23 March 2026.

The price increase schedule is as follows:

• Asia: USD 0.60 per kg
• Europe: EUR 0.45 per kg
• North America: USD 0.40 per kg
• Latin America: USD 0.40 per kg

The driving forces behind these significant pricing actions are multifaceted, rooted in substantial disruptions to global supply chains. These disruptions are largely attributed to the ongoing conflict in the Middle East, which has had a cascading effect on logistics. Compounding this issue are the sharply rising costs associated with transportation and essential raw materials.

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Yokohama Rubber has announced that it will supply ADVAN racing tyres for a newly developed BMW M Motorsport entry set to compete in this year’s Nürburgring 24-Hour Race and the Nürburgring Langstrecken-Serie (NLS). As an official partner of BMW M Motorsport, the company is supporting the BMW M3 Touring 24H, a vehicle designed specifically for the Nürburgring circuit and built with fans in mind.

This special model shares its technical foundation with the BMW M4 GT3 EVO but is constructed using the body shell of the BMW M3 Touring. It measures 200 millimetres longer and stands 32 millimetres taller than its GT3 counterpart, including the rear wing. Despite these dimensional differences, the mechanical specifications of both vehicles remain identical. The car will compete in the SPX class, a category dedicated to high-performance experimental vehicles and concept cars with unique modifications that do not conform to other classifications. This class plays a key role in testing and refining new automotive technologies.

Yokohama’s renewed involvement with BMW M Motorsport at the Nürburgring marks a significant return, as the two last collaborated at this event between 1980 and 1990, a period during which they secured two overall victories. This season represents their first partnership at the track in nearly four decades. In addition to supplying tyres for the BMW M3 Touring 24H, Yokohama will also equip the BMW M4 GT3 EVO, which is entered in the SP9 class for GT3-spec production vehicles.

Beyond its work with BMW, Yokohama Rubber will provide tyres to several leading teams participating in both the Nürburgring endurance series and the iconic 24-hour race, further extending its presence in one of the world’s most demanding motorsport events.

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