Banco do Brasil from awareness to everyday integrity across nationwide workforce

Banco do Brasil launched the Temporada CEI – Compliance, Ethics and Integrity (CEI Season) in 2020 as an annual campaign within its existing Compliance and Integrity Program. Rather than treating it as a standalone awareness initiative, the Bank connected the campaign to its governance structures, risk management processes and broader sustainability strategy.

In 2026, the initiative was renamed the BB Ethics, Integrity and Sustainability Season, reflecting the growing integration of environmental, social and governance topics into the programme.

Banco do Brasil structured CEI Season as a recurring annual cycle rather than a one-off intervention. This allowed the Bank to revisit key integrity topics, incorporate regulatory and governance developments and refine content and formats based on feedback and lessons from previous editions.

The recurring approach helped keep integrity visible throughout the organization while allowing the programme to evolve over time.

To make integrity practical, Banco do Brasil combined live thematic sessions, intranet content, email campaigns, quizzes, games, Q&A spaces and recorded materials accessible across different regions, roles and schedules. 

Sessions used clear language and real-life ethical dilemmas to connect formal rules with situations employees encounter in their work, including client relationships, information handling, conflicts of interest, reporting channels and responsible decision-making. Emerging topics such as information security, privacy, socio-environmental risks and disinformation were also incorporated over time.

Senior leaders participated in live sessions and campaign activities, reinforcing ethics, integrity and sustainability as management priorities. 

Banco do Brasil also drew on its established network of 27 Compliance Agents, specialized analysts within the Internal Controls and Compliance Directorate. Each business unit has a designated agent who provides ongoing guidance, helps identify risks and connects operational teams with headquarters. This gives employees a direct point of contact for applying compliance and integrity requirements in everyday work.

 During the 2024 CEI Season, the agents received dedicated training and subsequently shared the season’s content across the branch network.

After each CEI Season, Banco do Brasil used satisfaction surveys to assess content relevance, format effectiveness and employee engagement. Open-ended feedback informed the planning of subsequent editions. The Bank also monitored participation across headquarters, branches and affiliated entities to identify engagement gaps and adjust communication strategies.

Alongside this, the Bank monitored the support provided by Compliance Agents. Each interaction was recorded in an internal portal, and employees were invited to rate the service on a scale of 1 to 10. Feedback covered technical knowledge, responsiveness and overall satisfaction, alongside productivity, quality and timeliness indicators.

In 2026, Banco do Brasil launched an anonymous, voluntary Integrity and Compliance Perception Survey, inviting all employees to participate through an institutional communication campaign. The survey covered five dimensions: integrity culture and leadership; awareness of policies and guidance; ethical climate and decision-making; confidence in reporting channels; and training and communication.

Questions explored whether employees could raise concerns without fear of retaliation, whether integrity guided decisions under pressure to deliver results, and whether training helped them address everyday situations. The survey was designed to establish a baseline for tracking employee perceptions of integrity and compliance over time.

Banco do Brasil also extended CEI Season activities beyond employees to suppliers, partners and banking correspondents. Dedicated sessions addressed the Bank’s Code of Ethics, Compliance and Integrity Program and expectations for ethical conduct in business relationships.

Topics included conflicts of interest, data protection, reporting channels and integrity standards. By engaging external stakeholders, the Bank began extending integrity expectations beyond its own workforce and reinforcing ethical conduct as a shared responsibility across its broader business ecosystem.

Repetition, real-life examples and opportunities to discuss ethical dilemmas help employees connect formal policies with everyday decisions.

Surveys, participation data and feedback mechanisms allow organizations to identify gaps, adapt communication and continuously improve the programme.

Senior-level sponsorship, combined with internal multipliers such as Compliance Agents, can help translate central integrity expectations into different regional and operational contexts.