May 5, 6 and 7, 2026
Schedulle
Day 1
Day 2
Day 3
Day 1
*The schedule is subject to change.
REGISTRATION
7:30 to 8:30
OPENING
- Clóvis de Barros
08:30
CEOs and a World in Transformation – How leaders are reshaping strategy, culture, and governance in a disruptive environment
The acceleration of regulatory, technological, and geopolitical changes is forcing CEOs to revisit strategy, business models, governance structures, and organizational culture. In this panel, leaders share how they are transforming their companies in practice — and how Governance, Risk, and Compliance (GRC) structures have supported this process by providing decision clarity, forward-looking risk assessment, and institutional resilience. The discussion explores how GRC has evolved from a control function into a strategic infrastructure for adaptation, resilience, and legitimacy in a context of permanent uncertainty.
10:20 to 11:20
Global Investigations, Local Risks: How to navigate the new enforcement landscape and protect your company in a world without borders
Recent changes in U.S. enforcement policy, especially regarding the FCPA and DOJ actions, indicate a more strategic, selective model focused on individual accountability. Brazilian and Latin American companies are now on the radar, even those outside the financial system. This panel discusses, in practical terms, the role of corporations in aiding organized crime and how to prepare for transnational investigations, review internal structures, manage risky intermediaries, decide on cooperation, and ensure that policies, controls, and decisions withstand international scrutiny.
10:20 to 11:20
M&A in an Unstable World – Risks that do not appear in the valuation
In a scenario of regulatory, geopolitical, and reputational instability, M&A operations carry risks that rarely appear in financial models but emerge forcefully after closing. Reputational liabilities, exposure to sanctions, governance weaknesses, and third-party risks challenge traditional approaches to due diligence and decision-making. This panel discusses how to identify, communicate, and mitigate risks when a strategic decision is already underway—and when backing out is no longer a simple option.
10:20 to 11:20
WORKSHOP | NR-1, Psychosocial Risks and the New Role of Compliance and HR – Diagnosis, implementation, and decisions beyond the checklist
The update to NR-1 (Regulatory Standard No. 1) has made the management of psychosocial risks mandatory, repositioning mental health, harassment, and burnout as governance, HR, and compliance issues. This workshop addresses how to diagnose and implement the standard’s requirements proportionally, differentiating organizational risks from individual factors without omission or excessive liability. The focus is on the new role of Compliance, its integration with HR, OSH (Occupational Safety and Health), Legal, and Leadership, and on practical decisions that go beyond formal compliance.
10:20 to 11:20
SMEs, Compliance, and Access to Global Markets – Proportional integrity as a condition for survival and growth
Small and medium-sized enterprises are increasingly exposed to global integrity, compliance, and governance requirements through value chains, large client demands, sanctions, and international standards. Without the same structure as large corporations, many SMEs face risks that directly impact market access, contracts, and growth. This panel discusses the role of large organizations in enabling SMEs’ access to markets and how to structure proportional integrity programs focused on risk, simplicity, and practical feasibility — turning compliance into a lever for access, retention, and sustainable growth.
10:20 to 11:20
Heineken Case Study: How Heineken revolutionized the whistleblowing and internal investigation process using AI agents
Practical applications of AI agents in the triage, analysis, and management of reports, with efficiency gains, risk prioritization, and greater consistency in investigations.
10:20 to 11:20
ROOM TRANSITION
11:15 to 11:40
AML/CFT as a Global Priority – Expanding Scope to Non-Regulated Sectors and the Limits of Traditional Due Diligence
Organized crime is no longer confined to the margins of the economy and has increasingly infiltrated formal business structures, using contracts, supply chains, and seemingly legitimate operations. In this context, traditional AML/CFT programs and classical due diligence approaches have proven insufficient to capture risks that are increasingly structural, sophisticated, and less visible to formal controls. This panel discusses why new forms of verification — based on risk intelligence, contextual analysis, and behavioral insights — have become essential when risk is no longer only regulatory, but also strategic, reputational, and physical.
