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Explore ICC's comprehensive business solutions designed to facilitate global trade. From ATA Carnets and Incoterms® to model contracts, certificates of origin, and digital trade tools, discover how ICC's standards and resources support businesses of all sizes and drive international commerce. How to execute a business transaction Understand how trade finance can support your cross-border transactions and navigate local laws and regulations. Step 1: Choose the right trade finance Go to: Step 2: Prepare export documents Step 3: Navigate laws and regulations After exploring ways to join the global trade game and preparing for contract negotiations , you are eager to find the best possible solution to access the financing you need to expand to new markets and manage international transactions. How can trade finance support your business? Trade finance includes financial instruments such as loans, letters of credit, guarantees and supply chain finance, which can help your business manage the risks and cash flow challenges associated with cross-border transactions. Finance instruments can help you by providing financing, allowing you to focus on your production expertise Some tools can also provide cover from risks related counterparties, currencies and geopolitical developments which can enable you to scale up and operate in new markets. How to get started: Choose the right trade finance Obtain a globally accredited ICC certificate in trade finance Prepare export documents Navigate laws and regulations Step 1: Choose the right trade finance When trading goods and services, risks regarding financing and payment modalities play a major role and need to be managed with care. Trade finance can provide useful financial instruments and products for importers and experts to facilitate international trade and match your needs with those of your business partner. What is the right trade finance instrument for you? As a business leader, make sure you first assess your cash flow needs, trade cycle and risk exposure to determine which solution or product is right for you. Letter of credit Documentary collections Accounts receivable finance Supply chain finance Trade loans Export agency finance How to apply for trade finance? Many institutions provide trade finance solutions, including commercial banks, development banks, fintechs, factoring companies, trade finance specialists and export agencies, among others. What are the main steps when applying for trade finance? What are the key documents involved? What do lenders look out for in a trade finance application? How to compile a strong trade finance application? Step 2: Prepare export documents When exporting your goods, the customs authorities from the importing country will require several documents from you, including your export invoice, import or export declarations, a bill of lading or airway bill etc. Very frequently, you or your company’s agent will be asked to present a Certificate of Origin. Shaping the future of Certificates of Origin In recent years, more and more Free Trade Agreements have been established as a means to lower trade barriers for frequent trade routes. Free Trade Agreements often enable exporters to self-declare the origin of the exported products without the need for a formal Certificate of Origin. This comes with its own set of complexities, calling for a tool to make the process simpler and more secure for you – ICC Genesis. Certificate of Origin Certify the country of origin of your goods through an accredited chamber of commerce. This document is not applied under a Free Trade Agreement. Learn more ICC Genesis If you export within the framework of a Free Trade Agreement, make your origin self-declaration online. Access ICC Genesis Step 3: Navigate laws and regulations Much like domestic trade, international transactions must comply with their own set of rules. As you move products and services from one market to another, you will first have to consider international sources of law and regulation. You will also have to follow regional or national rules, consisting of laws and regulations that govern the entry and circulation of goods and services, as well as business practices in a specific market. Tools and resources to help you navigate laws and regulations Global Trade Helpdesk Explore tariffs, regulatory requirements, and trade opportunities. Access the helpdesk SME Guide to Sanctions Assess the impact of sanctions and how to comply. Download now SME Guide to Third-Party Due Diligence Navigate due diligence requirements to develop an ethical brand. Download now Advertising and Marketing Code Build your advertising on sound ethical standards. Download now SME Toolkit on Antitrust Identify competition law risks and dos and don’ts. Download now Basics on Compliance Ensure your business operates with integrity and accountability. Download now Step 1 How to seize global trade opportunities Step 2 How to draft a contract Step 3 How to execute a business transaction Step 4 How to prevent and solve potential disputes in business Step 5 How to meet international ESG requirements Related pages How to prevent and solve potential disputes in business How to prevent and solve potential disputes in business How to meet international ESG requirements How to meet international ESG requirements How to seize global trade opportunities How to seize global trade opportunities

< Back < Previous | Next > Integrity & Culture Integrity & Culture: Understanding How Culture Shapes Ethical Behaviour Inspired by Lee Cronk’s research on culture & behaviour 14 Feb 2025 Culture is often cited as a driving force behind human behaviour, influencing everything from social norms to business ethics. However, as anthropologist Lee Cronk points out, “Although behavioural scientists often use culture as an explanation of behaviour, we have little understanding of why culture sometimes powerfully shapes behaviour and at other times seems to have no effect on it.” This raises an important question in the realm of integrity: how does culture influence ethical behaviour, and why do individuals sometimes act against cultural norms? Culture as a Social Coordination Tool Cronk’s research suggests that culture plays a significant role in shaping behaviour through social coordination conventions. These conventions create shared expectations and provide individuals with a framework for decision-making. Ethical norms, which form the foundation of integrity, can be seen as a type of social coordination mechanism. For example, widely accepted ethical principles—such as honesty in business transactions—help facilitate trust and cooperation within societies. A critical insight from Cronk’s work is that people are more likely to conform to cultural norms when those norms provide a clear structure for coordination. Ethical standards function similarly, establishing a shared understanding of acceptable behaviour. However, when ethical norms are ambiguous or in conflict with other cultural influences (such as economic pressures), individuals may deviate from them. As Cronk states, “people may claim that they value a certain trait or behaviour but fail to act accordingly when other factors, such as economic incentives or social pressures, come into play. When Culture and Behaviour Diverge One of Cronk’s key observations is that people do not always follow cultural norms, especially when those norms are not tied to social coordination. He provides an example from the Maasai culture, where traditional gender preferences expressed by parents did not align with their actual behaviour. Maasai parents often state a preference for sons over daughters due to traditional societal values that emphasize the role of men as providers and warriors. However, when researchers observed their real-life actions, they found that parents often invested just as much—if not more—into their daughters’ well-being and education. Cronk explains this discrepancy by highlighting the difference between stated cultural values and actual decision-making behaviours. While Maasai parents verbally uphold traditional