How Spark Built Trust in AI Through ISO 42001 Certification
As artificial intelligence becomes embedded in everyday business operations, organizations need to ensure it is governed responsibly.
Spark, a global content adaptation and localization agency, chose to formalize its approach early by achieving ISO 42001 certification as part of the pilot project that supported NQA (a Kiwa company) on its journey to UKAS accreditation for the new AI management system standard.
For organizations using artificial intelligence in operational environments, innovation alone is not enough. Customers, regulators and internal stakeholders increasingly expect assurance that AI is being used responsibly, within clear governance structures and with appropriate human oversight.
Artificial intelligence is being integrated into business operations at a remarkable pace. ISO 42001 provides organisations with a structured framework to manage the risks and responsibilities that come with that adoption, ensuring AI is used in a controlled and accountable way.
For Spark, this meant taking a proactive approach. The company chose to formalize its AI governance framework early by pursuing certification to ISO 42001, the international standard for AI management systems. In doing so, Spark became one of the organizations participating in the pilot project that supported NQA, now part of Kiwa, in achieving UKAS accreditation for ISO 42001 certification.
By taking part in the pilot, Spark helped demonstrate how the requirements of the new standard could be applied in a real operational environment.
A business built on precision and trust
Spark works with global brands across the entertainment, gaming and retail sectors, helping them deliver approved creative across multiple markets, formats and channels. The company specializes in content adaptation and localization, ensuring campaigns can be rolled out at scale while maintaining strict brand consistency and quality.
These sectors operate under significant pressure. Campaigns often involve large volumes of content, fixed launch dates and tightly controlled intellectual property. Clients rely on Spark to manage this work accurately and securely, often under demanding timelines.
Artificial intelligence has become increasingly valuable in supporting these workflows, helping teams improve efficiency and consistency across complex projects. However, as AI tools became more widely embedded in everyday business systems, Spark recognized the need to ensure their use was governed consistently across the organization.
Spark does not develop its own AI models. Instead, it integrates external AI-enabled tools into its operational processes, always within defined controls.
This case study was developed through discussions with Dorota Rejter, Global Compliance Manager at Spark, who led the organization’s work on AI governance and played a central role in the ISO 42001 certification project.
As Dorota explained, the company was clear from the outset that AI would only ever be used within structured operational processes.
“AI features in parts of our operational workflows where it supports efficiency and consistency, but it is never deployed in isolation. It sits within defined processes with human oversight and approval controls at every stage.”
In other words, AI is treated as a tool that supports the organization’s work, not as a replacement for human judgment.
Formalizing AI governance
As AI capabilities expanded across the software platforms used within the business, Spark recognized the need to establish a structured governance framework around their use. The organization wanted to ensure that AI-related risks were properly understood and controlled, particularly given the sensitive client content handled within its workflows.
According to Dorota, the starting point was a need for clarity around accountability, risk and oversight. Without a formal framework, there was a risk that AI tools could be used inconsistently across teams, potentially affecting intellectual property, client confidentiality or operational control.
For Spark, the decision to pursue ISO 42001 certification was therefore about demonstrating genuine assurance rather than simply stating good interntions.
We did not want to just say we govern AI responsibly. We wanted to prove it.
Certification provided an internationally recognized and independently audited way to demonstrate that the organization’s AI-enabled workflows operate within a structured governance framework.
It also aligned with Spark’s broader strategy. As a global organization operating across multiple markets, the company anticipated that expectations around AI governance would only continue to grow. Establishing a formal management system early would help ensure the business was prepared for that evolving landscape.
Embedding governance across the organization
Rather than implementing a separate governance tool, Spark chose to build its AI management system internally and integrate it into the same compliance infrastructure already used for risk management and operational controls.
This meant that AI governance became part of the organization’s broader management system rather than a standalone initiative. By embedding oversight within existing processes, Spark was able to ensure that AI governance remained consistent across departments and operational workflows.
However, Dorota emphasized that effective governance is not simply about systems or documentation. One of the most important aspects of the project was ensuring that employees across the organization understood their responsibilities when using AI tools.