11:45 to 12:45
From successes and failures to sanctions, Administrative Liability Proceedings (PAR), and leniency agreements: Real lessons and critical decisions – a current and future vision with the CGU
Formal programs are not enough. The Office of the Comptroller General (CGU) has prioritized evidence of effectiveness, integration with actual business risk, and concrete capacity for prevention, detection, and response. This session proposes an applied approach, based on successes and failures, to discuss how decisions are made, how programs are structured, how sanctions are applied, and which factors influence outcomes, with a focus on effectiveness, proportionality, and defensibility. It also explores how organizations have reacted to investigations, conducted processes, and made decisions regarding cooperation and leniency, focusing on what works, what doesn’t, and how to strengthen prevention and response capacity.
11:45 to 12:45
From Root Causes to Action – How to Turn Whistleblowing Data into More Effective Decisions to Strengthen Compliance Programs
Real data from whistleblowing channels across thousands of organizations reveals a less visible portrait of companies: behavior, culture, leadership, and risks that do not always appear in formal reports. In this panel, unprecedented insights highlight patterns that challenge traditional perceptions and what they indicate in practice. In an Integrity Data Session format, experts analyze this data in real time and discuss its implications for governance, culture, and risk management. More than just numbers, the panel offers a direct interpretation: what this data reveals and what needs to change within organizations.
11:45 to 12:45
WORKSHOP – Information, Data, and AI Governance: Triple governances integrating information, data, and AI
Organizations have advanced in technology, data, and artificial intelligence, but they continue to face a structural challenge: how to organize distinct—yet complementary—governance structures for information, data, and AI without overlap, gaps, or conflicts of responsibility. This workshop stems from a recurring market error: treating these three governances as variations of the same theme. They are not. Each responds to different risks, decisions, and maturity levels. When this is not clear, inconsistencies, data misuse, criterion-less automated decisions, and real accountability difficulties arise. This session proposes practical structuring models: roles, boundaries, committees, decision criteria, and control mechanisms that connect compliance, technology, ethics, and strategy.
11:45 to 12:45
GR (Government Relations), Advocacy, and Integrity – Where legitimate technical contribution ends and reputational risk begins
Institutional engagement with public authorities has become more sensitive in an environment of polarization, regulatory pressure, and constant scrutiny. What was once seen as a legitimate technical contribution—including the participation of companies and associations in drafting regulatory proposals or legislation—can quickly be interpreted as agenda capture, undue influence, or reputational risk. This panel discusses how to structure policies, governance, and clear boundaries for GR and advocacy, with transparency, traceability, and integrity criteria, enabling organizations to influence public policy without compromising reputation or exposing themselves to unnecessary risks.
11:45 to 12:45
LUNCH
12:35 to 14:30
Dare to Lead
Psychological safety: when the leader understands that embracing others is not a weakness and that silencing also has consequences.
15:00 to 16:00
ROOM TRANSITION
14:50 to 15:00
From Generative AI to the Era of Agentic AI – How to prepare GRC for systems that act: risks and opportunities
As AI evolves from merely making recommendations to taking decisions or executing actions, traditional GRC structures are put to the test. This panel discusses the risks and opportunities and how to prepare organizations for the adoption of agentic systems, addressing decision-escalation pathways, audit trails, autonomy boundaries, explainability, and the indispensable role of human oversight in the governance of automated decisions.
15:00 to 16:00
Election Year on the GRC Radar: risks, electoral harassment, and reputational exposure on the agenda of boards and leadership
Election years increase organizations’ institutional exposure, especially in an increasingly digital environment where the speed of information amplifies risks related to integrity, misinformation, data protection, reputation, and communication. In this context, electoral harassment within the workplace and employees’ public positioning—particularly on social media—gain relevance, with potential labor, legal, and reputational impacts. This panel discusses how boards and leadership can anticipate and manage these risks, define boundaries of conduct, and establish internal guidelines, aligning GRC, privacy, communication, and people management to support decisions consistent with the organization’s values and strategy.
15:00 to 16:00
Crypto: Trust and Integration with the Traditional Market
The crypto market is no longer a topic restricted to specialists and has become central to discussions on trust, regulation, innovation, and the future of finance. Amid initiatives such as the Clarity Act and the advancement of regulatory frameworks in different countries, the debate now focuses on how to create clearer rules, reduce distortions, enhance investor protection, and bring digital assets closer to the traditional financial system. This panel proposes an accessible and practical discussion on the impacts of this transition for companies, investors, legal and compliance teams, regulators, and any professional seeking to understand how the crypto ecosystem is increasingly engaging with the real economy.
