The findings indicate that reputation is recognized as a determining factor in shaping opinions about brands and institutions. For most respondents, it serves as an initial reference point for judgment, with the most trusted brand tending to be the one with the strongest reputation, not necessarily the most well-known. The study reinforces that institutional discourse and practice must be aligned, with quality, relationship management, and the ability to deliver on promises ranking among the most valued attributes—reputation is not a “blank check.”

Another key aspect highlighted is the role of reputation as a competitive differentiator and a driver of development, with effects that can contribute to building trust at a broader scale, facilitating agreements, partnerships, and even shaping perceptions of sectors and business environments. On the other hand, the study underscores reputational vulnerability in times of crisis: scandals involving a company tend to impact the image of the entire sector.

The analysis by segments and social classes shows that the importance attributed to reputation varies depending on the context. Sectors such as healthcare, food and beverages, banking, durable consumer goods, and technology rank among those most sensitive to the issue. In the breakdown by social class, the study indicates that the sectors in which reputation is considered most relevant differ across groups: among respondents in classes AB and DE, the healthcare sector stands out as the most important, while in class C, the emphasis falls on food and beverages.

Methodology

The study was conducted on March 19, 2026, with 1,548 respondents across 614 municipalities in all 27 Brazilian states. Data collection was carried out online via a smartphone application, with participants aged 18 and over. The sample followed quota controls proportional to the Brazilian population in terms of age group, gender, macro-region, and socioeconomic level, based on the 2022 Census. The margin of error is 2.4%, with a 95% confidence level.

“The decision to include Government and Institutional Relations among our key thematic priorities for 2026 stems from the increased attention the topic receives in election years and from the maturity the field has achieved, with a growing body of data, research, and legitimacy,” explains Hamilton dos Santos, Aberje’s CEO. “We are a nonpartisan organization focused on the professional and scientific dimensions of communication. In this context, we advocate for the recognition of the field as an essential function within organizations,” he adds.

At the “Aberje Agenda 2026” event, which brought together business leaders and experts in early March to discuss trends shaping the profession, the topic was one of the central highlights. Among the issues discussed was the growing intersection between corporate communication and Public Affairs, now regarded as a structural component of reputation management and institutional positioning.

“Public Affairs is becoming increasingly central to organizational communication because it directly relates to how companies position themselves and engage with society through institutions. This dialogue requires preparation, responsibility, and the understanding that communicating also means participating in the public sphere in a qualified manner,” says Paulo Nassar, President of Aberje and Full Professor at ECA-USP.

During the event, Andrew Greenlees, co-founder of FLAG Public Affairs, an Aberje member firm, highlighted the evolution of the field and its integration with communication. “There used to be a certain reluctance to engage with government. There was even some stigma associated with the activity,” he noted. According to him, this perception has been gradually overcome as institutional engagement is increasingly understood as a legitimate part of democratic processes. “The right to petition is legitimate and democratic,” he said, emphasizing the role of companies in contributing technical input to public policymaking.

Greenlees also noted that the relevance of Public Affairs tends to intensify in electoral contexts, when the need for scenario analysis and a deeper understanding of potential institutional developments increases. In such moments, the alignment between communication and Public Affairs becomes central to risk management, narrative development, and stakeholder engagement.

The strengthening of this topic within Aberje’s institutional agenda builds on the organization’s well-established trajectory in addressing Institutional and Government Relations (IGR), reflected in publications, debates, events, and educational initiatives. The Aberje School of Communication, for example, offers dedicated programs on the subject and is preparing the Brasília Expedition for 2026, an immersive initiative focused on the functioning of Brazil’s political and institutional system. The program includes technical visits, meetings with experts, and discussions on the role of communication in high-complexity decision-making environments, curated by Fabio Rua, Vice President at General Motors and a member of Aberje’s Deliberative Council.

“When we view reputation as an asset that reduces uncertainty and sustains trust-based relationships, the interface between communication and Public Affairs becomes unavoidable. It is often in this space that alignment between discourse and practice materializes, particularly in more sensitive institutional contexts, reinforcing the strategic role of communication in value creation for organizations,” says Hamilton dos Santos.

Public Affairs in numbers

The growing relevance of the topic is also reflected in market analyses. According to the “Origem Latam Yearbook 2025,” “no board of directors or CEO should forgo a function whose mission is to establish strategic, fair, and transparent relationships with stakeholders, particularly within the public sector.” The publication also highlights that the business environment is heavily shaped by the public sector, reinforcing the importance of qualified engagement at this interface.

Another key aspect is the relational and strategic nature of the field. The report states that IGR work involves “building trust-based relationships over different time horizons, depending on the interests of all parties and the external environment,” supported by scenario analysis, data use, and stakeholder engagement. This dimension further aligns the field with corporate communication, which likewise operates in building trust and reputation over time.

