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 Association of Natural Rubber Producing Countries (ANRPC) has confirmed that its Annual Conference 2026 will take place on 23–24 November 2026 at the Pullman Pattaya Hotel G in Pattaya, Thailand. The gathering will adopt the theme ‘Building a Resilient, Competitive and Sustainable Global Natural Rubber Industry’, reflecting the sector’s urgent need to address mounting pressures across the global value chain.

The two-day programme will feature five thematic sessions before a moderated panel discussion. These sessions will cover geopolitics and the Middle East conflict, climate change and its effects on production and productivity, supply-demand dynamics and price volatility, advancing sustainability beyond the European Union Deforestation Regulation (EUDR) and the implications of protectionist policies for trade and consumption. A 40-minute High-Level Roundtable on the Future of the Global Natural Rubber Industry will close the conference, focusing on strategic priorities, collaborative action and practical pathways towards long-term resilience and growth.

The global natural rubber industry stands at a critical juncture, with rising temperatures, shifting rainfall patterns, flooding and climate-related diseases increasingly pressuring production and productivity. Geopolitical tensions, including the ongoing Middle East conflict, rising operating costs, narrowing margins and evolving sustainability requirements are adding further strain across the value chain, said the association.

As a renewable resource, natural rubber supports industrial development and sustainable value chains, yet it faces supply constraints, price volatility, declining productivity, tree diseases, rising costs and stringent ESG requirements. These challenges also present opportunities to strengthen competitiveness, enhance value addition, diversify markets and accelerate sustainable practices. With decarbonisation efforts advancing towards 2030 and regulations such as the EUDR reshaping market access, stakeholders must collaborate to build responsible, inclusive, transparent and viable supply chains. Innovation, investment, and sustainable finance will be vital for smallholders and SMEs, the association further added.

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Max Verstappen completed a flawless weekend at the Marina Bay street circuit by winning the Singapore Grand Prix, adding Sunday’s race to his earlier Sprint victory and both pole positions. The Red Bull driver managed his Pirelli Soft and Medium compounds across a one-stop strategy while the tyre supplier’s rubber proved central to the race’s varying tactics.

Charles Leclerc finished second for Ferrari, with Kimi Antonelli third for Mercedes. The top three all began on Softs before switching to Mediums, but Leclerc and Antonelli exploited a Virtual Safety Car (VSC) period on lap 39 to fit fresh Softs for a second stop.

Verstappen, by contrast, ignored the VSC window, completing 32 laps on his starting Softs before moving to Mediums and running them to the flag. Only Soft and Medium compounds featured throughout the race.

Antonelli extended his championship lead to 340 points, helped by teammate George Russell’s ninth-place finish. Russell sits second on 238, with Lewis Hamilton third on 229. Russell also recorded the longest Medium stint at 39 laps, while Hamilton, sixth, ran 44 laps on a single set of Softs.

Dario Marrafuschi, Pirelli Motorsport Director, said, “As widely expected, regardless of the neutralisations, the one-stop strategy proved to be the most competitive, with the Soft-Medium combination emerging as the most effective option. The C5 was the star of the race, as it delivered very long stints while maintaining a strong level of performance and offering the advantage of greater grip than the other compounds available. Drivers who used it for around half the race only experienced a performance drop-off in the closing stages.

“The Hard tyre was not a strategically attractive option for the teams, as it offered less grip than the C4 which, despite being the softer compound, exhibited virtually no degradation, without providing any tangible advantages in a race already firmly geared towards a one-stop strategy. As a result, although the C3 has proven effective at other circuits, it was not selected by any driver in Singapore. Tyre degradation was in line with what we had already observed during free practice, and the visual condition of the tyres at the end of the stints was also very encouraging, even over the longest runs. Wear was manageable, although it required a degree of attention, particularly on the rear-right.”

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The DUNLOP Group has systematically organised its sustainable natural rubber procurement initiatives for the first time, centring on the previously announced group-wide Sustainable Natural Rubber Subcommittee. The company will promote these initiatives and accelerate related activities. Natural rubber remains a key raw material for the group, and its production depends heavily on smallholder farmers, meaning challenges tied to productivity, income and environmental and social issues directly affect stable and sustainable procurement.

