ISO 9001:2015 Quality Management System Transformation Qorus-NTT DATA Innovation in Insurance Awards 2026

Concept & objectives

The project aimed to design and implement a fully integrated ISO 9001:2015 Quality Management System (QMS) across the organization, embedding structured governance, risk-based thinking and measurable performance management into daily operations.

Key objectives include:

• Standardize processes across Head Office and the branches

• Strengthen internal controls and operational consistency

• Improve KPI monitoring, analysis and decision-making

• Enhance customer experience and service reliability

• Achieve ISO 9001:2015 certification

Reasons behind the initiative

The organization recognized:

• Process inconsistencies across departments and branches

• Limited trend analysis of KPIs for proactive decision-making

• Gaps in supplier governance and contract management

• The need to strengthen regulatory and operational discipline

Rather than viewing ISO as a compliance exercise, leadership positioned it as a strategic operational excellence program.

State of competition

In a highly competitive insurance market where differentiation is often product and price driven, operational reliability and governance maturity are emerging as key trust factors. Many competitors operate with informal or partially documented processes. Our initiative places us among organizations with globally recognized quality assurance frameworks, strengthening market credibility and stakeholder confidence.

Sources of inspiration

• Global best practices under ISO 9001:2015

• Risk-based management principles

• Balanced Scorecard performance frameworks

• Operational excellence methodologies

The project was also inspired by the need to transition from reactive issue management to structured, data-driven continuous improvement.

Departments involved

This was an enterprise-wide transformation involving:

• Finance

• Claims

• Underwriting

• Customer Service

• Provider Management

• Care Management

• Procurement

• Risk & Compliance

• IT

• Sales & Branch Operations

• Marketing

• People & Culture

• Executive Leadership

Cross-functional ISO Champions were appointed to drive implementation and ownership.

Main results so far

• Successful completion of Stage 1 and Stage 2 certification audits

• Closure of all non-conformities accepted by the certification body

• Enterprise-wide documented SOP framework

• KPI trend analysis and structured performance review integration

• Formalized supplier evaluation and contract governance framework

• Internal audit expansion to branch network

• Certification processing underway.

Beyond certification, the project has delivered:

• Increased accountability

• Stronger governance controls

• Clear ownership of risks and performance metrics

• Improved audit readiness culture