gender norms, their practical decisions are guided by evolving social and economic realities, such as the increasing importance of education for all children. This illustrates a broader issue in ethics: individuals and organizations may publicly support ethical norms but act differently when competing incentives come into play. In corporate settings, this explains why some organizations publicly endorse ethical standards yet engage in questionable business practices. The mere presence of an integrity policy does not guarantee ethical behaviour. Instead, ethical norms must be integrated into an organization’s coordination mechanisms, ensuring they guide everyday decision-making. Integrity as a Cultural Construct From a cultural perspective, integrity is not just about individual moral choices—it is about shared beliefs and practices that shape behaviour. Ethical cultures within organizations are most effective when they function as social coordination conventions. For example, when companies make ethical behaviour a fundamental part of their corporate culture—embedded in training, performance evaluations, and leadership expectations—employees are more likely to follow ethical guidelines. Conversely, when ethical policies are seen as mere formalities without meaningful reinforcement, they are likely to be ignored or overridden by other influences, such as financial incentives or peer pressure. This aligns with Cronk’s argument that culture’s influence on behaviour is strongest when it provides clear guidance on how to act in specific situations. “Cultural rules that are clearly tied to tangible benefits are more likely to be followed than those that exist primarily as abstract ideals,” he explains. Lessons for Businesses and Organizations Cronk’s insights offer valuable lessons for organizations aiming to foster a culture of integrity: • Make Ethical Norms Actionable : Ethical guidelines should not be abstract ideals but practical rules integrated into daily business operations. • Ensure Common Knowledge : Ethical standards must be widely known and understood within an organization. Transparency and communication are essential in reinforcing these norms. • Align Incentives with Integrity : When employees perceive ethical behaviour as a requirement for success, rather than an optional guideline, they are more likely to adhere to ethical standards. • Create Accountability Mechanisms : Social coordination relies on mutual expectations. Establishing clear accountability structures ensures that ethical breaches are addressed effectively. Conclusion Culture is a powerful force in shaping behaviour, but its influence depends on how norms are embedded in social structures. Ethical behaviour thrives when integrity is not just an individual choice but a collective expectation reinforced through cultural coordination. As organizations and societies continue to navigate ethical challenges, understanding the relationship between culture and behaviour is crucial for fostering a sustainable and integrity-driven future. AU - Cronk, Lee T1 - Culture’s Influence on Behaviour: Steps Toward a Theory JO - Evolutionary Behavioural Sciences

Join WISE W omen I n S trategic E ngagements Empower . Lead . Transform . WISE is a leadership development programme designed to strengthen strategic confidence, boardroom readiness, and international perspective. Apply now View program Download program Subscribe to WISE updates! About the Program What is WISE? WISE (Women in Strategic Engagement) is a leadership development programme designed to strengthen strategic confidence, boardroom readiness, and international perspective. Through expert-led sessions, practical frameworks, and peer exchange, WISE supports women who are ready to step into more visible and influential leadership roles. The programme focuses on how decisions are made, how power and governance work, and how leaders can position themselves effectively in complex organisational and international environments . WISE is available in two formats: In-person (Netherlands) – a cohort-based programme with live sessions only WISE Online (Global) – a flexible blended learning track for international participants 👉 Choose the format that fits your context, without compromising ambition. Highlights Comprehensive leadership development Covering personal leadership identity, strategy, finance, governance and decision-making. Expert-led learning and peer exchange Sessions are delivered by experienced professionals and enriched by dialogue with a diverse, international cohort. Boardroom and strategic focus Designed to prepare participants for senior leadership, board-level discussions and high-impact roles. Button Why choose WISE? Many talented women reach senior levels with strong expertise, but without the same exposure, confidence, or strategic space as their peers. WISE is designed to bridge that gap. The programme focuses on: Developing a strong leadership identity Understanding how boards, governance and decision-making work Building financial and strategic confidence Navigating power, influence and negotiation Operating effectively in international and cross-cultural settings WISE is not about teaching women how to “fit in”; it is about strengthening strategic voice, presence and positioning. WISE in numbers Based on participant evaluations 83% of participants say WISE increased their confidence as a leader 100% report an improved understanding of governance and strategic decision-making 100% found the programme useful or extremely useful This program is for women who know they have a lot to bring to the boardroom and want help making others see it too — while building skills and a strong, supportive network along the way" - Jamie Holton What I appreciated most about WISE was the combination of strategic depth, entrepreneurial learnings, and high-quality peer dialogue. The programme reinforced my leadership confidence and sharpened how I approach decision-making in both corporate and entrepreneurial contexts" - Andrea Cardoso My experience with Programme Wise was highly enriching. The expertise of the trainers, the quality of the modules content, and the interaction with my peers made it extremely valuable for both my personal and professional development, and I will actively apply the knowledge gained in my professional life" - Marianna De Ieso Thrilled to be contributing to a new cycle of the WISE programme for the International Chamber of Commerce. The multi-disciplinary modules, opportunities for peer learning and international mix of participants makes this programme truly distinctive in empowering women in their leadership journey. Looking forward to leading the first modules!" - Helen Tubb Developing a boardroom mindset is about much more than mastering governance tools. It is about building trust, communicating with clarity and assertiveness, and navigating conflict with emotional intelligence. By strengthening self-awareness, focusing on influence rather than concern, and embracing constructive dialogue, leaders create boardrooms where confidence, inclusion, and sound decision-making can truly flourish." - Pauline Six Here's what I wish someone had told me years ago: Your strength isn't in knowing all the answers. Your strength is in telling the story only YOU can tell about your business. Stop trying to sound like the accountant in the room. Be the founder. Be the leader. Be you. This workshop teaches you how to do that so powerfully that your board members stop interrupting and start approving." - Muriel Mosango Want to know more? Leave your details and we will contact you! Your name* Company name Email* Join "I started with dedicated pioneers: we broke the glass-ceiling by creating equality-laws, thus paving the road for female access to top decision-making roles. This was followed by women who had made it all (industrialists, investors, managers),who decided to mentor female talents in order to help them overcome the obstacles to the top. And now it is the turn of WISE, offering a program aimed at empowering female talent to excel in leadership. So: seize the opportunity to make dreams become true!” Viviane Reding , former First Vice President European Commission has served as an elected member of national and European Parliaments for 25 years. She was appointed as member of the European Commission for three mandates. First responsible for culture and education, then for telecoms and technological research and finally -as First Vice-President of the Commission- for justice and fundamental rights. In this role, she was the driving force behind the initiative to apply a 40% Gender Diversity Quota for all publicly listed companies, which ultimately led to the EU law on gender balance on corporate boards. Today she sits on advisory-boards and on company boards of international companies, operating mainly in the field of digitalisation and technology. She is also board member of Foundations engaging in geopolitics, societal and legal affairs. She has been nominated “ambassador” for the development of the Capital Markets Union by the European Banking Federation. She is Vice-President of the executive board of the “World Law Foundation”. Choose your Learning Path WISE In-Person An immersive programme built around live sessions and peer exchange. Start: 12 March 2026 End: 3 December 2026 Location: the Netherlands Key features: 15 in-person sessions spread over the year Interactive discussions, case work and peer learning Strong cohort experience and trusted learning space Delivered in the Netherlands Access to the self-paced e-learning modules (2-3 hours each) This format is ideal for participants who value face-to-face interaction and a fixed learning rhythm. WISE Online A flexible blended learning programme designed for an international audience. Launch: E-learning modules available from September 2026 Live online sessions start in April 2026 Key features: Self-paced e-learning modules (2–3 hours each) 15 live online sessions (approx. 2.5 hours each) Interactive discussions with an international cohort Designed to combine structure with flexibility E-learning modules The e-learning modules provide strong, structured content that participants can follow at their own pace. Each module focuses on a key leadership topic and combines: Clear explanations of essential concepts and frameworks Practical examples drawn from real leadership and boardroom contexts Reflection prompts to connect theory to your own role and organisation The modules are designed to serve as a long-term reference, allowing participants to revisit key insights and tools throughout and beyond the programme. Live online sessions Focus on dialogue, application and peer exchange Scheduled early or late CET to accommodate time zones of international participants. This format is ideal for participants who: Are based outside the Netherlands Combine leadership roles with demanding schedules Seek international exposure without extensive travel Programme fees WISE is a high-level leadership development programme. Programme fees reflect the scope, quality and intensity of the programme. WISE In-person (NL) €2,600 (ICC Members) €3,200 (Non-members) WISE Online (Global) €1,299 (ICC Members) €1,499 (Non-members) Fees cover: All programme sessions Learning materials and e-learning access Live online sessions (where applicable) Programme coordination and support Travel and accommodation (in-person) are not included. WISE is designed to remain as accessible as possible. In a limited number of cases , additional fee reductions may be considered, for example: for participants based in lower-income countries (in particular for the online programme) where participants are self-funding and face financial constraints in specific personal or family situations that may affect affordability Requests for financial support are reviewed individually , on a case-by-case basis , and are not guaranteed . For full fee information or to discuss whether you may be eligible, please contact us - info@icc.nl Programme content (both formats) WISE combines personal development and leadership knowledge , including: Leadership identity and self-awareness Strategic networking and sponsorship Financial fundamentals for leaders Governance, boards and responsibilities Negotiation and influence Organisational culture and decision-making Sustainability, geopolitics and international trade dynamics The learning objectives and ambition are the same in both formats — only the delivery differs. Meet the Trainers! WISE brings together experienced professionals from across the ICC network, including: Senior leaders Board members Legal, financial and governance experts Practitioners with international experience All trainers combine content expertise with practical insight , grounded in real-world leadership contexts. Helen Tubb Leadership Advisor, Trainer & Speaker With 30+ years in mid-market and international corporates, including senior executive roles, Helen brings first-hand business experience and insights into today’s leadership imperatives. Her INSEAD qualification in organisational psychology and distinction-awarded research decoded how sponsorship interactions really work inside companies. She now helps women and other under-represented groups harness their leadership potential and accelerate their careers through sponsorship - blending the latest research, real-world cases and her own authentic story. Pauline Six Pauline is a seasoned PCC coach specializing in leadership development and career transition. She brings a structured, positive approach, emphasizing active listening and challenging her clients to gain perspective. With extensive international experience in multinational and SME environments, including learning and development, she effectively partners with managers and leaders, empowering them to navigate change and achieve their objectives, even in complex situations. Empowering and coaching leaders is her passion. Muriel Mosango Muriel Bayeli Mosango is a dynamic Portfolio Manager at Degroof Petercam CA IndoSuez, where she focuses on European equities and sustainable, long-term investments. She has a strong passion for connecting capital to meaningful opportunities across the African continent. As a recognized investor and financial literacy advocate, Muriel is committed to bridging the gap between capital markets and entrepreneurial ecosystems. She actively mentors emerging talent in financial education and advocates for robust venture capital and private equity landscapes in underserved markets. Multilingual and globally connected, Muriel brings a unique perspective to investment strategy—seamlessly blending rigorous fundamental analysis with strategic vision for sustainable, long-term growth. Svjetlana Jerkovic As the Global Procurement Head of Raw Materials at ICL, Svjetlana brings a wealth of expertise from over two decades of leadership roles at Univar (North America, EMEA) and ICL. A seasoned global executive, she has had the unique opportunity to lead strategic commercial initiatives and collaborate across the value chain with partners spanning mining, manufacturing, distribution, SMEs, multinationals, and FMCG companies. Since joining ICL, Svjetlana has actively participated in transforming the procurement organization from a local to a global operation and continuous to successfully guide global teams through complex market dynamics. As a co-champion of ICL's Year of Sustainability, Svjetlana has been advancing corporate sustainability goals within Global Supply Chain, Procurement and Capex. She drives implementation of Together for Sustainability program, promotes Sustainable Procurement practices and plays an active role in Climate Impact and Scope 3 decarbonization initiatives. Svjetlana holds a Bachelor of Science in Chemistry from McGill University (Canada) and a Global Executive OneMBA from Erasmus University (Netherlands). She is dedicated to promoting diversity, inclusion and belonging through engagement and collaboration with organizations such as Professional Women International Brussels (PWI), Phoenix Executive, the Erasmus Center for Women and Organizations (EWCO) and European Women on Boards ( EWOB). She serves as an Advisory Board member at Women in Chemicals. She is a member of IMAGINE, a global leadership