The Experiential Learning Cycle

The Experiential Learning Cycle 

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In this article, we will discuss the experiential learning cycle. The fundamental principle of this cycle is that individuals learn more effectively not by simply reading or listening, but by engaging in activities themselves, reflecting on their experiences, and learning from them. This cycle consists of five sequential stages of the learning process. It is a continuous process in which the learning gained is applied to new experiences. This cycle can be understood through the following diagram. 

Five Stages of Experiential Learning Cycle

1. Gaining Experience – Doing an activity yourself or participating in it. In this the person gets direct experience. Example: Giving an employee the opportunity to work on a new machine.

2. Sharing – Sharing with others the reactions, experiences and observations obtained during the activity. Example: When an employee is given an opportunity to work on a new machine, the employee should tell what he liked and what difficulties he faced while operating the machine.

3. Analyzing the Experience (Process) – Analyzing the experiences gained and understanding what happened, why it happened and what were the reasons behind it. Example: Analyzing the mistakes made in machine operation, their causes and possibilities of improvement.

4. Generalize – Drawing general lessons from personal experiences and connecting them to other situations in real life or workplace. Example: Concluding that proper training, following instructions, and regular maintenance are necessary to operate the machine safely and effectively.

5. Apply in practice - To use what has been learned i.e. to apply the knowledge and learning gained in similar or different situations and to develop efficiency through practice. Example: Employees can use what they learned when working on another machine.

Three major aspects of learning

Following are the three important aspects of learning –

(1) First aspect – Do – doing the activity itself and gaining experience.

(2) Second aspect – Reflect – considering and analyzing the experience.

(3) Third aspect – Apply – applying the learning in practice.

These three aspects are interrelated to each other. Just doing the activity is not enough. It is also necessary to reflect on the experience and apply the lessons learned from it.

Usefulness of this cycle in the context of ISO 9001:2026 QMS

This cycle can be particularly useful in the development and effective implementation of a quality management system (QMS). For example, it can be used to train internal auditors in an organization.

1. Gaining Experience – Giving trainees the opportunity to conduct actual or simulated internal audits.

2. Sharing – Sharing experiences and observations obtained during the audit.

3. Analyzing the Experience (Process) – Analyzing the difficulties and errors encountered in the audit.

4. Generalize – Identifying the principles and good practices necessary for an effective audit.

5. Apply – Applying what has been learned to the next audit activity.

Thus, by adopting the five stages of the experiential learning cycle, training is not limited to theoretical knowledge only, but helps in developing practical competencies at the workplace.

Cycle's basic message

Learning by doing → Sharing experiences → Analyzing → Drawing conclusions → Applying in practice.

In my opinion, the most important feature of this cycle is that it makes learning a process of continuous improvement rather than a one-time activity. This cycle can also be linked to ISO 9001's PDCA Cycle (Plan–Do–Check–Act). In both the concept of achieving better results through experience, evaluation, learning and improvement is equally important. However the purpose and structure of both the chakras is different. The experiential learning cycle encourages individual and collective learning, while PDCA is a systematic approach to managing and improving organizational processes.

Complementary Steps for Continual Improvement

I received an important suggestion from Dr. Santosh Rane of Mumbai, according to which we can link the lessons learned from the experiential learning cycle to the following three steps for continual improvement at the organizational level:

1. Standardize: Adopting successful experiences and best practices as standard procedures. 

2. Challenge the Status Quo: Rethinking the established methodology and exploring new possibilities for improvement.

3. Improve Further: Implement the identified improvement possibilities and achieve better results.

These three additional stages are not part of the original five stages of the experiential learning cycle, but are complementary stages to institutionalize the learning gained from them and encourage continual improvement. In this way, going beyond experiential learning, the concepts of organizational learning and continual improvement will also be included.

Regards,

Keshav Ram Singhal

Internal Audit and Management Review

Internal Audit and Management Review 

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In many organizations, internal audits or management reviews are conducted only shortly before the certification auditors arrive, so that the organization can avoid a nonconformity for not having performed an internal audit or management review. This is a common but incorrect practice.