15:00 to 16:00
WORKSHOP: Compliance Transformation – From Control to Culture and Governance as a Strategic Agenda
Creating rules is no longer enough. The challenge now is to influence behavior, integrate decisions, and occupy a real place in the business agenda. At the same time, pressure is increasing for more robust governance structures capable of sustaining this transformation. This panel discusses how compliance can move from the margins to become part of the strategy, which governance structures make a practical difference, and what still hinders this evolution within organizations.
15:00 to 16:00
Compliance, Risk, and Sustainability: corruption risks in the green transition
The transition to a low-carbon economy mobilizes large volumes of resources, incentives, and new regulatory requirements. In this context, still underexplored risks emerge: corruption in climate projects, distortions in resource allocation, and manipulation of certifications. This panel discusses how the climate agenda also becomes a field of risk, and how compliance and risk management must evolve to ensure integrity, transparency, and credibility in this new environment.
15:00 to 16:00
ROOM TRANSITION
16:00 to 16:30
Stop or Proceed? Critical Decisions When Sanctions Hit Third Parties Mid-Operation
In an environment of dynamic sanctions and constantly updated restricted lists, the greatest risk often lies not in the company’s direct conduct, but in the relationships it maintains. A partner, supplier, or client becoming listed in the middle of an operation can halt business, trigger secondary sanctions, and compromise decisions already made. This panel discusses how to respond when risk emerges midstream and how to structure governance, contracts, and contingency plans to make swift decisions without jeopardizing operations.
16:35 to 17:35
When Indicators Dictate More Than Values: Bonuses, targets, and metrics that shape or distort behavior and culture
Indicators, targets, and incentives can shape behavior more effectively than codes of ethics. Poorly designed targets stimulate silence, shortcuts, and short-term decisions; poorly chosen metrics generate dashboards that do not guide action. This panel analyzes the pros and cons of integrity metrics, including their incorporation into bonuses and incentives, discussing when they strengthen culture—and when they corrode it. The focus is on practical and actionable indicators for the board, capable of revealing human risks and guiding decisions, without useless surveys or vanity metrics.
16:35 to 17:35
How have artificial intelligence tools contributed to the public sector in combating corruption?
This section discusses how the use of data analytics and artificial intelligence can support fraud prevention, the detection of irregularities, and the recovery of public funds, contributing to the strengthening of public finances and citizens’ trust. The panel will explore approaches adopted by different countries to demonstrate the return on investment in fraud prevention initiatives, as well as the governance, ethical, and implementation challenges associated with the responsible adoption of these technologies in the public sector.
16:35 to 17:35
When discourse meets reality – Regulatory pressure (IFRS S1 and S2) and the impact on the value chain
With the mandatory adoption of IFRS S1 and S2 standards starting in 2026, ESG moves beyond narrative and becomes integrated into financial and regulatory reporting. Auditable data, clear governance, and executive accountability become requirements with a direct impact on access to capital, risk, and reputation. This panel discusses how companies are transforming this regulatory pressure into a competitive advantage — and how these requirements are extending to partners, suppliers, and the broader value chain.
16:35 to 17:35
Organizational courage – When saying “no” is costly and saying “yes” is even more expensive
In high-pressure environments driven by results, growth, political alignment, or operational convenience, many decisions stop being purely technical and become tests of organizational courage. The cost of saying “no” is immediate and visible; the cost of saying “yes” is often deferred—until it turns into a crisis. This panel discusses who upholds unpopular decisions when the political, financial, or reputational cost is high, and how organizations can structure governance so that courage does not depend solely on isolated individuals.
16:35 to 17:35
Strengthening collaboration, innovation, independence, and public trust among oversight bodies
In a context of high institutional complexity, resource constraints, and increasing political pressures, oversight bodies are expected to deliver more results precisely when public trust is weakening. This panel proposes a reflection on how interinstitutional collaboration, innovation, and peer learning can strengthen oversight, auditing, and control in Brazil. The discussion will examine the strategic role of supreme audit institutions in sustaining credible and resilient accountability ecosystems, identifying concrete pathways to reinforce their independence, autonomy, and capacity to build trust.
17:50 to 18:45
HAPPY HOUR
18:45 to 20:30
Day 2
*The schedule is subject to change.