community for impact, where she contributes to scaling and accelerating systems change. Elizabete Kalnozola Elizabete Kalnozola is the Programme Manager for the International Chamber of Commerce’s Digital Standards Initiative (ICC DSI), based in Singapore. She leads multi-stakeholder programs advancing digital trade interoperability, coordinating pilots and adoption initiatives that harmonize electronic trade documentation and accelerate global digital trade readiness. With extensive experience in sustainability, governance, and innovation, Elizabete has managed complex cross-regional projects involving governments, industry leaders, and international organizations. Her prior roles include driving impact partnerships and digital transformation initiatives across APAC, forging over 200 collaborations between technology companies and nonprofits to deliver measurable social and sustainability outcomes aligned with the UN SDGs. Previously, Elizabete directed large-scale AI and cybersecurity skilling programs for Microsoft across Asia, training over 10,000 professionals and scaling diversity-focused initiatives that empowered 50,000+ women in technology. She also founded and grew a women-in-tech community to 5,000 members, influencing policy and inclusion strategies across the region. Recognized with multiple awards, including UN Women’s Community Engagement & Partnerships Award and Women in AI APAC accolades, Elizabete is a TEDx speaker and an advocate for inclusive innovation. She holds an MBA in General Management from Universiti Putra Malaysia and a BSc in Economics and Business from the Stockholm School of Economics in Riga. https://www.linkedin.com/in/elizabetekalnozola/ Christine Heeger Christine Heeger developed the ability to adapt to diverse cultures and beliefs through her international experiences gained in Switzerland, Russia, Luxembourg, the United Kingdom, Germany and Belgium. She started her career in the banking sector, initially as a trainee in Germany, and later as a Private Banker in Luxembourg providing counsel to high-net-worth clients on a range of investment opportunities including bonds, equities, currencies and derivatives. Drawing on this experience she played a significant role when she joined Phoenix Executive, a global recruitment partner dedicated to gender equality, in establishing and running the banking and finance division on a global scale. Over the years she conducted various assignments in different industry sectors, thereby enhancing her expertise in international and diversity executive search for the private and public sectors. Christine holds a Master’s Degree in Economics (Diplom-Volkswirtin) from the University of Münster, a Diploma in Translation from the Chartered Institute of Linguists in London and a Diplôme d’études universitaires générales from the University of Paris - Nanterre. Vera Klaus Vera Klaus decided to go abroad immediately for one year after secondary school. She spent time in the US, San Francisco and Spain, Madrid. This set the tone for her lifestyle as she embraced different cultures. As such she has lived and worked in 7 countries. Having successfully finished her business school she went back to her beloved Madrid, studied Spanish, and stayed on for a few years. Back in the Netherlands, she started her career as the assistant to one of the advisors of the Minister for Education and Culture, she learned how to deal with time pressure, multi-tasking and setting priorities. Vera also worked for an international Business Centre in The Hague, where she managed a team of 10, dealt with highly demanding clients, understanding their needs, and seeing to this with her team in an upbeat way, making her clients smile with her unwavering enthusiasm and sense of humor. Love sent her to Brussels, Paris, Stockholm, Köln. In Stockholm and Köln, she was a freelance translator and a volunteer at an international school, teaching children English and Math. A detour took her back to Brussels, where she started within executive search. In 2001 she became the co-founder of Phoenix Executive, an international research and executive search firm, which she managed to grow with her team to close to 20 fixed employees, with an additional pool of interns. Lately she and her business partner, Christine Heeger, are focusing on getting more women in executive committee positions and board functions, through their partnership with Forté Foundation in the US. Vera is a true believer in diversity, equity, and inclusion. Vera is also a proud mom, adores her dog, loves her family and spending time with them and friends around large dinner tables within her ever multi-cultural and international environment. Natália Leal Natália Leal is a jigsaw puzzle fanatic, a professional speaker, trainer and coach for expats and global leaders, as well as an Assistant Professor. She helps (aspiring) international professionals and leaders to upgrade their life & career, so they can enjoy an extraordinary life and thriving career, wherever they are. With 25 years’ experience across different countries and sectors (from executive to academia and policy-making), Natália loves to combine various science-based tools to speak about, design and deliver growth journeys that fit each organisation, leader or individual. A former Chief Executive of the World Fair Trade Organization (WFTO) and Deputy-Representative for Portugal in EU Council's CivCom, Natália holds a PhD in International Relations and a Master in Sociology, as well as a specialisation in Positive Psychology and various certificates in Coaching and Positive Intelligence. She volunteers in different organisations, such as the Rotary Club, ACCESS-Netherlands and the local Repair Café. Natália is originally Portuguese but has lived in the UK, Belgium and the Netherlands, and travelled around the world. She works mostly in English, but also speaks Portuguese, French, some Spanish and Dutch, and a little Italian. Helena Jansson Helena Jansson is a seasoned senior Finance Executive with over 30 years of experience in corporate leadership, business transformation, and international finance. She spent +28 years at FedEx, holding key senior roles at the European and International HQs, collaborating closely with Corporate & Express HQ in the U.S. With 15+ years at the C-level and two decades leading large finance teams across Europe, Asia, the Middle East, and Africa, she has a strong track record in driving strategic initiatives and operational excellence. Her expertise spans logistics and international expansion, digital finance transformation, BPO strategy, acquisitions and integrations, corporate risk management, and fostering high-performing leadership teams. A champion of diversity, equity, and inclusion, she has led impactful initiatives at the corporate level. She has a passion for entrepreneurship and has also sat on Board of Junior Achievement (JA) Europe for 5 years. Now retired from corporate life, she is embracing new learning experiences while enjoying time in Spain, current affairs and time with family and friends. Merei Wagenaar Merei Wagenaar is the Executive Director of UN Global Compact NL. This global multi-stakeholder initiative of the United Nations aims to enhance the collective positive impact of businesses and thereby accelerate the achievement of the Sustainable Development Goals (SDGs). With more than 22,000 participating companies and 70+ Local Networks covering almost 100 countries, the UN Global Compact is the world’s largest corporate sustainability initiative. Prior to her current role, Merei served as Deputy Director of International Business at the Ministry of Foreign Affairs. She studied Chemical Engineering at the University of Twente and holds an Executive MBA from the Rotterdam School of Management. In various roles she aims to unite stakeholders to increase and accelerate the impact on the SDGs. Valérie van den Berg Valérie is a Dispute Resolution partner in the Amsterdam office of Pinsent Masons. She specializes in corporate litigation (e.g. joint venture disputes, emergency funding, EPC disputes) and she advises on ESG. Her ESG expertise covers