Data from the Yearbook survey, conducted in partnership with Consult-Master, LEC, and Vittore, helps illustrate recent transformations. The findings show that 84.4% of Public Affairs professionals work in companies with annual revenues above R$1 billion, with 63.8% in organizations exceeding R$5 billion. At the same time, there is a structural shift toward leaner teams, with fewer large departments and a rise in smaller structures, often composed of a single professional.

This shift is consistent with findings from Aberje’s Center for Applied Economic Studies in Communication (CEAEC), which identified a structural paradox affecting communication departments in Brazil. Based on five editions of the “Communication Trends” study (2020–2024), the analysis highlights a complex equation: while corporate communication gains strategic relevance and expands its scope, it continues to operate with limited teams.

A similar pattern is observed in Public Affairs, alongside the growing role of specialized consultancies and the increasing use of artificial intelligence, which have expanded analytical and execution capabilities. According to the Yearbook, the increasing complexity of institutional agendas is driving demand for external services, while technological tools are enhancing productivity and efficiency. In this context, Public Affairs is expected to become even more strategic, requiring closer integration with corporate communication and more sophisticated approaches to scenario analysis and narrative development.

Miño received the award for the study “Environmental Scanning Skills and Competencies in Public Relations: A Focus on Chilean Strategic Communication Agencies”, which examines the competencies that strategic communication professionals in Chile consider essential for conducting environmental scanning—a classic public relations concept referring to listening to and analyzing the ecosystem of stakeholders surrounding organizations and their clients.

The research was based on 22 in-depth interviews with senior professionals from 11 strategic communication agencies based in Santiago. The study examines how the practice of monitoring and interpreting the institutional environment has evolved over the past three decades, shifting from a strong emphasis on media relations—predominant in the 1990s—to a broader model of relationship management with multiple stakeholders, including community leaders, investors, political representatives, and internal publics.

Among the preliminary findings, the study indicates that the most valued professional profile in strategic communication has diversified, incorporating academic backgrounds in fields such as political science, psychology, anthropology, business, and sociology. This shift reflects the growing complexity of strategic advisory and relationship management demands within corporate communication.

Commenting on the recognition, Pablo Miño highlighted the importance of the award for continuing his research agenda. “It’s an honor and a privilege. I’ll put this money to good use and continue publishing studies focused on public relations and strategic communication in the South American landscape,” he said.

This is the third time Miño has received the recognition. In 2024, he won the International Aberje Award for the study “American and British Agencies Expanding their Global Footprint since the 1980s: The Global Public Relations Industry in Latin America Through the Lens of PRWeek,” which analyzed the expansion of major international public relations agencies in Latin America since the 1980s and their legacy in the consolidation of the sector in the region.

In 2023, he was also awarded for the study “Applying the Susceptibility to Disinformation Typology to Nation Branding: Perceptions of Latin American Countries Shaped by Americans’ Views on Immigration Issues,” co-authored with Joseph Czabovsky, from the University of North Carolina at Chapel Hill. The research examined how U.S. citizens perceive eight Latin American countries—Argentina, Brazil, Chile, Colombia, Costa Rica, the Dominican Republic, Mexico, and Peru—and how perceptions about immigration influence the construction of national images.

Created in 2009, the International Aberje Award recognizes academic research by international scholars related to communication and public relations in Brazil and Latin America. The award is presented during the IPRRC in the United States, and the selection process is conducted by the conference’s board of directors, composed of scholars from different countries.

This movement unfolds alongside a cycle of international visibility for Brazilian culture, with music in the spotlight, cinema gaining recognition through awards such as the Oscars, and Brazilian art occupying space in major museums and global cultural circuits.

Brazil shone on cinema screens with the releases of “Ainda Estou Aqui”, by Walter Salles, and “O Agente Secreto”, by Kleber Mendonça Filho, both highlighted in different internationally recognized awards. In music, “Caetano e Bethânia Ao Vivo”, by Caetano Veloso and Maria Bethânia, won the 2026 Grammy Award for Best Global Music Album. In 2025, Anitta was nominated for the Grammy Award for Best Latin Pop Album with “Funk Generation”—the first funk album from Rio de Janeiro to compete for the prize.

Brazilian sculptors (and their works) filled the gardens of the Palais-Royal in Paris between September and October 2025, in an exhibition featuring contemporary artists José Bechara, José Resende, and Raul Maurão. Between March and April 2025, London’s Royal Academy of Arts opened its doors to the exhibition “Brasil! Brasil! The Birth of Modernism”, showcasing paintings by Anita Malfatti, Lasar Segall, Candido Portinari, Tarsila do Amaral, and other leading figures of Brazilian Modernism.