REGISTRATION
7:30 to 8:30
OPENING
- Fátima Bernardes
08:30
CEOs: Leadership, the human factor, and the future: Redefining the role of organizations
Technology redefines the speed of business, but it is the human factor that sustains its execution. Today, the challenge is not only adopting new tools but dealing with the gap between digital acceleration and the human capacity to keep up with this pace. When engagement drops and burnout increases, the signal is clear: strategies decoupled from empathy are unsustainable. This panel discusses how CEOs are revising management models, adjusting decisions, and evolving culture to ensure that technology amplifies human potential rather than depleting it.
10:20 to 11:20
The limits of compliance: Who decides, who bears the risk, and who is truly accountable
The idea that ‘everything is the responsibility of compliance’ has become one of the greatest misconceptions in modern corporate governance. Integrity programs are not infallible, they do not replace business decisions, and they do not automatically shift the blame for risks, fraud, or misconduct onto the compliance department. This panel discusses the true limits of compliance, the role of the lines of defense, leadership accountability, and how society, the market, and companies must mature their understanding.
10:20 to 11:20
Human biases in intelligent systems – AI learns from data and from our failures
Artificial Intelligence does not eliminate human biases; it incorporates, amplifies, and legitimizes them. Automated decisions carry assumptions, historical choices, and asymmetries that often go unnoticed because they “came from the system.” This panel discusses how human cognitive biases are translated into algorithmic models and why excessive delegation to technology can lead to unfair, mistaken, or ethically fragile decisions. The discussion will provide a practical approach on how to structure effective training and continuous monitoring mechanisms, ensuring greater transparency, governance, and accountability in the use of AI.
10:20 to 11:20
Bidding in Practice: Risk Identification, Decision Making, and Integrity in Real-World Scenarios
This workshop will promote the exchange of information with partners, participation in preliminary stages (RFI/RFP), proposal structuring, use of third parties, hospitality, and access to sensitive data. The workshop may simulate real-world dilemmas — for example, when a technical evaluation might influence a future tender, or when a partner gains a competitive advantage that is difficult to justify. This approach is much more engaging than theory because it places the participant in the role of the decision-maker.
10:20 to 11:20
Training that Shapes Behavior (Not Just Checks the Box) – How to prepare leaders to make better decisions and prevent behavioral risks
Most compliance training meets formal requirements but fails to change real decision-making. Generic content, information overload, and disconnection from everyday dilemmas reduce impact and engagement. This panel discusses how to design training based on real dilemmas, emotions, and context, focused on decision-making and tailored approaches for middle management — often less experienced, less senior, and more willing to take risks to advance their careers. The focus is on leadership development, highlighting why training leaders is one of the most effective strategies for preventing harassment and reducing behavioral risks.
10:20 to 11:20
From fragmentation to a 360° view of risk: how to integrate Compliance and AML into a single journey – Banco Semear case study
Most compliance training meets formal requirements but fails to change real decision-making. Generic content, information overload, and disconnection from everyday dilemmas reduce impact and engagement. This panel discusses how to design training based on real dilemmas, emotions, and context, focused on decision-making and tailored approaches for middle management — often less experienced, less senior, and more willing to take risks to advance their careers. The focus is on leadership development, highlighting why training leaders is one of the most effective strategies for preventing harassment and reducing behavioral risks.
10:20 to 11:20
ROOM TRANSITION
11:15 to 11:40
AI, Behavior, and Organizational Silence – Invisible risks and unsupervised decisions
The use of Artificial Intelligence tools is advancing in a decentralized and informal way, often outside organizational governance. Strategic, confidential, and personal data are being entered into AI platforms without institutional awareness or risk assessment. This panel discusses how this silent usage creates significant data exposure and legal liability, and why behavior, performance pressure, and organizational silence end up normalizing practices that can lead to serious incidents.
11:45 to 12:45
Leading in uncertain and transforming environments – The skills redefining the role of executives
The business environment has become increasingly dynamic and characterized by constant change. In this context, leadership requires more than technical knowledge: it demands situational awareness, critical thinking, adaptability, and the ability to make decisions under pressure. This panel explores what executives are doing in practice to develop these skills, deal with ambiguity, and sustain decisions in continuously evolving scenarios.
11:45 to 12:45
How to transform real risk—including in sectors that do not yet see themselves as exposed to AML/CFT—into an effective, proportional, and viable program for 2026?
Digital chains, new business models, informal intermediations, and alternative payment methods have expanded risk exposure. In this workshop, participants will reassess, design, or redesign AML/CFT programs based on the actual business risk, considering emerging risks and regulatory requirements. The proposal is practical and decision-oriented, focused on building proportional, effective, and sustainable systems while avoiding both excessive formalism and critical control gaps.