Many organizations treat internal audits and management reviews merely as a formality to be completed just before the certification auditors arrive, in order to avoid a nonconformity. While this may satisfy the minimum requirement of the standard, it defeats the real purpose of the management system.

What does the standard say?

ISO 9001 (and other management system standards such as ISO 14001, ISO 45001, ISO 27001, and ISO 30201) require internal audits (Clause 9.2) and management reviews (Clause 9.3) to be conducted at “planned intervals.” No fixed frequency is prescribed in the standard; however:

- The audit programme must be established taking into consideration the importance of the processes, the results of previous audits, and changes.

- The entire system must be covered within one cycle (normally one year).

- The management review must consider the required inputs (such as audit results, customer satisfaction, process performance, risks and opportunities, etc.) and shall result in concrete decisions and actions. 

Conducting the internal audit and management review only a few weeks before the external audit does not fulfil the spirit of “planned intervals” or the expectation of an effective system.

Disadvantages of this approach

- Loss of opportunity for continual improvement: Problems remain undetected throughout the year and surface only during the external audit.

- Insufficient time: There is not enough time to close findings, carry out root cause analysis, and verify the effectiveness of actions.

- Superficial audits: Audits and reviews conducted in haste are often formal in nature and add little real value.

- Perception of the certification body: Experienced auditors can easily recognize that all activities were performed only just before their visit. This raises questions about the maturity of the system.

Better approach 

It is in the organization’s interest to: 

1. Establish a year-round audit programme. Audit important or high-risk processes more frequently.

2. Conduct management reviews on a quarterly or half-yearly basis (or at least annually, with effective monitoring in between). Do not turn it into a mere data dump — ensure decisions are taken and resources are allocated.

3. Complete the final internal audit 6–8 weeks before the external audit, so that any nonconformities identified can be closed in time.

4. Treat the internal audit not as a “tool for finding nonconformities,” but as a “tool for improvement and verification of effectiveness.”

Conclusion

Internal audits and management reviews are not meant for certification; they exist for the continual improvement and risk management of the organization. Only when they are conducted regularly and sincerely does the organization derive real benefits — better processes, fewer problems, and a stronger system.

Organizations should avoid the situation described above and should continue to conduct internal audits and management reviews at regular intervals. This is in the organization’s own interest.

Regards,  

Keshav Ram Singhal

Quality Culture and Ethical Behaviour: Requirements in ISO 9001:2026 QMS

Quality Culture and Ethical Behaviour: Requirements in ISO 9001:2026 QMS

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While reading the newly published standard ISO 9001:2026, I observed that the phrase “quality culture and ethical behaviour” is used several times. Let us examine its significance and implications for the requirements of a Quality Management System (QMS).

1. References in ISO 9001:2026

Foreword

The Foreword identifies the introduction of quality culture and ethical behaviour as one of the main changes in the revised standard. It explains that these aspects are now addressed within the requirements, particularly in relation to leadership, awareness and the environment for the operation of processes.

Clause 5.1.1 — Leadership and commitment

Subclause 5.1.1 (i) requires top management to demonstrate leadership and commitment with respect to the QMS by promoting quality culture and ethical behaviour.

Note 2 at the end of this clause clarifies that an organization's quality culture and ethical behaviour are reflected in its shared values, attitudes, practices and actions.

Clause 7.1.4 — Environment for the operation of processes

This clause requires the organization to determine, provide and maintain the environment necessary for the operation of its processes and to achieve conformity of products and services.

The accompanying note explains that a suitable environment may involve a combination of human and physical factors. It further clarifies that some of these factors can be influenced by the organization's quality culture and ethical behaviour.

Clause 7.3 — Awareness

Subclause 7.3 (e) requires the organization to ensure that persons doing work under its control are aware of the organization's quality culture and ethical behaviour.

Annex A — Guidance on the requirements

The phrase “quality culture and ethical behaviour” also appears several times in Annex A. However, Annex A is informative and provides guidance for understanding the requirements; it does not introduce additional requirements for the QMS.

2. Implications from an auditing perspective

If we examine these provisions from an audit perspective, two explicit requirements deserve particular attention:

1. Leadership: Has top management demonstrated its commitment to promoting quality culture and ethical behaviour within the organization?