In Buenos Aires, Argentina, the exhibition “Pop Brasil: vanguarda e nova figuração 1960–70”, held at Malba, explores Brazilian art produced between the 1960s and 1970s, bringing together 120 works by 50 artists. Finally, the Calouste Gulbenkian Foundation in Lisbon, Portugal, hosted between November 2025 and February 2026 the exhibition “Complexo Brasil”, designed by Daniela Thomas and curated by José Miguel Wisnik, Milena Britto, and Guilherme Wisnik. The exhibition presents artworks, videos, musical pieces, and documents that examine the centuries-old relationship between Brazil and Portugal and foster dialogue between the two countries.

“The path of valuing Brazilian cultural identity can bring important lessons for corporate communications: identity is not only an aesthetic resource, but also a strategic asset for brands and public recognition,” says Lucas Mota, Communications Director at FecomercioSP, an Aberje member company. “When companies consistently incorporate elements of culture, territory, and the many ‘Brazils,’ they are taking a clear position. This strengthens the brand in the medium and long term by generating a sense of belonging for different audience niches,” Mota continues.

“The cover story of the latest issue of ‘Revista Problemas Brasileiros’, a FecomercioSP publication, is based precisely on this perspective: observing how Brazil has been narrated internally and externally, and how identity, culture, and the economy intersect in the construction of symbolic value,” the executive concludes.

More than an aesthetic or seasonal element, Brazilian cultural identity is increasingly being treated as a reputational asset and a strategic differentiator—one that requires coherence, depth, and alignment with organizations’ concrete practices.

“Corporate communications serve to leverage business strategy, acting as a platform for plural voices. Reputation is not expressed only through the institution’s voice, but also through the voices of communities, consultants, partners, and consumers who experience the business across Brazil,” explains Paulo Dallari, Director of Reputation and Government Affairs at Natura, an Aberje member company.

“Identification with Brazilian cultural identity strengthens the emotional bond with consumers, partners, and delivery workers. When experienced authentically, this connection translates into brand affinity, consistency of positioning, and long-term value for the business,” says Rafael Corrêa, head of Institutional Communications at iFood, an Aberje member company.

“Organizations can incorporate elements of Brazilian identity through genuine listening to society and a real connection with people’s everyday lives,” says Sarah Bonadio, Global Director of Corporate Affairs and Sustainability at Alpargatas, an Aberje member company. Alpargatas produces Havaianas, the rubber flip-flops launched in 1962 and patented in 1966, which over the decades have become a fashion icon.

“This avoids simplifications or caricatures,” the executive continues. “Havaianas, one of our flagship brands, is a clear example of this process. It is globally recognized as a symbol of Brazilian cultural identity, without relying on obvious stereotypes, but rather embracing what is truly characteristic—its regional diversity,” Bonadio states.

Dallari, from Natura, agrees. “This collective essence of our business model guides our communications and values the diversity of the ‘multiple Brazils.’ This means a constant, historical, and relevant presence, articulating relationships around agendas for the country and for each audience,” he explains.

According to Corrêa, from iFood, Brazilian cultural identity is a strategic pillar of both brand and business, not a one-off communications resource. “By supporting projects, we aim to generate cultural relevance, engagement, and trust. Being present in spaces such as Carnival and football is a way to reinforce identity and build closeness that goes beyond the consumer relationship,” the statement emphasizes.

“Brazilian cultural identity is an asset for communications and reputation. It is not merely an aesthetic tool or a circumstantial discourse, but rather a profound dimension of the country brand: the ability to project, on the international stage, Brazil’s cultural, economic, and social diversity with consistency and credibility. Aberje has worked for years to strengthen Brazilian corporate communications as a field of excellence, connecting organizations to global debates on sustainability, innovation, and trust. Initiatives such as BRpr and the Brazilian Corporate Communications Day are part of this effort to position Brazil—with its multiple repertoires and practices—within an international agenda that demands authenticity, responsibility, and a long-term vision,” says Paulo Nassar, President aof Aberje and Full Professor at ECA-USP.

“We are living in a particularly significant moment for Brazilian communicators. Corporate communications in the country have reached a level of maturity that allows our leaders to participate prominently in global debates on reputation, sustainability, innovation, and geopolitics. In this context, Brazilian cultural identity also asserts itself as a strategic asset for positioning, identity, and trust.

At Aberje, we have brought this discussion into thematic forums to understand how organizations can mobilize Brazilian cultural identity consistently, connected to value generation and long-term reputation building, without reducing it to a superficial communications resource. Beyond mastering their language—so beautiful and complex—the communicator must also have a broad repertoire, built through journalism, literature, the arts, cinema, and other expressions. That is why Aberje has been working to develop a course on Brazilian culture,” explains Hamilton dos Santos, CEO of Aberje.

Brazilian Cultural Identity Goes Global

The affirmation of Brazilian cultural identity in corporate communications is not limited to the domestic market. In international arenas of influence—such as COP30, held in Belém in 2025, in the heart of the Amazon, marking the first time the country hosted the conference, and the World Economic Forum in Davos—Brazilian companies have sought to strengthen their presence and project a narrative of national leadership on key issues in the global agenda, including sustainability, energy transition, innovation, and geopolitics.

“The dimension of national identity and the Amazon served as the backdrop for a global discussion on climate and the future of the planet. This gave the Conference a unique character, with a communicational weight and appeal never seen before,” explains Victor Pereira, Aberje’s Manager of Institutional and International Relations.

At this year’s World Economic Forum, Brazil House has consolidated itself as a platform to promote Brazil and its corporate case studies. The space is the result of an initiative led by Be8, BTG Pactual, Gerdau, Randoncorp, and Vale. Randoncorp is an Aberje member company, while Gerdau and Vale are supporting members of the association.

For Leandro Modé, Vale’s Director of Communication and Brand, Davos remains an important hub for geopolitical discussions, and Brazil House serves as a space for national coordination. “Brazil House is becoming a center to promote Brazil, and in our case [Vale], it highlights the growing importance of mining in today’s world, especially in light of discussions around critical minerals, rare earths, and the energy transition,” he explains.

Randoncorp also saw the opportunity to strengthen connections and expand its impact. According to Joarez Piccinini, Director of Institutional Relations, participating in the Forum is a way to advance solutions in sustainable mobility and the low-carbon economy, reinforcing sustainability as a strategic asset for business and reputation. “Taking part in the World Economic Forum is also a strategic opportunity to strengthen our global presence, expanding our capacity for impact through dialogue and cooperation,” Piccinini states.

“For Brazil and for Brazilian companies, being present is essential to ensure leadership on the global stage,” emphasizes Pedro Torres, Gerdau’s Global Director of Brand, Communication, and Institutional Relations. “It was especially interesting this year to see the presence of several communications leaders from major Brazilian companies, showing that Davos also functions as a powerful sounding board for reflection and positioning,” Torres concludes.

Commenting on Brazil’s growing leadership in areas such as sustainability and the energy transition, Priscilla Cortezze, Director of Communication and Sustainability at Copersucar, an Aberje member company, recalls that the company was born and grew with an intrinsic connection to Brazil, and it is from this root that it has built its narrative. “Brazilian cultural identity is one of our most authentic differentiators: we bring the countryside to the world,” the executive notes. “We want Brazil to be recognized for its unique capacity to produce sustainable food and biofuels, contributing simultaneously to two of humanity’s central challenges: feeding a growing population and offering viable solutions to climate change,” Cortezze explains.

This appreciation of Brazilian cultural identity is not exclusive to national companies. Organizations from other countries have also immersed themselves in Brazilian culture and customs to connect with local consumers, as Fabíola Duarte, Head of Corporate Communications at Diageo, an Aberje member company, points out.

“We start from a simple principle: brands are global, but the conversation needs to be local,” the executive says. “The role of the team in Brazil is to understand the culture, celebration rituals, and consumer behavior, and translate that into each brand’s language without losing its essence,” Duarte reinforces.

This understanding of local, regional, and national realities and habits is a fundamental step to ensure authenticity and avoid shallow positioning or narratives based on stereotypes. “By portraying Brazil through everyday life, true stories, and a diversity that is genuinely lived daily, we are able to show these elements of Brazilian identity in a deep and respectful way,” Bonadio adds. “We reinforce a real connection that translates into recognition and turns attention into affinity and trust,” Dallari recalls.

It is important to note, however, that Brazilian cultural identity does not function as a safeguard against crises and controversies. In 2025, Brazil was caught in the wake of sweeping tariffs imposed by the U.S. government on several sectors, directly impacting national exports such as beef and orange juice. In situations like these, valuing Brazilian identity is not enough.

“What mattered in this case was the interdependence between the two countries, in which Brazil is responsible for supplying 56% of U.S. orange juice consumption,” says Ibiapaba Netto, Executive Director of Citrus BR, an Aberje member company.

During a meeting of the Aberje Committee on Communication and Organizational Reputation held in September 2025, Ibiapaba reported that the day after the tariffs were announced, Citrus BR provided consolidated information to journalists, with a strategy that included a clear division of audiences: the Brazilian government, from whom support was sought, and the U.S. government, the target of a request for tariff exemptions. In the media, the work unfolded through successive waves of information, ensuring a constant presence in the news cycle.

This attention to clear, well-grounded messaging is essential to prevent the use of Brazilian identity from becoming an empty discourse, with Brazilian cultural identity serving as nothing more than a decorative element.

“Our focus must increasingly be on presenting concrete evidence,” argues Priscilla Cortezze of Copersucar. “That requires consistency, a long-term vision, and structured work with a broad ecosystem of stakeholders,” the executive concludes.

Economic Nationalism

The recent trend of valuing Brazilian cultural identity in corporate communications has emerged alongside a new landscape in which the economy is increasingly repositioned as a space for identity affirmation. This phenomenon is examined in the study “The Return of Economic Nationalism: A Narrative Perspective,” released in 2025 by Aberje’s Center for Studies and Applied Economic Analysis in Communication (CEAEC). In this transformation, the economy is also understood as a field of geopolitical dispute, sovereignty, and belonging.

Economic nationalism is expressed through reindustrialization policies, active state intervention, and the pursuit of technological and energy autonomy. It is also a communicational phenomenon: a logic of “symbolic rootedness,” in which narratives are no longer merely technical, but seek to build unity and resistance to external narratives, while also mobilizing emotions such as pride of belonging, loyalty to national symbols, and the hope of a “return to greatness.”

In this context, companies adjust their discourse to legitimize themselves before audiences that value local ties. Large organizations reinforce commitments to national development, job creation, and investment in the country, activating “Brazilian DNA” as a reputational asset. Smaller businesses, in turn, emphasize being “made by Brazilians” and community solidarity in the face of global competition. Likewise, newer brands entering the market may highlight their presence or investment in Brazil in order to align with narratives of economic sovereignty and incentives for local production.

“Our main role is to be an influential voice in global decision-making, representing Bayer’s second-largest market worldwide,” says Malu Weber, Vice President of Communications and Agribusiness for Latin America at Grupo Bayer Brasil and Chairwoman of the Deliberative Board of Aberje. Malu recently celebrated five years at Bayer and now travels regularly to the company’s headquarters in Leverkusen, Germany, as well as to various Latin American countries, in addition to visiting regions across Brazil to monitor operations. She emphasizes that working in Brazil requires an integrated vision and absolute focus on what matters to stakeholders—skills that are reflected in her participation in global discussions. “With this new operating model, both in business and in our structure, cluster and country leaders are more connected, which has increased collaboration, knowledge sharing, joint decision-making, and discussions about our talent worldwide, enhancing the visibility of our teams and creating more development opportunities,” explains Malu.

“Cultural and demographic diversity requires constant adaptation of messages, which is essential for operating globally,” notes Pedro Torres, Director of Communications and Institutional Relations at Gerdau, highlighting that Brazil serves as a major training ground for communication at an international scale. Based in Brazil, Pedro now travels to countries where Gerdau operates directly, including the United States, Canada, Mexico, Peru, Uruguay, and Argentina, where he oversees communications and reputation management. The United States is a frequent destination due to the country’s strategic importance for the company.

The same perspective on the importance of adaptability is shared by Pedro Alves, Senior Vice President of Global Communications at Mastercard. According to him, the Brazilian market compels professionals to act holistically, mastering multiple aspects of communications and marketing. “I didn’t feel a lack of any technical skills to work abroad. On the contrary, I was able to contribute to global teams because in Brazil we learn to do it all,” he says. Building on his experience in Brazil, Pedro Alves is now based in New York, maintaining constant contact with Mastercard’s Tech Hubs worldwide. In his role as Head of Communications for Technology, he regularly travels to Saint Louis and Arlington in the U.S.; Vancouver, Canada; Dublin, Ireland; Pune, India; and Sydney, Australia.

“Brazilian experience develops a unique ability to navigate uncertain scenarios with creativity and empathy,” explains Sarah Bonadio, Global Director of Corporate Affairs at Alpargatas. “This resilient and innovative perspective helps us balance strategy and flexibility, aligning corporate objectives with diverse realities,” she adds. Sarah emphasizes the importance of in-person interaction, which takes place at key moments throughout the year. Based in São Paulo, Brazil, she maintains frequent contact with the United States, Italy, France, Spain, Portugal, Australia, the Philippines, Indonesia, and Thailand—countries central to Alpargatas’ operations.

Challenges and Priorities in Global Communications

International work demands skills beyond technical expertise. For Malu, “human competence” is central: building valuable relationships, strengthening teams, and understanding what matters to different audiences. Pedro Torres of Gerdau highlights the importance of decentralizing and giving each market the autonomy to shape strategies rather than merely replicate them.

Pedro Alves of Mastercard adds that leading multicultural teams requires cultural sensitivity and political acumen. He also notes that employee engagement has become an increasingly complex challenge post-pandemic, varying significantly across countries. Sarah Bonadio emphasizes that, in a global context, authenticity, active listening, and openness to different perspectives are essential assets.

Beyond execution, the leaders stress that their work increasingly involves connecting business and society in a coherent and transparent way. This entails managing external pressures on sensitive topics such as climate change, diversity, and responsible innovation, without compromising the consistency of corporate narratives. Aligning messages across time zones and languages, ensuring global strategies are understood locally, and measuring impact with comparable metrics across markets are also top priorities. “Communication needs to be fluid but not fragmented; integrated, yet respectful of cultural specificities,” summarizes Sarah.

Among the recurring themes in international agendas, executives highlight sustainability, corporate reputation, innovation, decarbonization, and institutional relations. In Brazil, events such as COP30 spotlight climate change, regenerative agriculture, and corporate responsibilities in addressing these challenges. “Everything that is relevant to the business and its stakeholders must be on our agenda,” says Malu, stressing that communication must translate these commitments into concrete actions and consistent narratives. For her, following these global discussions is key to anticipating trends and strengthening the company’s positioning in an increasingly competitive and interconnected environment.

The message from these four leaders to those aspiring to pursue a global career is clear: one must combine technical competence, adaptability, and strategic vision with a strong network of relationships. “It’s not just about knowing how to ask; you must know how to do, lead, and build trusted connections,” concludes Pedro Alves.

From Brazil, participants included Hamilton dos Santos, CEO of Aberje; Victor Pereira, Manager of Institutional and International Relations at Aberje; Carolina Prado, Director of Communications for Latin America at Intel; Marcel Dellabarba, Director of Public Relations for Latin America at Samsung Electronics; and Thyago Mathias, Communication Consultant. From Uruguay, David Grinberg, Vice President of Corporate Communications at Arcos Dorados, joined the discussion. From Chile, the meeting was attended by Francisco Aylwin, Vice President of FOCCO DIRCOM. Representing Puerto Rico was Gladys Diaz, from the Puerto Rico Public Relations Professionals Association (ARPR). From Mexico, Olga Oro, Vice President of International Affairs at PRORP, was present. Argentina was represented by Analia Canale, Executive Director of the Argentine-Brazilian Chamber of Commerce, Industry and Services (Cambras), and Diego Campal, President of the Argentine Public Relations Council (APRC). From Peru, Alejandro Cornejo Montibeller, from the Faculty of Communication Sciences, Tourism and Psychology at the Universidad de San Martín de Porres, participated.

In his opening remarks, Hamilton dos Santos, Executive Director of Aberje and Chair of the Regional Council, emphasized the “Venice Pledge”, which focuses on the responsibility of communicators in the age of Artificial Intelligence (AI). Its core objective is to safeguard human decision-making, ensuring that AI remains anchored in ethics and humanity. “Aberje actively contributed to its development and has adopted all seven guiding principles of AI,” he noted.

A new technological reality

David Grinberg, Vice President of Corporate Communications at Arcos Dorados, stressed the urgency of more effective communication. While the brand is widely recognized, its corporate agenda – covering sustainability, social impact, and youth employment – is often not perceived by the public. The key challenge, he explained, is no longer what to communicate, but how.

He noted that traditional media now competes with corporate-owned channels, which, according to the data presented, tend to reach broader audiences. Today, communication strategies must prioritize impact over message volume. It is crucial to use data to understand audiences, optimize budgets (allocating more to distribution and less to content production), and develop shorter, more effective formats. Metrics should focus on qualitative aspects such as brand trust and perception of core brand attributes.

Next, Marcel Dellabarba, Director of Public Relations at Samsung, reinforced the need for a 360º communication strategy integrating media relations, digital platforms, and influencers. His team has even established a “data-driven PR” unit composed of BI analysts and data scientists, freeing communication professionals to focus on strategy and providing intelligence for future initiatives.

He pointed out that information consumption habits have clearly shifted: journalism students now cite YouTube, Instagram, and TikTok as their primary sources of news. Traditional media, while still relevant due to its credibility, now complements broader communication strategies.

Collaborating with content creators is increasingly essential, requiring access to information and immersive experiences to enable the production of high-quality videos. Internal communication is also evolving, adopting platforms that mimic social networks to foster horizontal engagement and interaction among employees.

The executive also stated that while there are no universal metrics, PR impact should be measured directly through business results – tracking qualified traffic to newsrooms and e-commerce platforms, and including influencer reviews on product pages to influence purchasing decisions.

The discussion also covered the role of AI in executive communication, particularly on platforms such as LinkedIn. Participants agreed that while AI can serve as a helpful tool, the personal tone and authenticity of a leader remain irreplaceable. Quality – not quantity – should guide this communication, turning employees themselves into brand advocates and enhancing credibility.

Global Alliance for PR and Communication Management

The Global Alliance for Public Relations and Communication Management is the global confederation of leading public relations and communication management associations, organizations, and academic institutions. It represents professionals, scholars, and students in over 120 countries. Hamilton dos Santos, Executive Director of Aberje, currently serves as Chair of the Latin America Regional Council and is a member of the organization’s global board.

In moments like these, the most common impulse is to act quickly: to cut, freeze, centralize. But, as experienced crisis analysts—as well as many economists and political strategists—have cautioned, the greatest mistake a leader can make in uncertain times is not slowness, but haste. Hasty decisions aim to eliminate ambiguity rather than understand it.

Aberje recognizes that its member organizations are facing multiple pressures. Some companies are directly affected by potential setbacks in exports; others depend on those supply chains or on overall market confidence. All are operating in an environment where reputation, public positioning, and narrative consistency have become even more sensitive.

That is precisely why prudence must not be mistaken for retreat. When exercised effectively, communication is not a cost—it is a critical asset. It organizes thinking and action, enables internal alignment amid external noise, sustains stakeholder dialogue, and preserves the capacity for strategic response as conditions inevitably—and for many reasons—continue to shift.

More than that, uncertainty creates space for communicators who know how to operate in an environment of ongoing change. When there is noise, those who can truly listen stand out. When there is hesitation, those who shape meaning become a reference. When there is mistrust, those who sustain relationships with consistency gain relevance. It is in moments of ambiguity that opportunities arise for repositioning, brand strengthening, and narrative leadership. And all of this becomes more powerful when we are connected to the right network—one made up of inspiring peers, ready to reflect and act together.

With more than a thousand member organizations and strong ties to global communication communities, Aberje’s role in this context is to reaffirm the values that define our network: shared intelligence, trust as a long-term vision, and narrative responsibility as a daily practice. Even when everything seems uncertain, this is not a time to stand still—or to rush forward without direction. There is always a way forward, grounded in clarity, collaboration, and purpose.

Paulo Nassar, president of Aberje and Full Professor at the School of Communications and Arts at the University of São Paulo (ECA-USP)

Hamilton dos Santos, CEO of Aberje

Malu Weber, Chairwoman of the Deliberative Board

David Grinberg, Vice Chairman of the Deliberative Board

By signing the Venice Pledge, Aberje formally endorses the seven guiding principles for responsible AI use (see the full version of the seven principles here):

1. Ethics first
2. Human-led governance
3. Personal and organizational responsibility
4. Awareness, openness, and transparency
5. Education and professional development
6. Active global voice
7. Human-centered AI for the common good

“My contribution was to bring the concerns of Brazilian communicators and Aberje’s network of member organizations into the discussion—highlighting issues such as the nationality of AI, the value of local cultures, and the importance of ensuring that AI systems respect national legal frameworks, political contexts, and professional practices,” said Hamilton dos Santos, executive director of Aberje, who represented the organization at the event. “It is essential that the adoption of artificial intelligence—particularly in organizational contexts—takes cultural diversity into account, as well as the strategic role of communication in democratic societies.”

The definition of responsible AI adopted by the Global Alliance emphasizes the ethical, transparent, and human-driven use of technology, with a commitment to mitigating risks such as bias, misinformation, and privacy violations. These principles serve as a common framework for member organizations, complementing other professional codes of ethics and aligning with both local and international legislation.

A quick reference guide to the Venice Pledge is available for download. It provides background on the Global Alliance’s guiding principles for responsible AI, detailed descriptions of each principle, a list of supporting organizations, and a link for entities wishing to join the initiative.

Alongside Aberje, the pledge was signed by peer organizations representing 21 countries and regions: Apriori World (Croatia), ASEAN Public Relations Network – APRN (Southeast Asia), Association for Strategic Communication and Public Affairs – ASCOPA (Czech Republic), Portuguese Association for Corporate Communication – APCE (Portugal), Centre for Strategic Communication Excellence – CSCE (Australia), Chartered Institute of Public Relations – CIPR (United Kingdom), German Public Relations Association – DRPG (Germany), Estonian Public Relations Association – EPRA (Estonia), Italian Federation of Public Relations – FERPI (Italy), Global Communication Certification Council – GCCC (United States), International Association of Business Communicators – IABC (United States), Institute of Public Relations Malaysia – IPRM (Malaysia), Nigerian Institute of Public Relations – NIPR (Nigeria), Public Relations Institute of Ireland – PRII (Ireland), Public Relations Institute of New Zealand – PRINZ (New Zealand), Finnish Association of Communication Professionals – ProComm (Finland), Public Relations Society of the Philippines – PRSP (Philippines), Reputation Lighthouse (United States), PRomise Foundation (India), University of Liberal Arts Bangladesh – ULAB (Bangladesh), Universidad de San Martín de Porres – USMP (Peru), and We Are Com (France).

Global Alliance for Public Relations and Communication Management

The Global Alliance for Public Relations and Communication Management is the confederation of the world’s leading public relations and communication management associations, organizations, and academic institutions. It represents professionals, scholars, and students in more than 120 countries. Hamilton dos Santos, executive director of Aberje, currently serves as Chair of the Global Alliance Regional Council for Latin America and sits on the organization’s board.

Hamilton dos Santos, executive director of Aberje, opened the event and introduced Rochelle, emphasizing the importance of the partnership with Page. In her remarks, Rochelle Ford highlighted Brazil’s relevance in her academic journey, referencing her interactions with researchers who have studied the challenges faced by women in Public Relations in the country. She also provided an overview of Page’s history and principles, underscoring the need to uphold and communicate the truth in an era of misinformation and technological advancements.

Global Trends and the Impact of DE&I on Organizations

Rochelle Ford presented findings from the business trust index, which shows a global average of 26% trust in companies, compared to 33% in Brazil. She noted that Generation Z places greater emphasis on issues such as mental health and gender equality, while broader concerns include job creation, economic stability, and workforce development.

In response to participants’ questions, the Page CEO discussed topics such as the influence of culture on communicators’ and companies’ behavior, gender identity issues in organizations, and the impact of public policies on global communication. She emphasized that despite challenges and potential political setbacks, business leaders must focus on long-term strategies rather than merely reacting to governmental changes and external pressures. According to her, some U.S. companies have adjusted their policies to avoid terms that might trigger polarization while still strategically fostering inclusion.

Another key point was the warning against greenwashing—the practice of companies making sustainability claims without implementing meaningful change. Ford stressed that, given the increasing demand for transparency and consistency, organizations must align their environmental and social initiatives with their core values. Companies that merely adopt narratives without substantive actions risk losing credibility.

Closing the session, Hamilton dos Santos noted that Aberje reached 1,000 members by the end of 2024 and highlighted the predominance of women in Brazil’s corporate communication sector (73%), in contrast to the underrepresentation of Black professionals, despite 55% of Brazil’s population identifying as Black or mixed-race. In response, Rochelle Ford pointed out that similar dynamics exist in the U.S. While access to higher education remains a challenge for Black Brazilians, the U.S. sees more diversity at entry-level positions in the profession, but a high attrition rate in the early years of careers. Black professionals often face barriers to long-term career progression and leadership opportunities.

About Page

For over 40 years, Page has developed a set of seven principles to guide the work of senior leaders in strategic communication.

1. Tell the truth: Let the public know what’s happening with honest and good intention; provide an ethically accurate picture of the enterprise’s character, values, ideals and actions.
2. Prove it with action: Public perception of an enterprise is determined 90 percent by what it does and 10 percent by what it says.
3. Listen to stakeholders: To serve the enterprise well, understand what the public wants and needs and advocate for engagement with all stakeholders. Keep top decision makers and other employees informed about stakeholder reaction to the enterprise’s products, policies and practices. To listen effectively, engage a diverse range of stakeholders through inclusive dialogue.
4. Manage for tomorrow: Anticipate public reaction and eliminate practices that create difficulties. Generate goodwill.
5. Conduct public relations as if the whole enterprise depends on it: No strategy should be implemented without considering its impact on stakeholders. As a management and policymaking function, public relations should encourage the enterprise’s decision making, policies and actions to consider its stakeholders’ diverse range of views, values, experience, expectations and aspirations.
6. Realize an enterprise’s true character is expressed by its people: The strongest opinions — good or bad — about an enterprise are shaped by the words and deeds of an increasingly diverse workforce. As a result, every employee — active or retired — is involved with public relations. It is the responsibility of corporate communications to advocate for respect, diversity and inclusion in the workforce and to support each employee’s capability and desire to be an honest, knowledgeable ambassador to customers, friends, shareowners and public officials.
7. Remain calm, patient and good-humored: Lay the groundwork for public relations successes with consistent and reasoned attention to information and stakeholders. When a crisis arises, remember, cool heads communicate best.

The decision to maintain the theme introduced in 2024 becomes even more significant as COP30 will be hosted in northern Brazil, drawing global attention to the leadership of nations and businesses in tackling the climate crisis.

Companies have the opportunity to spearhead the transition to a sustainable future while communicating their role in crafting solutions with ethics, transparency, and innovation. Communication must serve as a catalyst for change, fostering connections among stakeholders and transforming global commitments into effective local actions.

In 2025, Aberje’s theme of the year encourages companies to address urgent issues with responsibility, accessibility, and transparency.

The theme is determined through meetings between Aberje’s leadership and its Deliberative and Advisory Boards, shaping the organization’s initiatives throughout 2025.