CSRD, CSDDD, Greenwashing, Liability for misleading financial statements and investor claims. Valérie has a broad interest in liability issues related to pollution and the environment. Valérie is a member of the Pinsent Masons Climate and Sustainability Core Team. Lous Vervuurt Lous is a Legal Director in the Amsterdam office of Pinsent Masons. She specializes in banking & finance e.g.: conducting finance transactions, negotiating facility agreements, drafting security (pledges and guarantees) and legal opinions. Furthermore, she is engaged in financial regulatory advice mainly advising investment funds on the regulatory environment and legal structuring and investment firms on regulatory matters and securities issuing institutions on capital market rules (prospectus requirements, exemptions thereof). F.A.Q. ↪ Who can join the WISE program? WISE is open to women with a university degree or equivalent professional experience who hold, or are moving into, senior, strategic or leadership roles. The programme is designed for participants who want to strengthen their strategic confidence, leadership presence and ability to engage at decision-making and boardroom level. ↪ What formats are available? WISE is available in two formats: WISE In-person (Netherlands) A cohort-based programme with live, in-person sessions. WISE Online (Global) A blended programme combining self-paced e-learning modules and live online sessions. Both formats share the same learning objectives and ambition. The difference lies in the mode of delivery. ↪ What is the time commitment? WISE consists of 15 modules. In-person programme Modules are delivered during full-day sessions, typically covering two modules per day, spread across the year. Online programme Self-paced e-learning modules (approximately 2–3 hours per module) 15 live online sessions of approximately 2.5 hours each The programme is designed to fit alongside professional responsibilities while requiring active engagement. ↪ What topics does the programme cover? WISE combines personal leadership development with leadership knowledge, including: Leadership identity and strategic presence Financial fundamentals for leaders Governance and boardroom dynamics Negotiation, influence and decision-making Organisational culture and power dynamics Strategic networking and visibility International and cross-cultural leadership perspectives ↪ When does the programme start? WISE In-person 2026: Start: 12 March 2026 End: 3 December 2026 WISE Online: E-learning modules available from March 2026 Live online sessions start in April 2026 ↪ Where do the sessions take place? In-person sessions take place in the Netherlands . Online live sessions are delivered via Microsoft Teams . Session times for the online programme are scheduled either early or late CET to accommodate different time zones. ↪ Are sessions recorded? No. Live sessions, both in-person and online, are not recorded. This is a deliberate choice to ensure open discussion, trust and active participation. ↪ What happens if I miss a session? In-person participants who are unable to attend a session may join the corresponding online live session , where scheduling allows. Online participants are expected to attend the live sessions at the scheduled time. E-learning modules remain accessible throughout the programme and can be revisited up to 12 months after the completion. ↪ What support will I receive during the programme? Participants benefit from: Expert-led sessions delivered by experienced professionals Practical frameworks and real-world examples Interactive discussions and peer exchange Programme coordination and learning support WISE does not operate as a mentorship programme. Some WISE trainers are certified coaches . Where relevant, individual coaching sessions may be arranged directly with the trainer, subject to availability. Any such sessions are optional and not included in the programme fee; costs are agreed and paid directly between the participant and the coach. ↪ How does WISE support leadership development? WISE focuses on building the confidence, insight and perspective needed to engage effectively in senior leadership and boardroom environments. Participants strengthen their ability to: Contribute strategically to complex discussions Understand and challenge financial and governance information Navigate organisational and international contexts Position themselves with clarity and credibility as leaders ↪ What is the cost of the programme? Programme fees are: WISE In-person (Netherlands) ICC Members: €2,600 Non-members: €3,200 WISE Online (Global) ICC Members: €1,900 Non-members: €2,500 Fees include programme participation, learning materials, e-learning access (where applicable) and programme coordination. Travel and accommodation for in-person sessions are not included. ↪ Is financial support available? WISE aims to remain accessible. In a limited number of cases, additional fee reductions may be considered, for example: for participants based in lower-income countries (particularly for the online programme) where participants are self-funding and face financial constraints in specific personal or family situations that affect affordability Requests are reviewed individually and are not guaranteed. ↪ What is the application process? The application process consists of: Submitting the online application form Providing professional background information Review by the programme team Selected candidates will be contacted directly. ↪ Will I receive a certificate? Yes! Participants who complete the programme receive an ICC Certificate of Completion, recognising their participation in the WISE leadership development programme. ↪ Will I stay connected after the programme? Yes. WISE participants become part of the wider ICC and WISE alumni network and may be invited to future events and activities related to leadership and international engagement. WISE Program Registration Thank you for your interest in joining the WISE program. Completing this form is the first step in the application process. Please note that submitting your information does not guarantee acceptance , as all applications will be reviewed by our selection committee. If you would like to discuss your registration before applying, feel free to email us at info@icc.nl , and we’ll be happy to schedule a call to address your questions. Once your application is approved, we’ll contact you with the next steps to confirm your participation. We look forward to learning more about you and your aspirations! Personal Information First name* Last name* Email* Phone Birthday Day Month Month Year Professional Background Position Company name Address Industry Years of Professional Experience Do you have any experience serving in leadership or board roles? Yes No LinkedIn Profile CV - upload Upload File Educational Background Field of Study Institution Name Highest Level of Education Completed High School or Equivalent Bachelor’s Degree Master’s Degree Doctorate/PhD Other Qualifications Program-Specific Questions Which WISE programme format are you applying for?* WISE In-person (Netherlands) WISE Online (Global) I am open to either format and would like to discuss this Please note: programme fees, scheduling and delivery differ between formats. What motivates you to join the WISE program? What are your key leadership or entrepreneurial challenges? Agreement I understand the time commitment and agree to actively participate in all sessions. 