11:45 to 12:45
WORKSHOP – Harassment Investigations: Practical investigation workflow and available technologies
Poorly conducted harassment investigations amplify harm, re-victimize individuals, and weaken the credibility of the integrity system. At the same time, legal rigor and impartiality are essential. This workshop presents a practical investigation workflow that balances legal technique, qualified listening, protection against retaliation, and human care, while discussing common mistakes and best practices in handling sensitive investigations.
11:45 to 12:45
Integrity Programs in the “Sistema S”: Between public benchmarks, private logic, and the challenge of standardization
The “Sistema S” occupies a unique position by administering parafiscal resources, exercising a relevant public function, and operating with a private management logic. This hybrid nature increases the complexity of integrity programs, which must balance control, transparency, and efficiency. In this scenario, the National Corruption Prevention Program (PNPC), led by the TCU (Brazilian Federal Court of Accounts), emerges as a benchmark for strengthening structure and alignment among entities. The challenge is to balance more formal models with flexible, risk-based, and impact-oriented approaches in the face of growing pressure for consistency. The central dilemma is ensuring standardization without compromising autonomy and effectiveness. This panel discusses pathways for a compliance model in the “Sistema S” that is proportional, risk-based, and results-oriented.
11:45 to 12:45
LUNCH
12:35 to 14:30
Women in Leadership: From tactical to strategic – actual access to centers of power
Female presence in tactical and middle management positions has been growing gradually. Still, the transition to strategic roles—such as executive boards, decision-making committees, and boards of directors—remains unequal. This panel analyzes how formal and informal power, legitimacy, and decision criteria influence who advances to the spaces where strategy, risk, budget, and succession are defined. The discussion explores paths to transform operational leadership into strategic influence and effective participation in decision-making centers.
15:00 to 16:00
Global Supply Chains: Regulation, resilience, and opportunities in the new geopolitical landscape
Geopolitical fragmentation and regulatory advancement are reshaping global supply chains. Sanctions, export controls, traceability, carbon footprint, and due diligence have begun to influence strategic decisions, shifting the focus from efficiency to resilience and compliance. This panel discusses how companies are adapting to this new scenario, balancing restrictions and opportunities to sustain competitiveness, continuity, and growth.
15:00 to 16:00
Who Controls the Narrative? Journalism, influencers, and new reputational risks
“Rage bait” was elected by Oxford University as the word of the year, reflecting an environment that privileges emotion and polarization. In this context, corporate decisions are judged before they are fully understood. Investigative journalism, social media, digital influencers, reputation, communication, and third-party management become inseparable. This panel discusses how to sustain credibility and institutional positioning in a scenario of constant scrutiny and real-time narratives.
15:00 to 16:00
WORKSHOP – Ambassador Program: How to move the program beyond rhetoric and design a viable pilot, measuring real impact without becoming bureaucratic?
A hands-on session to structure a viable ambassador program: objective, profile, selection, training, role limits, governance, communication, and metrics. Based on real and successful case studies.
15:00 to 16:00
The New Attention Economy: How to make your Code of Conduct simple and memorable
In the attention economy, long and complex codes fail to fulfill their primary role: guiding behavior. If it isn’t read, it isn’t remembered; and if it isn’t remembered, it isn’t applied. In this session, participants will discuss and generate insights to transform sections of traditional codes into simple, clear, and action-oriented guidelines focusing on real behavior. By the end, they will leave with practical ideas to make their codes more effective, memorable, and applicable in daily life.
15:00 to 16:00
ROOM TRANSITION
16:00 to 16:30
How to transform audit results (internal and external) into strategic decisions that effectively change the organization’s value? Roles and responsibilities of the areas
When failures are known but persist, the discussion shifts from being technical to one of governance. In this context, the cascading of responsibilities gains relevance, with the clear definition of roles between departments, decision levels, and governance bodies, ensuring that audit results are broken down, prioritized, and monitored until their effective resolution. The panel discusses who is responsible for taking action, how to avoid the recurrence of misconduct, and which organizational structures and dynamics are necessary to ensure that identified risks actually convert into relevant decisions and changes.
