he ISO 9001:2026 Final Draft International Standard (FDIS) introduces two significant new concepts into quality management systems: quality culture and ethical behaviour. While ISO 9001:2015 introduced risk based thinking and focused on processes, the new final draft recognises that quality is not achieved solely through documented procedures, objectives and audits. Instead, it is created by people making the right quality decisions consistently, even when no one is watching.
This represents an important evolution in quality management since previous editions of the standard. The inclusion of quality culture and ethical behaviour reflects a growing recognition that sustainable and continual organisational performance depends as much on values and behaviours as it does on processes.
What is quality culture?
A quality culture is an environment in which everyone takes responsibility for delivering quality, preventing problems, and continually improving processes, products and services. It goes beyond compliance with documented procedures, encouraging employees to think proactively about customer satisfaction and organisational performance. The aim is to make quality an integral part of everyday decision making, rather than simply the responsibility of the quality function.
What is ethical behaviour?
Ethical behaviour is a fundamental part of quality culture. It encompasses honesty, integrity, transparency and fairness in all activities that affect products, services, and customer satisfaction. It is transparency and integrity shaping design decisions, supplier relationships, customer communication, and the way in which concerns are raised internally. Unethical practices, such as concealing nonconformities and falsifying inspection results can undermine product and service quality, irreparably damaging an organisation’s reputation. By explicitly linking ethics with quality management and culture, the FDIS reinforces that quality outcomes depend on ethical decision making at all levels.
Leadership
Leadership plays a central role in embedding these concepts. Top management is now expected not only to establish policies and objectives, but also to actively promote a positive quality culture and demonstrate ethical behaviour through their own actions. Employees are more likely to adopt the desired behaviours when leaders consistently model the organisation’s values and support open communication, continual improvement, and accountability.
Employee awareness
The FDIS also place greater emphasis on employee awareness. Organisations should ensure that personnel understand the expected quality culture and ethical standards set, and how their own work contributes to achieving quality objectives. This may involve incorporating these topics into induction programmes, training, internal communications, and performance reviews. This in turn, strengthens the behaviours and values that underpin consistent and continual performance.
What evidence will auditors be looking for?
Quality culture cannot be demonstrated through procedures or records alone. Auditors are likely to seek evidence through leadership communications, employee interviews, investment in relevant training and examples of behaviours that support quality and integrity throughout the organisation.
What steps to take now
The new edition of the standard is expected to be published in September this year. We will be keeping you up to date with progress on the publication of the final version of the standard and have developed an interactive ISO 9001:2026 Key Changes Awareness training course to support you with the changes on the way. Sign up today for expert practical guidance on how the changes could affect your organisation and the steps to take to prepare for successful transition.