2. Awareness: Are persons doing work under the organization's control aware of its quality culture and ethical behaviour?

Auditors may seek objective evidence to establish whether these requirements have been addressed effectively. Such evidence could include management decisions, communication, awareness activities, workplace practices and the behaviour demonstrated by organizational leaders and personnel.

The auditor should not merely verify whether a policy or statement exists. The focus should be on how the organization promotes quality culture and ethical behaviour and whether relevant personnel are aware of them.

Furthermore, Clause 7.1.4 provides an additional connection between organizational culture, ethical behaviour and the environment in which processes operate. Therefore, the audit should not be restricted to leadership and awareness alone.

3. Is there a gap in Clause 9 — Performance evaluation?

One aspect that deserves consideration is the absence of an explicit requirement in Clause 9 to monitor, measure or evaluate the effectiveness of quality culture and ethical behaviour.

Clause 9 addresses performance evaluation through monitoring, measurement, analysis, evaluation, internal audits and management reviews. However, it does not specifically require organizations to evaluate the effectiveness of their efforts to promote quality culture and ethical behaviour.

This raises an important question: How can an organization determine whether its efforts to promote quality culture and ethical behaviour are effective if the standard does not explicitly require their effectiveness to be evaluated?

For example, an organization may conduct awareness programmes and communicate its expectations regarding ethical behaviour. However, the completion of these activities alone does not necessarily demonstrate that the intended culture has been established or that ethical behaviour is consistently practised. 

A more explicit requirement to evaluate the effectiveness of quality culture and ethical behaviour could have strengthened the standard by encouraging an organization to assess whether its initiatives are achieving the intended results.

4. Conclusion

ISO 9001:2026 gives greater prominence to quality culture and ethical behaviour by explicitly addressing them in the requirements relating to leadership, awareness and the environment for the operation of processes. Nevertheless, the absence of an explicit requirement in Clause 9 to evaluate their effectiveness may be considered a limitation.

In my view, promoting quality culture and ethical behaviour is important, but evaluating whether these efforts are effective is equally significant. Such evaluation could help organizations identify gaps, take appropriate action and strengthen their QMS. 

What is your opinion? Should ISO 9001 explicitly require organizations to evaluate the effectiveness of their quality culture and ethical behaviour as part of performance evaluation?

Regards,

Keshav Ram Singhal 

Importance of Leadership in Effective QMS Implementation

Importance of Leadership in Effective QMS Implementation

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According to a popular saying, if an army of dogs is led by a lion, the dogs can fight like lions and achieve victory. Conversely, if an army of lions is led by a dog, even the lions may fight like dogs and face defeat. The underlying message is that the quality of leadership significantly influences the performance, motivation, and success of a team. Clause 5.1.1 of ISO 9001:2026 standard identifies 12 specific ways in which top management is required to demonstrate leadership and commitment, from establishing the quality policy and integrating QMS requirements into business processes to promoting quality culture, ethical behaviour, the process approach, and risk-based and opportunity-based thinking.

Importance of Leadership in the Context of ISO 9001:2026 QMS

Leadership plays a vital role in the effective implementation of a Quality Management System (QMS). The commitment of top management determines how seriously quality is taken throughout an organization and how effectively quality management principles are integrated into its activities.

The success of a QMS cannot be ensured merely by preparing documented information, establishing procedures, and conducting audits. It requires active leadership, employee involvement, adequate resources, and a commitment to meeting customer requirements and continually improving performance.

Clause 5.1.1 of ISO 9001:2026 specifies how top management shall demonstrate leadership and commitment to the QMS. These requirements can be understood through the following explanations and practical examples.

1. Establishing Quality Policy and Quality Objectives

Top management must ensure that the quality policy and quality objectives are established and are compatible with the organization's strategic direction.

Example: A manufacturing organization plans to expand its business by supplying products to international customers. Its top management establishes a quality policy emphasizing customer satisfaction, product conformity, and continual improvement. It also sets measurable quality objectives, such as reducing product rejection from 4% to 2% within one year.

This connects the organization's business strategy with its quality management objectives.

