Course Name
Governing AI: A Programme for Boards and Audit Committees
Schedule
January 21, 2027
Schedule:
Thursday
8:30 am - 4:30 pm
Venue: Ateneo de Manila University-Salcedo Campus
130 HV Dela Costa Street, Salcedo Village, Makati City
Early Eagle Rate:
Php 12,000
Valid Until:
January 07, 2027
Description
Board oversight of artificial intelligence became a distinct product category worldwide inside the last eighteen months. The National Association of Corporate Directors sells a certificate programme with Carnegie Mellon. INSEAD, the Australian Institute of Company Directors, the Institute of Corporate Directors of Canada, the Singapore Institute of Directors and the Institute of Directors Ireland all carry named products. INSEAD and KPMG published global AI Board Governance Principles on 14 April 2026, reporting that nearly three quarters of boards are perceived to have only moderate or limited expertise in the subject.
In the Philippines, SEC Memorandum Circular No. 25, series of 2026, effective 1 October 2026, requires board members and key officers of publicly listed companies, public companies and registered issuers to attend corporate governance training at least once each calendar year,
matched to their roles, experience and governance needs. Follow-up training under the circular may cover regulatory developments and the risks affecting the company’s industry. Artificial intelligence now sits in both. The Bangko Sentral ng Pilipinas issued supervisory expectations on AI governance for supervised financial institutions on 20 July 2026 (Memorandum No. M-2026-031). The National Privacy Commission applied the Data Privacy Act to AI systems in Advisory No. 2024-04. A consolidated AI regulation bill is at committee stage in the House of Representatives.
This programme is offered as follow-up annual training. Each module takes a duty the director already holds under the Revised Corporation Code and the Code of Corporate Governance and applies it to the AI systems the company already runs: liability and the duty of diligence, financial oversight and disclosure, committee responsibility and related-party exposure, and confidentiality. Annex A maps each module to the training content areas under the circular.
Who should attend
Publicly listed companies, public companies and registered issuers covered by SEC Memorandum Circular No. 25, series of 2026. Banks and financial institutions supervised by the BSP. Family enterprises with formal boards, government-owned and controlled corporations, cooperatives and foundations.
● Board directors, independent directors, audit committee members, risk committee members, corporate secretaries and chief
governance officers.
● Chief executives and chief risk officers preparing board material, and company counsel.
After the course, you will be able to:
1. State what artificial intelligence is doing inside the enterprise in terms a director can use in the boardroom;
2. Identify which board committee owns which part of the oversight question;
3. Ask the questions that reveal whether management has control of its artificial intelligence estate;
4. Recognise the disclosure, privacy and third-party exposures that reach the board; and
5. Judge the board's own use of machine-assisted material in its papers and deliberations.
I. The director's problem
What has changed and what has not. Where fiduciary duty already reaches technology risk: the duty of diligence and director liability under Sections 30 and 31 of the Revised Corporation Code, and the board’s risk oversight duty under the Code of Corporate Governance. The Philippine regulatory position, with dates and status: SEC MC No. 25, s. 2026; BSP M-2026- 031; NPC Advisory 2024-04; the AI bill in the House.
II. What the board must be able to ask
Twelve questions in six areas, two in each: inventory,
accountability, evaluation, third parties, incidents, disclosure. What a controlled answer sounds like and what an evasive one sounds like. Financial oversight of AI spend and AI-produced figures. Vendor models and competition law: algorithmic pricing and shared vendor models.
III. The oversight architecture
Which committee owns what: audit, risk, technology and the full board. Reporting cadence and escalation triggers. The line between oversight and management. Board minutes that survive later scrutiny. Case: a listed company with a vendor-supplied model in credit or hiring decisions, with a related-party angle.
IV. The board's own machine
Machine-drafted board papers and the question of what the director is reading. Three tests before machine output enters a board decision. Confidentiality of board material in third-party systems: the director’s confidentiality obligation, the Data Privacy Act, and NPC Advisory 2024-04.
Dr. Mario Domingo is Director of the Ateneo Institute for the Digital Enterprise at the Ateneo Center for Continuing Education, where he designs and delivers the Center’s executive programmes on artificial intelligence, transformation and project delivery. He is Regional Chief Technology Officer of CeQureX Technologies and founder of the Domingo AI Research Center.
His executive experience includes service as Chief Technology Officer and Chief Executive Officer-in- Charge of UBX Philippines through November 2025, Group Chief Technology Officer of Chi-X Asia Pacific and Cboe from 2017 to 2021, and Chief Transformation Officer of Energy Development Corporation from 2015 to 2017. He co-founded DANATEQ Pte Ltd in Singapore in 2010. He advises the Philippine Army and the Philippine Navy at command level and holds transformation and technology advisory mandates with a Philippine bank, a higher education system, and a telecommunications subsidiary.
He holds a PhD in Leadership from Ateneo de Manila University, with research grounded in critical realism and in virtue ethics, deontology and utilitarianism, and undertook post-graduate study in artificial intelligence at MIT CSAIL.