16:35 to 17:35
The New Challenge for Compliance – Dealing with human breakdowns within organizations
Organizations are facing a landscape marked by attention crises, burnout, loneliness, and mental overload. These factors impact communication, decision-making, and relationships, increasing behavioral risks, conflicts, and ethical failures. Traditional governance and compliance models show limitations when addressing human challenges such as lack of connection, low psychological safety, and difficulty in influencing behavior. This panel discusses what changes in practice for leadership, compliance, and psychosocial risk management, especially in light of the new NR-1 requirements.
16:35 to 17:35
Whistleblowing Channels Under Pressure: Trust, Power, and the System Intelligence Test
Whistleblowing channels only work when there is real trust, and it is precisely this trust that is tested when reports involve leadership or strategic interests. Fear of retaliation, lack of credibility, and inadequate responses weaken the system. In high-pressure scenarios, governance limits emerge, such as investigative independence, protection of the compliance officer, and tensions with senior management. The panel discusses how to operate channels with legitimacy, ensuring protection, independence, and a balance between the risks of misuse and institutional credibility, in addition to bringing insights from the most innovative channels using AI, their real gains, and challenges that are still seldom discussed after two years of intensive operation.
16:35 to 17:35
WORKSHOP – Behavioral Compliance in Practice: Behavioral Sciences, Culture, and Communication in the Transformation of Real Decisions
Robust compliance programs do not always prevent misconduct — because decisions are not made based solely on rules, but are influenced by context, culture, and behavior. In this practical workshop, participants will explore how to apply concepts from behavioral sciences, strategic communication, and organizational culture to influence day-to-day decisions and increase the effectiveness of compliance programs. With an applied approach, real-case studies, and interactive dynamics, the session presents concrete pathways to transform compliance from a formal model into an instrument of real behavioral change.
16:35 to 17:35
Integrity in the Public Sector – The evolution of compliance programs
Brazilian public administration has been advancing in the development of integrity and compliance programs, driven by regulatory frameworks, control mechanisms, leniency agreements, and growing societal expectations for transparency and accountability. This panel discusses how public institutions are structuring and strengthening their compliance programs, which models have proven most effective, the challenges of implementation in politically exposed environments, and what still needs to evolve for integrity to become an institutional practice — not just a formal requirement.
16:35 to 17:35
ROOM TRANSITION
17:30 to 17:50
Information Asymmetry and the Evolution of Money Laundering Mechanisms: limits of Compliance Programs in detecting complex risks
Artificial intelligence is expanding human capabilities at an unprecedented pace. In this context, the central question is no longer whether technology will replace people, but how the human role is being transformed. This panel proposes a high-level reflection on human-centered leadership in the age of AI, exploring which competencies, values, and responsibilities remain essentially human — and why they become even more relevant in an increasingly automated world. How are senior leaders, in practice, seeking to balance this equation?
17:50 to 18:45
HAPPY HOUR
18:45 to 20:30
Day 3
*The schedule is subject to change.
REGISTRATION
7:30 to 8:30
OPENING
- Leandro Karnal
8:45
CEOs, C-Levels, and Board Members: From Culture to Performance – Turning discourse into living, scalable, and sustainable systems
On the third day, the question shifts from “why culture matters” to how to make it work in practice. This panel brings together CEOs, C-level executives, and board members to discuss the role of senior leadership in transforming culture into an operating system — one that can scale, endure over time, and guide real decisions. The discussion covers governance, incentives, metrics, budgeting, and accountability, highlighting what leaders have done to move beyond rhetoric and build cultures that deliver performance, reduce risk, and sustain the business in the long term.
10:20 to 11:20
The New Profile of the GRC Professional in the Era of AI: New roles, skills, and pathways emerging with the integration of new areas and model governance
With the increasing adoption of intelligent systems, AI models and data flows have become auditable objects in their own right, creating new technical, ethical, and governance demands, and consequently, new professional trajectories. This panel discusses which new professions are emerging in this context and which technical and behavioral skills are becoming essential.