2. Integrating QMS Requirements into Business Processes

QMS requirements should be integrated into the organization's regular business processes rather than treated as separate activities undertaken merely to obtain or maintain certification.

Example: A company introduces quality checks at appropriate stages of production, incorporates supplier evaluation into purchasing activities, and includes customer feedback in product development and service improvement.

In this way, quality management becomes an integral part of everyday business operations.

3. Ensuring the Availability of Necessary Resources

Top management must ensure that the resources required for the effective operation of the QMS are available. These resources may include competent personnel, appropriate equipment, suitable infrastructure, adequate technology, and financial resources.

Example: If product defects are caused by outdated testing equipment, management arranges for suitable equipment and ensures that personnel are competent to use it. This enables the organization to verify product conformity more reliably.

4. Communicating the Importance of Effective Quality Management

Employees need to understand the importance of effective quality management and the consequences of failing to meet QMS requirements.

Example: During an employee meeting, management explains how incorrect measurements can result in defective products, customer complaints, rework, and financial losses. Employees are encouraged to follow established procedures and report quality problems without delay.

Such communication helps employees understand that quality is not merely the responsibility of the quality control department; it is a responsibility shared throughout the organization.

5. Ensuring That the QMS Achieves Its Intended Results

Top management must ensure that the QMS achieves its intended results, including the consistent provision of conforming products and services and the enhancement of customer satisfaction.

Example: Management periodically reviews data on customer complaints, product rejection, delivery performance, and process efficiency. If the results do not meet established objectives, appropriate corrective actions are initiated.

The emphasis is on achieving results rather than merely completing documentation and audit activities.

6. Directing and Supporting People

Effective leadership involves directing and supporting employees so that they can contribute to the effectiveness of the QMS.

Example: When production employees identify a recurring defect, management encourages them to investigate its cause, provides access to technical expertise, and supports trials of possible solutions.

Instead of blaming employees for reporting problems, management encourages their participation in resolving them.

7. Promoting Continual Improvement

Top management must promote continual improvement in the organization's processes, products, services, and QMS.

Example: An organization discovers that its order-processing procedure causes unnecessary delays. Management supports a review of the process, simplifies approval steps, and monitors the results to determine whether order-processing time has decreased.

Continual improvement should be an ongoing activity rather than an exercise undertaken only before an external audit.

8. Supporting Leadership at Other Organizational Levels

Top management should support other relevant roles within the organization in demonstrating leadership within their respective areas of responsibility.

Example: The production manager is encouraged to take responsibility for reducing production defects, while the purchasing manager focuses on supplier performance and the customer service manager works to resolve customer complaints effectively. Top management provides the necessary authority and resources while ensuring that these managers remain accountable for their responsibilities.

This approach develops leadership throughout the organization instead of concentrating all responsibility at the top.

9. Promoting Quality Culture and Ethical Behaviour

An effective quality culture develops when shared values, attitudes, practices, and actions demonstrate a commitment to quality. Ethical behaviour reinforces this culture by encouraging honesty, fairness, and responsible decision-making.

Example: During a quality inspection, an employee discovers that a product does not meet the specified requirements. The employee reports the nonconformity, even though doing so may delay dispatch. Management supports the employee's decision, ensures that the problem is addressed, and discourages the concealment or falsification of quality records. This demonstrates that customer trust and product conformity take precedence over the short-term pressure to meet production targets.

10. Promoting the Process Approach

The process approach involves understanding and managing interrelated processes as a coherent system to achieve intended results effectively.

Example: In a manufacturing organization, customer orders pass through several interconnected processes: order review, purchasing, production planning, manufacturing, inspection, packaging, and dispatch.

If the purchasing process supplies unsuitable raw materials, the manufacturing and inspection processes may be adversely affected. Management therefore ensures that the interfaces between these processes are properly managed and that their performance is monitored. The process approach is a cornerstone of an effective QMS because the performance of one process can influence the performance of other interrelated processes.**

11. Promoting Risk-Based and Opportunity-Based Thinking

Top management must promote the consideration of risks and opportunities when planning and operating processes.

Risk-based thinking helps an organization identify circumstances that could adversely affect its intended results. Opportunity-based thinking encourages it to identify possibilities for improving performance and achieving better results.

