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In off‑road and heavy‑duty vehicles, HVAC systems are more than a comfort feature—they are critical for safety, uptime, and system performance in demanding environments. For OEM engineers and HVAC specialists, meeting stringent requirements is a baseline expectation. This is where ISO certifications and a disciplined quality management system become essential.

ISO 9001 and ISO 14001 provide a structured framework for consistency, compliance, and continuous improvement. They do more than formalize documentation; they shape how we design, industrialize, and deliver HVAC solutions that vehicle and equipment manufacturers can depend on. In practice, they influence how we manage risk, drive sustainability, strengthen digital resilience, and secure transparency across the supply chain.

Why ISO Certification Matters

Let me start with a simple question. If someone asks you, “Why do we have ISO certificates?”, how would you respond?

• The primary driver is customer demand. Over time, our customers started to require formal certification as proof that we manage quality and environmental impact in a structured and consistent way. ISO certification demonstrates that we have defined processes in place and that we actually follow them.

So it is really about meeting expectations from the market?

• Exactly. Our OEM customers operate in highly regulated, safety‑critical environments. They need partners who can document how they work, how they manage risk, and how they continuously improve. ISO gives them confidence that we are not just saying the right things – we are audited against a recognized standard.

The ISO standards are also evolving. How do you see the latest developments?

• The upcoming revisions put an even stronger emphasis on leadership and quality culture. There is more focus on ethical conduct, integrity, and quality‑driven leadership. It is not enough to have procedures on paper; leadership must actively drive the right behaviors and priorities throughout the organization.

You also mentioned risk and opportunity when we spoke earlier.

• Yes. Historically, risk and opportunity were often treated together. The new approach separates them more clearly and provides better guidance on each. For us, that means a more structured way to identify, assess, and act on both risks and opportunities across our operations.

And part of that is linked to digital threats as well?

• Absolutely. Risk management is no longer just about physical processes. Cybersecurity, data protection, and digital resilience are becoming critical. There is even a dedicated standard, ISO 27001, for information security management. Our head office is already working actively in this area, and you can see how digitalization and AI integration are increasingly reflected in the standards.

Another topic that comes up a lot with our customers is sustainability and ESG.

• That is a key focus area. The standards are aligning more with sustainability, ESG reporting, and responsible supply chain management. We are already working on this within the VBG Group, looking at how we manage suppliers, reduce environmental impact, and improve transparency. ISO helps us structure that work and demonstrate it externally.

From a company perspective, this sounds like a lot to coordinate. How do you make sure it does not become overwhelming?

• You need a strong quality function and a clear system. It is easy to get lost in requirements if you treat them as add‑ons. We look at ISO as an integrated management system with many moving parts. We have monthly meetings where we review KPIs, discuss non‑conformities and improvements, and ensure that actions are followed through. Continuous improvement is built into our way of working, and external auditors have identified that as one of our strengths.

You recently went through a third‑party audit. Which certifications did that cover?

• We were audited for ISO 9001, which covers quality management, and ISO 14001, which covers environmental management. Both systems were audited in parallel.

What type of audit was it?

• This was a re‑registration audit. That means the auditors review the entire management system – all sections of the standards. It is what they call a wide but relatively shallow audit. In the second and third year of the cycle, you have surveillance audits instead. Those focus on a subset of the standard but go deeper into specific areas.

So both types of audits are necessary?

• Yes, they serve different purposes, but in both cases the goal is to test the system thoroughly – to confirm that we are in compliance and that the system actually supports our business. For us, having a third party coming in is very valuable. It puts healthy pressure on us to keep the system up to date and effective.

How do you make sure this does not become a box‑ticking exercise?

"If you do things the right way, ISO becomes a natural part of daily operations, not something forced."

• That is where leadership and culture come in. If you do things the right way, ISO becomes a natural part of daily operations, not something forced. We always ask: does this activity add value? We are not interested in extra documentation or routines that do not support our strategy, our customers, or our performance. Everything we include in the system must have a clear value add.

In summary, what would you highlight as the main benefits of ISO certification for us?

• First, it gives customers confidence that we manage quality and environment in a professional, traceable way. Second, it drives continuous improvement and aligns the organization around clear processes and metrics. Third, it supports our strategic priorities – from managing digital risks to advancing sustainability and ESG. In a competitive global market, we need that structure to keep moving forward.