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Explore trainings Equip yourself with practical tools to navigate Environmental, Social, and Governance (ESG) challenges in today’s business landscape. Read more WISE - Empowering women through strategic leadershiptraining, mentorship, and global networking. Read more Our events Tariffs in 2026: strategy beyond the headlines Fri 28 Aug Teams RSVP ICC NL Young Practitioners - Paris Wed 09 Sept Location is TBD We are delighted to invite ICC Young Practitioners Netherlands members to a joint event in Paris with our colleagues from ICC UK, Belgium and Sweden, built around a visit to the ICC International Court of Arbitration. RSVP The EU Single Window for Customs: what the 2031 timeline means for Dutch trade Fri 11 Sept Teams RSVP Leading with Integrity in a Digital Age · Partner Meeting Thu 24 Sept International Chamber of Commerce (ICC) Ahead of the Week of Integrity 2026, a preview session with Professor Sam Solaimani on his latest research on integrity in a digital age, and a practical workshop on responsible AI in compliance. Open to all. RSVP AI in trade compliance and operations: what is actually working Fri 25 Sept Teams Buy Tickets Integrity in international trade in a digital age: where leaders set the tone Fri 09 Oct Teams Buy Tickets Sustainability rules for international trade: from disclosure to due diligence (and the energy transition) Fri 23 Oct Teams Buy Tickets Opening: Week of Integrity 2026 Mon 26 Oct Location is TBD The 10th edition opens with the question that runs through the whole week: what does integrity ask of leaders in a digital age? RSVP Week of Integrity 2026: Seminar Thu 29 Oct NautaDutilh From geopolitics to the boardroom: an afternoon on what leading with integrity really looks like in a digital age. RSVP Sanctions screening at scale: how Dutch manufacturers automate compliance Fri 06 Nov Teams Buy Tickets ICC YAAF - Fireside chat with Claudia Salomon and Young Practitioners' Cruise Wed 11 Nov Houthoff Amsterdam, Tuesday 11 November 2026 · ahead of the ICC Netherlands Dispute Resolution Forum RSVP Dispute Resolution Forum Thu 12 Nov Houthoff Guest speaker: Claudia Salomon RSVP IFRS for international trade: what CFOs and trade finance teams need to know in 2027 Fri 20 Nov Teams Buy Tickets Joint Arbitration Day Thu 03 Dec De Brauw Blackstone Westbroek RSVP Fighting corruption in a digital age: academia, government, and business in conversation Wed 09 Dec Teams A Week of Integrity webinar, on International Anti-Corruption Day. RSVP Digital trade in practice: lessons from an interoperability project Fri 11 Dec Teams Buy Tickets

< Back < Previous | Next > The bigger picture of arbitration Tom Scott 3 Mar 2026 A conversation with Marc Krestin, Partner at Fieldfisher The bigger picture of arbitration A conversation with Marc Krestin, Partner at Fieldfisher Marc Krestin is a dispute resolution lawyer at Fieldfisher with over 18 years of experience in international litigation and arbitration. Having worked in the Netherlands and France, his career path has focused on complex cross-border disputes, with a particular emphasis on arbitration. With an international upbringing spanning Germany, Switzerland, the Netherlands and France, Marc views arbitration as a natural extension of his background. “It is global by nature,” he explains, “and requires cultural awareness, as well as an understanding of international law, economics and geopolitics.” From your perspective, what role does arbitration play today in supporting trust and continuity in international business? Arbitration supports trust and continuity. And therefore it converts some of the uncertainty that businesses may encounter across their lifecycle into enforceable decisions. Arbitration gives companies security and finality about disputes, enabling them to move on with their core business. In cross-border commerce, businesses value predictability, neutrality and enforceability. Arbitration ticks those boxes. Predictability does not mean you can foresee the outcome, but you receive a final award that is, in principle, not subject to appeal. That gives parties closure. There is also perceived predictability in the fact that parties can generally influence the choice of the arbitrator(s). Neutrality is another cornerstone. Arbitration allows disputes to be resolved in a neutral forum, often with decision-makers who have no affiliation with either party’s home jurisdiction. And enforceability is perhaps arbitration’s greatest strength. Under the New York Convention, arbitral awards can be enforced in more than 170 countries. That global enforceability is far more extensive than what is typically available for court judgments outside regional frameworks such as the EU. Where do you see the biggest disconnect between business expectations and legal reality when it comes to arbitration? The largest gap lies between speed and cost expectations on the one hand, and due process requirements on the other. Businesses understandably want disputes resolved quickly and at the lowest possible cost. Arbitration, however, is built on principles of fairness and due process. That can sometimes make the process more complex, time-consuming and costly than parties initially expect. The flip side is that this thorough process leads to a well-reasoned decision that parties can live with and move on from, rather than a quick fix that leaves one side dissatisfied. There is also sometimes a misconception about ‘finality.’ While arbitral awards are final in principle, they can still be challenged on limited grounds. What do you see as the added value of ICC arbitration specifically? The ICC is widely regarded as the gold standard of institutional arbitration. It is one of the most recognised and frequently used arbitral institutions worldwide. A key differentiator is the scrutiny of awards by the ICC Court. Every award is reviewed before it is issued. That quality control mechanism is relatively unique and adds significant robustness to the process. The ICC also benefits from highly experienced administration and case management teams. Given the volume of cases handled, the institutional knowledge and expertise are substantial. Its global reach is another advantage. The ICC has access to arbitrators across jurisdictions and sectors, ensuring both diversity and the necessary local or technical expertise. In addition, the ICC Rules are regularly updated and include tools such as expedited proceedings and emergency arbitration, reflecting technological and sectoral developments. If you could give one piece of advice to Dutch companies entering international contracts in 2026, what would it be? Do not treat the dispute resolution clause as boilerplate. Draft it carefully, taking into account the specific business relationship and the geopolitical context. Think about enforcement risks, choice of seat, applicable law, procedural rules and unforeseen circumstances. Too often, dispute resolution clauses are copy-pasted at the last minute. Once a dispute arises, it is usually too late to find common ground on how to resolve it. It is far better to make thoughtful arrangements while the relationship is still healthy. Choosing a reputable institution, selecting a pro-arbitration seat and seeking proper legal advice can make a decisive difference. How can arbitrators, external counsel and in-house counsel work together more effectively? Although arbitration is adversarial, all stakeholders share a common objective: a fair, efficient and effective resolution of the dispute. We should perhaps approach arbitration more often with a project management mindset. That means adhering to timelines, focusing on issues that truly matter, avoiding unnecessary length in submissions and working collaboratively to shape an efficient process. Cultural differences can add complexity, but they also make arbitration an interesting and enjoyable field to work in. It is essential that arbitrators and counsel bridge those gaps and create a process that both parties can understand and accept. What trends and developments will shape arbitration practice in the next 5-10 years? Several developments are already here at our doorstep. First, disputes in sectors such as technology, life sciences, energy and financial services – particularly fintech and digital assets – will continue to grow. The rise of digital currencies, artificial intelligence and data-driven business models will generate new types of disputes. Second, arbitration will become increasingly digital and interdisciplinary. Cases will require technical expertise in engineering, data science or emerging technologies, alongside legal expertise. Third, ESG and climate-related disputes are likely to increase. While many such cases are currently brought before state courts, more contracts now include arbitration