Example: A manufacturer identifies the risk that dependence on a single supplier could interrupt production. Management evaluates alternative suppliers and develops suitable contingency arrangements. At the same time, the organization identifies an opportunity to automate a repetitive inspection activity. After evaluating its feasibility, management introduces automation to improve inspection consistency and efficiency.

This approach helps the organization prepare for potential problems while taking advantage of opportunities for improvement.

12. Taking Accountability for QMS Effectiveness

Top management must take accountability for the effectiveness of the QMS. This means accepting responsibility for its performance and ensuring that it achieves its intended results.

Example: If the organization repeatedly fails to meet its quality objectives, top management reviews the reasons, evaluates whether adequate resources and controls are in place, and ensures that appropriate actions are taken.

Management cannot treat QMS effectiveness as the sole responsibility of the quality manager or the internal audit team. Although responsibilities may be assigned to different individuals, accountability for the effectiveness of the QMS remains with top management.

Customer Focus: An Essential Leadership Responsibility

Clause 5.1.2 of ISO 9001:2026 separately addresses leadership and commitment with respect to customer focus.

Top management must ensure that applicable customer, statutory, and regulatory requirements are determined, understood, and consistently met. It must also ensure that relevant risks and opportunities affecting product and service conformity and customer satisfaction are addressed, and that the focus on enhancing customer satisfaction is maintained.

Example: A service organization receives repeated complaints about delays in resolving customer requests. Top management reviews complaint data, identifies weaknesses in the service process, establishes a target for response times, and monitors performance. The organization subsequently evaluates customer feedback to determine whether the changes have improved customer satisfaction.

This example illustrates that customer focus requires more than responding to complaints; it requires systematic action to understand and meet customer needs.

Conclusion

Leadership is a fundamental factor in the successful implementation and maintenance of a QMS. Clause 5.1 of ISO 9001:2026 provides a framework for top management to demonstrate leadership and commitment through its decisions, actions, and support. An effective leader establishes a clear direction, provides necessary resources, integrates quality requirements into business processes, encourages employee participation, promotes ethical behaviour, and takes accountability for QMS effectiveness. A good leader does not merely issue instructions but inspires others by setting an example.

The popular saying about the lion and the dogs conveys an important message: leadership can influence how a team performs. However, in an organization, sustainable success also depends on employees' competence, appropriate resources, effective processes, teamwork, and a shared commitment to quality.

Remember: A culture of quality is developed not merely through instructions, but through effective leadership, commitment, ethical behaviour, and consistent action.

Regards,  

Keshav Ram Singhal 

World Standards Day – 14 October – Standards: The Foundation of Better Quality and a Safer Future

World Standards Day – 14 October – Standards: The Foundation of Better Quality and a Safer Future 

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World Standards Day is celebrated every year on 14 October to raise awareness of the importance of international standards and highlight their role in ensuring the quality, safety, reliability, and efficiency of products, services, and management systems. World Standards Day is observed through the collaboration of the International Organization for Standardization (ISO), the International Electrotechnical Commission (IEC), and the International Telecommunication Union (ITU). It is also an occasion to recognize the valuable contributions of experts who participate in the development of international standards.

Standards are an integral part of our daily lives. They help improve the consistency of products and services, ensure technical compatibility, protect consumer interests, and facilitate international trade. Standards such as ISO 9001 for Quality Management Systems guide organizations in improving processes, enhancing customer satisfaction, and fostering a culture of continual improvement. In today's changing world, standards also play a significant role in addressing challenges such as climate change, digital transformation, artificial intelligence, cybersecurity, and sustainable development.

World Standards Day reminds us that standards are not merely a collection of rules and requirements; they are powerful tools for promoting quality, trust, innovation, and sustainable development. On this World Standards Day, let us recognize the importance of standards in our work and processes, commit ourselves to their effective implementation, and promote a culture of quality. Embrace Standards, Enhance Quality, and Build a Better Future.

Regards, 

Keshav Ram Singhal 

Joint Message from IEC President, ISO President and UTU Director on World Standards Day - Link Click Here   

Failure of Quality Management System (QMS)

Failure of Quality Management System (QMS)

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Quality management system (QMS) doesn't fail t the shop-floor level, it fails due to weak leadership behaviour. 