The goal was to ensure the framework influenced day-to-day behavior rather than existing purely as a formal compliance requirement. Employees needed to understand not only how AI tools could be used, but also where human judgment must remain central and where potential risks such as bias, transparency or data exposure could arise. This cultural element proved to be one of the most significant outcomes of the certification journey.
Supporting NQA’s UKAS accreditation journey
Spark’s certification took place as part of the pilot project supporting NQA, now part of Kiwa, in its application for UKAS accreditation for ISO 42001 certification. Because the standard is relatively new, the pilot program involved close collaboration between Spark, NQA and UKAS to ensure the requirements of the standard could be assessed effectively in practice.
Dorota described the experience as highly collaborative.
“What made the pilot experience distinctive was that it genuinely felt collaborative. Both Spark and NQA were working through the requirements of a new standard in real time.”
She also reflected on the wider importance of pilot accreditation in bringing new standards into practical use.
“Pilot accreditation is really where a standard moves from paper into practice. It is where the real-world complexity gets worked through, where gaps can be identified and where the methodology is tested against organizations actually operating with AI.”
Spark already held other ISO certifications with NQA, which meant there was an established working relationship between the organizations. This helped create an environment where expectations could be discussed openly as the standard and accreditation process continued to develop.
The stage two audit was also more intensive than a typical certification audit, with representatives from UKAS present alongside NQA’s auditors. While demanding, Spark saw this as an important step in establishing accredited certification for a new and emerging standard.
Outcomes and impact
The final certification audit concluded with three minor nonconformities. Given the novelty and complexity of the standard, Spark viewed this as strong validation that its AI management system was already structured and effective.
Beyond the certification itself, the process helped strengthen governance across the organization. Employees now have clearer guidance on how AI tools should be used, where risks may arise and where human oversight remains essential.
Externally, certification reinforces confidence among Spark’s global clients. The organization can demonstrate that its AI-enabled workflows operate within a structured governance framework aligned with an internationally recognized standard.
The framework has also given Spark greater confidence to continue exploring new AI-enabled technologies. With governance processes already in place, new tools can be evaluated and tested within a structured risk management framework, allowing the business to innovate while maintaining strong safeguards around client data and intellectual property.
Looking ahead
Spark sees ISO 42001 not as a one-time milestone but as the foundation for ongoing governance as AI technologies continue to evolve. As new tools emerge and existing platforms introduce additional AI capabilities, the organization expects its management system to develop alongside them.
For Spark, the most significant outcome of certification is the trust it creates across the organization and with its clients.
This accredited certification builds trust in AI, and that trust matters at every level, not only to our organisation but to the clients whose content we handle.
As organizations increasingly integrate AI into their operations, standards such as ISO 42001 are likely to play an important role in ensuring innovation is supported by accountability, transparency and trust. Spark’s experience demonstrates how accredited certification can help organizations adopt emerging technologies with confidence while maintaining strong governance.
Supporting organizations adopting responsible AI
For NQA, as part of Kiwa, the introduction of ISO 42001 reflects a wider shift in how organizations are approaching artificial intelligence. As AI becomes embedded in everyday business tools and operational workflows, many organizations are recognizing that governance needs to evolve alongside it.
Matt Barker, Information Security and Privacy Manager at NQA, explains that the standard provides organizations with a practical framework for managing AI in a structured and accountable way.
“Many organizations are already using AI in some form, often within tools and platforms that are becoming part of everyday business operations. ISO 42001 helps organizations bring structure to that reality by providing a clear framework for understanding risks, assigning accountability and ensuring appropriate oversight.”
Importantly, the standard is designed to be applicable beyond technology companies alone. Organizations that use AI within their processes, even where they are not developing AI systems themselves, can still benefit from a structured approach to governance.
“Responsible AI governance isn’t only relevant to organizations building AI systems,” Matt added. “It’s equally important for organizations that are using AI within their operations. ISO 42001 helps ensure that those technologies are being deployed in a way that is transparent, controlled and aligned with organizational responsibilities.”
Source: This article was originally published by NQA, part of the Kiwa Group, and has been republished as part of the Why Trust Matters campaign. For the latest version and related resources, view the original article on the NQA website.