clauses, which means arbitration will increasingly deal with green finance, greenwashing and climate-related claims. Geopolitical fragmentation is another major driver. Sanctions, trade controls, tariffs and disputes involving state-owned entities will continue to shape the arbitration landscape. Finally, we will see more multi-tier dispute resolution clauses combining arbitration with mediation, expert determination or negotiation. Arbitration will increasingly be part of a broader dispute resolution toolkit. What advice would you give your younger self starting out in arbitration? Be deliberate and strategic about your career choices. Arbitration is highly competitive and internationally attractive. Seek out opportunities to gain hands-on experience. Learn from experienced practitioners. Master the facts; arbitration is fundamentally about understanding the record inside out. Networking is also crucial. Arbitration is a people’s business. Knowing the players – including arbitrators, counsel and institutional representatives – is important both for professional development and for staying up-to-date. Above all, never take the learning process for granted and immerse yourself fully in the craft. Marc Krestin Attorney-at-law specialising in international dispute resolution Partner at Fieldfisher Trace, Freeze and Collect – When the Forum Isn’t Your Friend: Enforcement across Eastern Europe and Asia - Paris Arbitration Week Beat the Clock: Essential Skills for Rising Arbitrators in Expedited Proceedings - Paris Arbitration Week

Conciliation Conciliation is typically a structured, evaluative process, often mandated by courts, particularly in civil-law jurisdictions, aimed primarily at financial settlements without ongoing relationships. How does conciliation differ from mediation? Conciliation and mediation both involve negotiation facilitated by a neutral third party, yet they differ significantly in role, structure, impact, and focus. They are ‘first cousins’ rather than ‘siblings’, each suited to distinct contexts and objectives. Conciliation is typically a structured, evaluative process, often mandated by courts, particularly in civil-law jurisdictions, aimed primarily at financial settlements without ongoing relationships. The conciliator assesses legal merits, reality-tests positions, and frequently proposes settlements. This formal structure tends to activate competitive dynamics (‘out-of-group’ heuristics), prompting parties to position themselves strategically, anticipating and trying to influence the conciliator's recommendations. Conciliation usually yields lower settlement rates (50–60% in court-mandated settings). In contrast, mediation is facilitative, flexible, and less formal, emphasising dialogue and self-determination. Mediators typically refrain from proposing settlements, instead activating ‘in-group’ heuristics that encourage empathy, collaborative behaviour, and greater mutual understanding. Mediation effectively addresses emotional and relational elements, making it ideal for commercial, family, or complex cross-border disputes where ongoing relationships matter, often achieving higher settlement rates (70–90%). In summary, conciliation assesses positions and is mainly appropriate for resolving purely financial disputes without future relationship considerations, while mediation fosters collaboration, empathy, and durable agreements, particularly when relationships and subjective interests are important. Advantages of Conciliation Low cost Flexibility Confidentiality Short procedure Neutral third-party You are not sure whether to choose conciliation or mediation? Take a test FAQ How is conciliation different from mediation? Conciliation typically involves a more active role for the conciliator and is used in disputes that may benefit from expert guidance, while mediation focuses on helping parties reach their own agreements with minimal intervention from the mediator. When should I use conciliation? Conciliation is ideal when the parties involved in a dispute need assistance in overcoming communication barriers or finding a workable compromise. Can conciliation help preserve business relationships? Yes, one of the major benefits of conciliation is that it helps preserve relationships between the parties. Since the process is cooperative and designed to find win-win solutions, it can be an excellent way to resolve disputes without damaging professional or personal relationships. Is conciliation a legal process? Conciliation is a non-legal process that falls under alternative dispute resolution (ADR).In some legal frameworks, conciliation may be required before a court case can proceed. What happens if conciliation doesn’t work? If conciliation does not lead to an agreement, the parties are free to explore other options, such as mediation, arbitration, or litigation.

< Back < Previous | Next > Turning Ambition into Action: ICC and Sage Release 2025 SME Climate Finance Stocktake 27 Oct 2025 A new ICC–Sage report reveals that while SMEs are leading on sustainability ambition, access to green finance remains critically low. The study calls for digital solutions, simpler reporting, and smarter policy to unlock the trillions needed for small businesses to drive the global net-zero transition. Turning Ambition into Action: ICC and Sage Release 2025 SME Climate Finance Stocktake As the world prepares for COP30 in Belém , a new global report by the International Chamber of Commerce (ICC) and Sage delivers a clear message: small and medium-sized enterprises (SMEs) are more ambitious than ever on sustainability, but access to finance is still lagging far behind. The 2025 SME Climate Finance Stocktake , the fifth in this global series, tracks progress from 2021 to 2025 and exposes a widening gap between SME ambition and the availability of green finance . While 70% of SMEs now say sustainability is central to their business, fewer than 3% have accessed a green finance product. Digital and AI: The missing link The study identifies a key factor separating leaders from laggards: digital capability . SMEs that use digital accounting, e-invoicing, or AI-powered carbon tracking are four times more likely to access green finance than their peers. Yet for most small firms, fragmented and complex reporting requirements continue to block progress, leaving billions in potential investment untapped. As ICC Secretary General John W.H. Denton AO and Sage CEO Steve Hare note in their foreword, technology is not just a productivity tool but a gateway to green finance . Automating reporting, standardising data, and integrating trusted digital systems are essential to scaling sustainability for SMEs. Policy alignment and practical action The report calls for governments, financial institutions, and technology firms to work together to make sustainability reporting simpler, faster, and more affordable. It outlines five urgent actions to bridge the gap between ambition and finance, including: Developing consistent, streamlined SME reporting standards aligned with the new VSME framework and ISSB baseline ; Expanding sustainability-linked loans, transition finance, and blended finance mechanisms; Incentivising SME reporting and investment through fiscal support and digital tools; Leveraging AI and structured data to make sustainability reporting “report once, use many times”; Standardising data requests across banks and buyers to unlock scale and trust. From ambition to economic opportunity link With SMEs representing over 90% of global businesses and around 40% of emissions , their success is essential to the world’s net-zero transition. Enabling them to access climate finance is not just good policy, it’s an investment in inclusive, resilient economic growth. ICC and Sage will take these findings to COP30 , advocating for practical, collaborative solutions to empower SMEs as the driving force of a just and effective transition. Read further Full report: SME Climate Finance Stocktake 2021–2025 – Turning Ambition into Action (ICC & Sage, 2025) 🌱 ICC COP30 Climate Action page – Learn how ICC is mobilising business for climate ambition and adaptation finance.