At the shop-floor level - 

- Employees follow defined processes.

- They work with commitment.

- They identify and report problems.

- They strive to meet customer requirements. 

- They contribute to continual improvement. 

A strong QMS depends on strong leadership.

Weak leadership behaviour -

- Lack of commitment to quality.

- Does not provide clear direction and priorities.

- Does not allocate adequate resources.

- Does not review QMS performance.

- Does not support a culture of continual improvement. 

- Talks about quality, but does not demonstrate it.

The shop-floor team usually does its best. A quality management system fails when leadership behaviour is weak, inconsistent or absent. 

Leadership needs to - 

- Have commitment to quality.

- Provide clear direction and priorities to shop-floor people. 

- Allocate adequate resources.

- Review QMS performance from time to time. 

- Support a culture of continual improvement.

- Demonstrate quality commitment.

Regards,

Keshav Ram Singhal 

ISO Annual Meeting Opening Ceremony

ISO Annual Meeting Opening Ceremony

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The opening ceremony of the ISO Annual Meeting 2026 was held in Paris on Monday, September 28, 2026. The theme of the annual meeting was "Building trust in a changing world." As host, the French standardization organization AFNOR is organizing the event in its centenary year. A replay of the ceremony is available on the ISO website.

The ISO Annual Meeting Opening Ceremony was not just a formal welcome. In ISO's words, it was a moment of alignment, reflection, and looking forward. The session language was English; interpreters and captions were available in Arabic, Chinese, French, Russian, and Spanish. Journalist Sheuli Ghosh moderated the program. The official speaker list includes three keynote addresses. Sergio Mujica (ISO Secretary General) and Olivier Pera (AFNOR CEO/Director-General) already spoke at the morning press conference; the evening's stage featured primarily speaker-level messages.

ISO President Dr. Khaled Soufi welcomed the global standards community to Paris and clarified the theme of the week: trust is no longer assumed automatically—it must be built, proven, and maintained over time. His sentiment also emphasized that trust is ISO's core asset and the organization's contribution to the world. AFNOR President Guy Mougy welcomed on behalf of the host organization. His message was that trust grows when countries bring their knowledge and ambition to a common table. Eleonore Caroa, Minister Delegate for Francophonie, International Partnerships, and French Nationals Abroad, France, emphasized multilateral cooperation. She quoted: "Multilateralism is more needed than ever." In French, she said that some of ISO's emblematic standards are answers to global challenges that concern everyone.

The ceremony featured a "celebration of collaboration between cultures across borders," featuring theatrical and dance performances. Anastasia Vilanova's choreography and the artists' performances were superb. Contemporary dance, a powerful response to a changing world. The evening began with this, and Murmuration concluded. The 27 dancers moved in unison, and the audience was also involved in the performance, so that the entire hall moved as one unit.

The ISO/UNDP 53001 standard had been launched before this event. This was a memorable centenary event for AFNOR.

Regards,

Keshav Ram Singhal 

Launch of the ISO/UNDP 53001:2026 Standard

Launch of the ISO/UNDP 53001:2026 Standard

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ISO/UNDP 53001:2026 was officially launched on the first day of the ISO Annual Meeting, which began in Paris on September 28, 2026. It is the world's first international management system standard aligned with the United Nations' Sustainable Development Goals (SDGs). The ISO Annual Meeting 2026 is being hosted by AFNOR, France's national standards body, from September 28 to October 2. The theme is Building trust in a changing world.

The launch of the standard was a joint event between ISO and UNDP. The standard was presented at a morning press conference. On stage were Dr. Khaled Soufi (ISO President), Sergio Mujica (ISO Secretary-General), Marcos Neto, and Olivier Pera (AFNOR CEO). Mujica said that the SDGs have provided a shared global vision for a decade; now organizations want to translate that vision into concrete action. Marcos Neto, UN Assistant Secretary-General and Director of UNDP's Bureau for Policy and Programme Support, said that the 2030 Agenda will only advance if organizations incorporate ambition into everyday decision-making and governance.