10:20 to 11:20
WORKSHOP – Preparing the Compliance Program for the Use of AI From potential to practice: how to start responsibly
The adoption of AI in compliance programs is no longer optional and now requires practical and responsible decision-making. This workshop presents a foundational approach to initiating the use of AI in compliance, exploring initial use cases, ethical and legal risks, prioritization criteria, and essential safeguards before automation. The focus is on implementing AI as a support tool, with minimum governance, clear accountability, and alignment with the real risks of the business
10:20 to 11:20
WORKSHOP – ISO 37001, 37301, and the emerging ISO 37201 agenda
ISO 37001 and ISO 37301 certifications are benchmarks in integrity, but their value depends on strategic decisions, proper scope, and senior management sponsorship. More than just implementation, the challenge lies in sustaining their effectiveness over time. The emerging ISO 37201 agenda, still under development, signals the evolution of management systems by incorporating themes such as the prevention of and fight against violence against women. The workshop covers how to implement, review, and sustain certifications in a proportional and risk-based manner, preparing the organization for audits and strengthening the integrity program through senior leadership engagement.
10:20 to 11:20
ROOM TRANSITION
11:15 to 11:40
Authority, independence, and the integrity paradox – when gatekeepers also become risk vectors
In theory, governance functions exist to protect the organization, ensure independence, and guide ethical decisions. In practice, however, performance pressures, conflicts of interest, structural limitations, and role ambiguities challenge this performance. In some cases, the problem goes further: areas responsible for mitigating risks may, directly or indirectly, contribute to misguided decisions or even inappropriate conduct. This panel discusses the contrast between ideal design and organizational reality, exploring how…
11:45 to 12:45
Data Sovereignty – Technology, data centers, privacy, and decision-making in a world without clear borders
The intensified use of AI has expanded data storage and processing across global infrastructures, often outside national jurisdictions. In 2026, data sovereignty is gaining momentum as a political and corporate trend in Latin America, driven by concerns over security, control, privacy, and technological dependence. This panel discusses the advantages, risks, and trade-offs of localized data residency, the impacts on technological architecture, and the implications for the fields of technology, privacy, legal, compliance, and data protection.
11:45 to 12:45
Expanding the Outlook on Due Diligence and Monitoring Beyond “By the Book” – Real lessons learned, recurring errors, and poorly documented decisions
Although many risks are already known, due diligence processes still rely on traditional verification approaches that are not fully adapted to today’s complexity. Fragmented global supply chains, opaque third parties, new business models, and emerging risks demand new perspectives and sources of analysis. This panel proposes a practical reflection on how to go beyond checklists, exploring new verification approaches, lessons learned from recurring mistakes, and the smarter use of technology to support proportional, clear, and defensible decisions.
11:45 to 12:45
The New Legal and Compliance Management: Legal Ops, data, and strategic decisions in transforming environments
Legal and compliance departments are undergoing a structural transformation. Increasing complexity, technological advancement, pressure for efficiency, and the need for deeper integration with the business demand new management models. In this context, Legal Ops takes center stage as a lever for governance, productivity, and decision intelligence. This panel discusses how to structure more agile legal and compliance areas that are data-driven and capable of sustaining more consistent, strategic decisions aligned with the business.
11:45 to 12:45
Mobile Forensic Data Extraction Simulation: Authorities, corporations, and the limits of digital evidence
Mobile forensic data extraction—even without passwords and after files have been deleted—has become central to complex investigations, with direct impacts on compliance, privacy, and governance. Through a commented simulation, this panel demonstrates what can and cannot be extracted, the legal limits, and how the Federal Police ensures the chain of custody and the validity of evidence. It also discusses the corporate perspective: how to respond, how to protect legitimate data, and, in internal investigations, what can and cannot be done with mobile devices.
11:45 to 12:45
LUNCH
12:35 to 14:30
Tribute to Compliance Officers
A tribute that brings laughter and emotion
13:30 to 14:00
What Have We Learned from Recent Major Scandals? Recurring failures, critical decisions, and real lessons for compliance and governance
Recent corporate scandals, both in Brazil and globally, have revealed systemic weaknesses that go beyond individual misconduct, exposing failures in governance, internal controls, auditing, compliance, and leadership. This panel offers a critical and practical analysis of these cases, focusing less on “who failed” and more on where systems broke down, which decisions amplified damage, and what could have been detected or mitigated before the crisis.
15:05 to 16:05
The role of international organizations in shaping global integrity standards
International organizations such as the UN Global Compact and the OECD shape global integrity standards in a non-coercive way, often preceding laws, enforcement, and market requirements. This panel discusses how these agendas are built, why they function as early signals of risk and opportunity, and how organizations that can interpret them effectively are able to prepare — while others only react once these standards become regulatory or commercial obligations.