A second phase of the Sustainable Natural Rubber project, supporting smallholder farmers in Indonesia, began in April 2026. The project was originally launched in 2022 by Sumitomo Rubber Singapore Pte. Ltd., the group's natural rubber procurement subsidiary, together with PT. Hok Tong, a processing company owned by Halcyon Agri Corporation Ltd. In the first phase, improved productivity and earnings were confirmed for participating farmers. Phase 2 will continue support in Sumatra's Jambi region while extending coverage to Rantau Prapat in North Sumatra, aiming to assist roughly 1,740 farms cumulatively each year, with targets rising annually through April 2029.

During Phase 1, which ran from 2022 to 2025, more than 1,000 smallholder farmers in Jambi received support. Yields increased by up to about 19 percent, and both productivity and profitability improved in the project areas. In Phase 2, lessons from that experience will inform expansion into Rantau Prapat, where similar supply chain risks exist. Follow-up training will also continue in Jambi, with technical guidance and agricultural supplies provided so that improved techniques are fully adopted and yields rise further.

The group has identified and assessed its business activities' dependence on and impact upon natural capital, along with related risks and opportunities, following the Taskforce on Nature-related Financial Disclosures recommendations and the LEAP Approach, and has disclosed information accordingly. The newly established subcommittee has systematically categorized natural rubber risk mitigation measures using the Action Framework proposed by the Science Based Targets Network, linking identified risks and opportunities to business activities.

That framework organizes corporate actions addressing nature-related impacts into avoidance, reduction, restoration or regeneration and transformation. Through this structure, the group will clarify the roles of initiatives previously pursued separately, including risk assessment, farmer support and research and development, as well as measures needed going forward. The Farmer Support Project falls under the framework's reduction objective, with the aim of improving farmer productivity and profitability and thereby lowering risks in the natural rubber supply chain.

Phase 2 is scheduled to run from April 2026 to April 2029, covering Jambi and Rantau Prapat in Sumatra, Indonesia. Support targets 870 households in Jambi and 870 households in Rantau Prapat annually, delivered mainly through technical guidance and agricultural supply support. Indonesia ranks among the world's leading natural rubber producers, and Sumatra is one of its major production areas.

Dwi Sutrisno, Sustainability Manager, PT. Hok Tong Indonesia, said, “This Project is a valuable initiative that strengthens the knowledge, skills and capabilities of smallholder farmers while supporting higher productivity and more sustainable farming practices. As the implementing partner, PT. Hok Tong Indonesia is proud to contribute to this effort and to see the positive impact it brings to farmers and their communities.”

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Maxxis concluded the 2026 Championship Off-Road season with a dominant display at Glen Helen, where its sponsored drivers captured four class titles. The company’s tyre range proved decisive across the field, with competitors relying on RAZR AT, RAZR AT-S, SC-1 and Bravo AT-771 rubber. Jimmy Henderson, Connor Barry, Nick Byng and Jeb Bootle each secured 2026 championships in Pro 4, Pro Lite, Super Stock Truck and Pro SxS, respectively.

Henderson’s consistent weekend sealed the Pro 4 crown with 729 points on RAZR AT tyres. Mickey Thomas claimed third overall in the class, while Adrian ‘Wildman’ Cenni finished fourth. Thomas added second-place finishes in both Friday’s and Saturday’s races, with Cenni third on Friday and Henderson third on Saturday.

Barry enjoyed a flawless weekend in Pro Lite, winning both races on RAZR AT-S tyres to lock down the title with 777 points. Bootle, in his first season as a Maxxis athlete, took the Pro SxS championship with 733 points on SC-1 tyres, delivering the brand’s first-ever Pro SxS title in the series. He also won Saturday’s Pro SxS race and placed third in Friday’s Pro Stock event.

Byng secured his second consecutive Super Stock Truck championship and third career title, accumulating 604 points on Bravo AT-771 tyres. In Friday’s Pro Buggy race, Zac Drapkin won and Chaden Minder finished third, both running RAZR AT-S tyres.

Rossy De La Cruz, Maxxis’ sponsorship and sales specialist, said, “Closing out the season with multiple wins and championships is an incredible accomplishment for our Maxxis athletes. I’m extremely proud of their hard work, dedication and trust in Maxxis throughout the season. A huge thank you to Champ Off Road for another outstanding season and for providing an incredible platform for our athletes to compete at the highest level. We’re excited for what’s ahead in 2027.”

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