What is the Standard?

ISO/UNDP 53001:2026 — Management systems for the United Nations Sustainable Development Goals (SDGs) — Requirements — is a requirements-based management system standard, similar to ISO 9001 or ISO 14001. Organizations can develop and implement systems in accordance with it; third-party certification of compliance will also be possible.

Objective

Organizations should not limit the SDGs to mere declaration or reporting, but rather incorporate them into strategy, management systems, and daily operations, and measure progress. The standard is for every type of organization—company, government, educational institution, civil society—regardless of size or sector. Organizations can focus on the most relevant SDGs according to their context and stakeholders.

Expectations from the Organization

- Analysis of the organizational context and dialogue with stakeholders

- Identifying, assessing, and prioritizing actual and potential positive and negative impacts on the SDGs

- Meaningful SDG objectives and targets

- Data on impacts and evaluating progress

- Managing interrelationships, synergies, and trade-offs among goals

- Continual improvement through PDCA cycles

The standard does not treat each SDG as a separate project; it provides an integrated approach. It also provides for its relevance to post-2030 global goals.

Development

The standard was developed by ISO/PC 343 (Sustainable development goals management); the secretariat was with Danish Standards. The UNDP SDG Impact Standards for Enterprises were the foundation. The standard bears the dual ISO/UNDP logo. The guiding ISO/UNDP PAS 53002 was released in 2024, followed by the full international standard ISO/UNDP 53001:2026. ISO/UNDP 53002 is being developed to guide implementation. The standard is approximately 36 pages long and is available on the ISO website.

The launch of ISO/UNDP 53001:2026 is an effort to move the SDGs from a declaration to a management system, so that contributions can be measured, accountability can be demonstrated, and improvement can be sustained.

Regards,

Keshav Ram Singhal

ISO 9001:2026 Standard — Standard Alignment

ISO 9001:2026 Standard — Standard Alignment

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A key change in ISO 9001:2026 is alignment of its content with Annex SL and TMB Resolution 16/2025. The basic framework remains that of ISO 9001:2015 — ten clauses, the process approach, PDCA and risk-based thinking. New requirements have been added within this framework. 

TMB Resolution 16/2025 is a policy clarification of the ISO Technical Management Board. It determines how tightly Management System Standards (MSS) must follow Annex SL / Harmonized Structure (HS). It was adopted at the 92nd meeting of the TMB in Salvador, Brazil, on 19–20 March 2025. Title: Management of deviations on Management Systems Standards (MSS) – Policy clarification.

Simply put, Annex SL is a common framework for all management system standards — uniform clause numbers, clause titles, core text and core definitions — so that ISO 9001, ISO 14001, ISO 45001 and similar standards can be implemented together more easily. TMB Resolution 16/2025 states -

- Clause and subclause titles cannot be changed; nor can their order.

- Core HS terms and definitions must be used unchanged.

- Exception: the entry for “risk” may be modified in accordance with TMB Resolution 33/2024.

- Discipline-specific points may be added through additional notes, subordinate definitions or subordinate clauses (Annex SL, Appendix 3).

- Deviations beyond titles and core definitions may occur; they must be recorded in a deviation report. ISO/CS may advise but cannot reject them; the final decision rests with the relevant committee.

- The HS version current at project registration applies to that revision or amendment. When a new edition is produced, the HS then current applies in full.

ISO/JTCG guide for standards writers: Understanding Annex SL and applying TMB resolution 16/2025 

“Alignment with Annex SL and TMB Resolution 16/2025” in the Global ACI document means that ISO 9001:2026 does not depart from HS clause titles and core definitions. Quality culture, ethical behaviour, and the separate treatment of risks and opportunities have been added within this framework.

This TMB resolution does not create new requirements for certified organizations. ISO 9001:2026 does contain new requirements, such as a quality culture, but they are added to the same ten-clause framework. The practical message for organizations is that the underlying framework of ISO 9001:2026 remains that of ISO 9001:2015, so an integrated management system is not broken.

Regards,

Keshav Ram Singhal

Glossary

TMB = Technical Management Board

MSS = Management System Standard

HS = Harmonized Structure

JTCG = Joint Technical Coordination Group on MSS

ISO/CS = ISO Central Secretariat 

NCQM Annual Day Function

NCQM Annual Day Function

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The Annual General Meeting (AGM) of the National Centre for Quality Management (NCQM) was held in Mumbai today, 26 September 2026, along with the Annual Day Function. Dr. Santosh B. Rane, Head of the Department of Mechanical Engineering, Sardar Patel College of Engineering, Mumbai, was the Chief Guest and Keynote Speaker at the function. Dr. Rane delivered his keynote address on “Human-Robot Collaboration in Industry 5.0-Enabled Manufacturing.”

NCQM Annual Day Function – proceedings in progress

From Industry 4.0 to Industry 5.0 - Dr. Santosh B. Rane explained the distinction between Industry 4.0 and Industry 5.0. While Industry 4.0 places considerable emphasis on Automation, IoT, Artificial Intelligence (AI) and Smart Machines, Industry 5.0 gives greater importance to Human-centricity, Sustainability and Resilience.

Dr. Santosh B. Rane delivering his Keynote Address

Human + Robot = Collaboration - While discussing Industry 5.0, Dr. Rane highlighted an important concept: Human + Robot = Collaboration — not Competition. The objective should not be to replace human beings with robots, but to enable robots to work collaboratively with humans.

He explained that human capabilities such as Creativity, Judgement, Flexibility and Problem-solving can be combined with the capabilities of robots such as Precision, Strength, Speed and Consistency. Such complementary capabilities can help achieve better outcomes in manufacturing.

Dr. Santosh B. Rane with NCQM office-bearers and members

Collaborative Robots – Cobots - Dr. Rane also discussed Collaborative Robots (Cobots). Cobots are designed to work safely alongside human workers in shared workspaces. They can be used for a variety of applications such as Assembly, Inspection and Material Handling.

Role of AI and Smart Technologies - He highlighted the role of Artificial Intelligence, Machine Learning, Machine Vision and Sensors in Human-Robot Collaboration. According to Dr. Rane, future robots will increasingly move beyond simply following pre-programmed instructions. With the help of AI and other smart technologies, they can become more adaptive and respond more effectively to changing situations while working alongside humans.

People, Safety, Ethics and Trust - Industry 5.0 is not merely about technology. People and their capabilities remain central to its successful implementation. Dr. Rane emphasized the importance of skill development, training, employee wellbeing and change management. He also discussed Safety, Ethics and Trust in Human-Robot Collaboration. When humans and robots operate in the same workspace, aspects such as Collision Avoidance, Risk Assessment and Functional Safety become particularly important. He aptly stated: “Trust is earned through safe, ethical and reliable collaboration.”

Process and Workflow Redesign - Another important point highlighted by Dr. Rane was that simply installing robots does not make an organization Industry 5.0-ready. Human and robot capabilities and responsibilities need to be considered while redesigning processes and workflows. Instead of merely adding technology to an existing process, organizations may need to redesign the workflow so that the complementary capabilities of humans and machines can be effectively utilized.

A Challenge for India - In response to a question, Dr. Santosh B. Rane observed that large industries in India have adopted Industry 4.0, but moving from Industry 4.0 to Industry 5.0 remains a significant challenge. This transition requires attention not only to technology, but also to people, skills, processes, safety and organizational readiness.

Summary

In summary, the fundamental idea of Industry 5.0 can be expressed as “Technology for Humans.” It seeks to combine the capabilities of intelligent machines with human skills, creativity and judgement to develop manufacturing that is more quality-oriented, safe, sustainable and resilient.

I found the keynote address particularly useful because it provided an opportunity to understand Industry 5.0 by bringing together the four important dimensions of Technology, People, Process and Quality. The Chief Guest was welcomed and introduced by Shri Santosh Khadagade, President, NCQM. I participated in the programme online and had the opportunity to listen to Dr. Rane's keynote address.

Regards,

Keshav Ram Singhal

About National Centre for Quality Management (NCQM) - Readers interested in learning more about the National Centre for Quality Management (NCQM) may visit its official website. Information about the organization, its activities and membership can be obtained there. The Membership Brochure is also available on the website.