Anyone who has worked in quality management for some time will recognise the pattern: a new revision is announced, some uncertainty follows, and in the end the impact often turns out to be less disruptive than expected.
This seems to be the case again. The upcoming ISO 9001:2026 clearly builds on what we already know. The structure remains in place and the basic principles continue to apply. Still, the emphasis is shifting, and that is where the real significance of this update lies. What do we already know? The new version is expected to be published in the second half of 2026, most likely in September or October. Organisations will then have a 3-year transition period. Current insights, based on the DIS (Draft International Standard), indicate that the core of the standard will remain intact. So this is not a fundamental redesign, as we have seen in previous major revisions. The change is more subtle, but no less relevant. |
|
Climate becomes an explicit part of the context
One clear development is that climate change is now explicitly mentioned.
Organisations will be expected to consider:
This is not about adding more administration. It is about awareness. The standard makes it clear that quality cannot be separated from the environment in which an organisation operates.
One clear development is that climate change is now explicitly mentioned.
Organisations will be expected to consider:
- the impact of climate on their role in the supply chain and on the related operational activities (context)
- stakeholder expectations in relation to this topic
This is not about adding more administration. It is about awareness. The standard makes it clear that quality cannot be separated from the environment in which an organisation operates.
Leadership goes beyond involvement
ISO 9001:2015 already placed strong emphasis on leadership. The new version takes this one step further.
Top management is not only expected to be involved, but also to actively contribute to:
This is an important shift. Quality is no longer viewed only as a system, but also as something that is reflected in behaviour and values.
ISO 9001:2015 already placed strong emphasis on leadership. The new version takes this one step further.
Top management is not only expected to be involved, but also to actively contribute to:
- a quality culture
- ethical behaviour within the organisation
This is an important shift. Quality is no longer viewed only as a system, but also as something that is reflected in behaviour and values.
Risks and opportunities: more structure, same philosophy
The foundation of risk-based thinking remains unchanged. What changes is mainly that the approach is structured more clearly.
The standard makes a more explicit distinction between:
This slightly shifts the focus: not only preventing what can go wrong, but also deliberately acting on what can be improved.
The foundation of risk-based thinking remains unchanged. What changes is mainly that the approach is structured more clearly.
The standard makes a more explicit distinction between:
- risks and hazards that need to be controlled
- opportunities that can be deliberately pursued
This slightly shifts the focus: not only preventing what can go wrong, but also deliberately acting on what can be improved.
Digitalisation and sustainability: present, but implicit
Although digitalisation and sustainability are often mentioned as key themes for the future, the new standard
oes not turn them into separate clauses.
Instead, they are embedded in:
This keeps the standard flexible and applicable across a wide range of sectors.
Although digitalisation and sustainability are often mentioned as key themes for the future, the new standard
oes not turn them into separate clauses.
Instead, they are embedded in:
- the context analysis
- stakeholder expectations
- and the broader long-term perspective (risks and hazards, but also opportunities)
This keeps the standard flexible and applicable across a wide range of sectors.
|
Less optional than it may seem
The standard is not becoming heavier. But it does leave less room for generic statements. The key question is simple: not what is written down, but what is actually done with it. And that must be visible. Where today organisations may still state: - “we take risks into account”, the follow-up question will increasingly be: - where has this recently influenced a decision? Where processes are neatly described, the question becomes: - is this how people actually work, or does daily practice tell a different story? Where objectives have been defined, the focus will shift to: - do they genuinely steer day-to-day behaviour, or are they mainly reviewed afterwards? What does this mean in practice? Perhaps the most important conclusion is this: ISO 9001:2026 does not require you to completely rethink your quality management system. But it does invite you to reflect on a more fundamental question: What is your quality management system actually for? Is it a tool to demonstrate compliance? Or is it a way to create sustainable value, supported by culture, leadership and the organisation? ISO 9001:2026 makes that distinction clearer. Not by adding more rules, but by clarifying what “quality” means today. And that is exactly where both the challenge and the opportunity lie. Questions about the impact of ISO 9001:2026 on your organisation? Our consultants would be happy to discuss what this means in practice and help identify the next steps. |
Other services of De Putter & Co: