Camila Fossati is a strategic and inclusive HR leader with over 18 years of international experience across Europe, Asia, and Latin America. With deep expertise in organizational culture, leadership development, and strategic talent management, she has held senior roles at companies such as Braskem, Makro, Suzano, and Gerdau.

Throughout her career, Camila has led transformative initiatives that drove cultural change, enhanced organizational effectiveness, and fostered inclusive, high-performing work environments. She is known for aligning HR strategy with institutional values, navigating complex governance, and translating compliance into practical, people-centered solutions. Her leadership is grounded in empathy, data-driven decision-making, and a strong commitment to integrity and diversity. Passionate about creating meaningful change, she continues to inspire teams and organizations to thrive through trust, transparency, and continuous learning.

In today’s fast-paced and competitive business landscape, my experience continues to reinforce a critical truth: a culture of integrity doesn’t come solely through regulations; it thrives on trust, transparency, and psychological safety. As organizations face increasing regulatory demands and ethical pressure, the role of leadership in cultivating a compliant, values-driven culture has never been more vital.

Psychological safety (which is the belief that individuals can speak up, admit mistakes, and raise concerns without fear of retaliation) is the foundation of a strong compliance culture. When employees feel safe to voice ethical concerns or report misconduct, organizations are better equipped to prevent, detect, and respond to compliance risks.

Integrity Starts at the Top: A Strategic Leadership Imperative

Leaders set the tone. A culture of integrity starts when leaders model ethical behaviour, communicate expectations clearly, and create an environment where compliance is not just a checkbox, but a shared value. However, when communication is inconsistent or fear of judgment prevails, silence becomes the norm; and silence is the enemy of compliance.

Despite this, some HR leaders remain cautious about engaging deeply with compliance, concerned about being perceived as monitors or “corporate police.” There’s an opportunity to rethink this mindset. Human Resources and Compliance are not gatekeepers; they are strategic enablers of a culture where integrity is lived, not legislated. These professionals play a crucial role in guiding leaders to foster environments where ethical behaviour is encouraged and rewarded. Together they help embed integrity into daily operations, not as an obligation, but as a mindset and a conviction.

By partnering with leadership, these functions can:

• Foster open dialogue that encourages ethical decision-making at all levels.

• Translate values into behaviours through targeted training and coaching.

• Build systems of accountability that reward transparency and responsible action.

When integrity is embraced as a shared mindset rather than imposed as a mandate, it becomes the foundation for trust, resilience, and long-term value.

Empowering Employees to Speak Up

In a culture of integrity, employees are not passive observers: they are active participants in maintaining ethical behaviour. But this only happens when they feel empowered to raise concerns without fear.

Consider a scenario where an employee notices a potential compliance issue but hesitates to report it, fearing retaliation or being labelled a troublemaker. This hesitation can lead to serious consequences. Psychological safety has the potential to transform this dynamic by ensuring that employees feel respected, heard, and protected when they speak up, whether they’re reporting a policy violation or suggesting a more ethical way of doing business.

Learning from Mistakes, Not Punishing Them

A culture of integrity isn’t about expecting perfection, it’s about fostering a mindset of growth and accountability. Mistakes are part of being human; what truly matters is how organizations respond. This willingness to learn, adapt, and stay true to their values in the face of setbacks is what defines their ethical maturity.

When errors are met with blame, employees hide them. When they’re met with curiosity and accountability, employees grow. This mindset shift from punishment to learning is essential for compliance programs to be effective and sustainable.

Organizations that embed integrity into their culture don’t just avoid risk: they build trust and strengthen their long-term success. Employees in these environments are more engaged, more loyal, and more likely to act in the company’s best interest. They understand that compliance is not a barrier to performance, but a pathway to trust, reputation, and long-term success.

In Summary, fostering a culture of integrity relies on creating an environment grounded in psychological safety, ethical leadership, and continuous learning. When people feel safe to speak up and take responsibility, integrity becomes part of everyday behaviour, not just a matter of compliance. Supporting this kind of culture isn’t only the right thing to do, it’s also a thoughtful and strategic investment in long-term success.