15:05 to 16:05
Rethinking the Internal Investigations Playbook – How to investigate, decide, and respond more efficiently in a new regulatory environment.
The intensification of enforcement and the expansion of risks related to third parties, sanctions, fraud, and organized crime require a practical reassessment of internal investigations. Overly broad protocols, slow investigations, or poorly documented decisions can increase risks rather than mitigate them. This panel discusses how to conduct efficient and defensible investigations, addressing critical decisions such as when to initiate an investigation, how to define and adjust scope, when to deepen or contain inquiries, and how to document decisions in a proportional and sustainable way.
15:05 to 16:05
WORKSHOP: Pró-Ética in Practice – Lessons learned and what lies ahead for integrity programs
Drawing from the lessons learned in previous editions, this panel analyzes what truly made a difference in the evaluation of integrity programs, where organizations failed the most, and which signals already point to the next expected adjustments. The focus is on the use of Pró-Ética—an initiative by the Office of the Comptroller General (CGU)—as a practical tool for diagnosis and evolution to enhance compliance effectiveness beyond formal recognition.
15:05 to 16:05
Integrity in Sports and Sports Betting – New compliance challenges in a high-pressure ecosystem
The consolidation of the regulated sports betting market has increased demands on operators and the broader sports ecosystem. The discussion goes beyond regulation, encompassing enforcement, governance, AML/CFT, data protection, advertising, conflicts of interest, and sports integrity. This panel explores the impact of these changes on betting operations and their relationships with clubs, athletes, and partners, highlighting key GRC risks and priorities to sustain reputation and growth in an increasingly exposed environment.
15:05 to 16:05
Sebrae as a competitiveness catalyst: the Aurora case study on integrating MSEs into the production chain and generating value for the entire ecosystem.
The integration of MSEs into the supply chains of large companies has become a strategic factor for competitiveness. In this case study, Sebrae and Aurora Coop demonstrate how the structured development of suppliers raises management standards, reduces risks, and strengthens the value chain, generating sustainable gains for the entire ecosystem.
15:05 to 16:05
ROOM TRANSITION
16:00 to 16:30
When Data Finally Speaks the Language of the C-Level and the Board – Which compliance and risk metrics support decision-making, and which only report or hinder it
This panel discusses how to move beyond defensive reporting and build indicators and narratives that truly help C-level executives and boards understand risks, set priorities, and make clear decisions. The challenge is not the lack of data, but how it is organized, presented, and connected to business decisions.
16:35 to 17:35
Tax Reform: What risk management, audit, and compliance professionals need to know
Organizations must understand where tax reform creates new risks, how these risks manifest beyond the tax function, and how to structure controls and defensible decisions throughout the transition period.
16:35 to 17:35
Between the Legitimate and the Improper – Conflicts of interest, gifts, and hospitality in complex and sensitive environments
During periods such as the World Cup and election years, conflicts of interest, gifts, and hospitality become even more complex. This panel analyzes real cases in which legitimate interests come into tension with ethical boundaries, weak documentation, and sensitive public-private interactions. The discussion explores where judgment fails, how context amplifies reputational and regulatory risks, and how to structure defensible criteria and records to support sound decision-making in gray areas beyond formal rules.
16:35 to 17:35
WORKSHOP – Preparing the Compliance Program for AI Use: From potential to practice: how to start responsibly
The adoption of AI in Compliance programs is no longer optional and now requires practical and responsible decision-making. This workshop presents a foundational approach to initiating AI use in compliance, exploring initial use cases, ethical and legal risks, prioritization criteria, and essential precautions before automation. The focus is on implementing AI as a support tool, with minimum governance, clarity of responsibilities, and alignment with the actual business risk.
16:35 to 17:35
Corporate Squid Game 2 – “The Invisible Code”
Crises rarely begin with fraud. Many start with applause, record-breaking results, overconfidence, and the sense that everything is under control. In this new immersive experience, featuring the same speakers from ‘Corporate Squid Game,’ you will step into the shoes of the CCO. The numbers are flawless. The market is confident. Growth is accelerating. But something feels off: minimized alerts, aggressive targets, strategic silences. What if the red flags start reaching the top? What if the decision stops being technical—and becomes structural? Because, in the end, governance isn’t comfortable. It is institutional courage.
16:35 to 17:35
CLOSING
17:50 to 18:45
HAPPY HOUR
18:45 to 20:30
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