< Back < Previous | Next > Integrity & Culture Building Integrity Through Trust and Psychological Safety Camila Fossati, People and Organizations Director, Braskem 16 Jun 2025 A culture of integrity doesn’t come solely through regulations; it thrives on trust, transparency, and psychological safety. Psychological safety—where individuals can speak up and raise concerns without fear—is the foundation of a strong compliance culture. Camila Fossati 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.

< Back < Previous | Next > Electrification, raw materials and Europe’s (lack of) competitiveness Norbert Both 1 Jun 2026 A conversation with Norbert Both, Senior Advisor at Publieke Zaken Electrification, raw materials and Europe’s (lack of) competitiveness A conversation with Norbert Both, Senior Advisor at Publieke Zaken Few people bring Norbert Both’s combination of diplomatic, corporate and public affairs experience to the energy transition debate. After a decade in the Dutch foreign ministry, he spent 17 years at Shell working in government and external relations roles, navigating some of the most politically charged dossiers of recent decades: the Groningen earthquakes, the dividend withholding tax saga, and the climate accord negotiations. Now a Senior Advisor and Partner at public affairs agency Publieke Zaken, he advises companies on the challenges of energy and industry transitions. In this interview, he reflects on what Europe can learn from China and the United States, how Europe has become bogged down in a swamp of bureaucracy, and what public-private cooperation on the energy transition should really look like. Let’s start with a definition to kick-off our conversation. What does good public-private collaboration on the energy transition actually look like? Whenever I talk about this, I compare the three major models. First of all China, which is directing itself from the top through the energy transition. It has a centrally formulated, carefully crafted national strategy, giving a clear view on where the country needs to go. This has given China a leadership position in some of the most advanced technologies and control over processing of critical raw materials. Then look at the United States, which invests itself through the energy transition. My memories of driving in Texas are symbolic of this: on one side you see a huge four-wheel drive pickup truck, on the other is a Tesla. Indeed, Texas is not only the oil state, but it is also the leading onshore wind state. Like it or not, the US is the centre of gravity of data centre construction, followed by China, with Europe trailing behind. And then you get to Europe, which has prided itself in being a regulatory superpower, and true enough, its frameworks on carbon pricing and sustainability standards are the most advanced in the world. But we see that other jurisdictions – China in particular – are quicker to capitalise technologically. This is because we have bureaucratised ourselves into a swamp where, as the Draghi and Letta reports have shown, Europe’s competitiveness is at stake. There’s a fourth model worth watching: India. Using its people power of 1.5 billion, average age 28, I believe that India is going to grab a leadership role in high-tech sectors. In achieving the energy transition, the Netherlands will need a huge amount of new infrastructure, space and skilled workers. What lessons can Europe learn from China and the United States to accomplish this? In my work at Publieke Zaken, every company I speak to, small, medium or large, complains about the same thing: the nightmare of rules, regulations and bureaucracy stifling entrepreneurship and investment, and the fragmentation of permitting processes that cause huge delays for projects. So from China, I think we can learn to centralise the choreography at the macro-level while creating space for competition. From America, the lesson is optimism and unleashing the investment power of capital markets. And who is actually responsible for delivering this – the government, grid operators or the private sector? The government sets the basic rules, protects the level playing field, at least within Europe. Critically reviewing (and simplifying) rules and regulations should be a permanent feature of efficient government. We should also consider reinstating something resembling the old Ministry of VROM – combining infrastructure, spatial planning and environment – with stronger regulatory powers for central government to overcome what is essentially a chaotic landscape of local decisions and non-decisions. So who’s responsible? It’s all of them. Tennet and the grid operators are essentially in the lead, but it’s also worth mentioning the cable manufacturers. Europe is still a world leader in high-voltage cabling, and that should be cherished. The copper required for further electrification requires building strategic relationships with countries like Chile, Peru, the Democratic Republic of Congo, and Australia. We have to have a plan for the raw materials. What is the timeframe for implementing those lessons learned? There is no time to waste. We are still very dependent on raw materials; if we don’t get our act together, then we risk the de-industrialisation of Europe; or artificially keeping industry alive through extremely high costs and high trade barriers. We need to understand where our strategic relevance lies and allow those areas to blossom. Following on from your mention of copper as a key resource: China dominates the critical minerals and processing capacity that the electrified system depends on. Is securing that supply chain a job for governments or for businesses? China secured its position in critical minerals decades ago – not just by controlling resources within its own territory, but by making itself the indispensable processing hub for minerals mined elsewhere. Even North American resources have flowed to China for processing. For Europe to be serious about its electrification agenda, it has to be willing to get its hands dirty – literally. That means mining the lithium reserves found in Germany and Portugal, building processing capacity, and accepting that this is not a clean business. It’s not all about China though: it is interesting to see that the Trump administration took the initiative for a transatlantic critical minerals trade framework – the Plurilateral Trade Agreement on Critical Minerals. This demonstrates that the Americans have understood what matters in the world in the next 20 to 30 years. They’re not single-mindedly obsessed with oil and gas; they are thinking about the future, and they do realise they need partners and friends. Private investment follows predictability. How do you create the conditions that make long-term capital feel safe to commit? I can give you a concrete example of where predictability has paid out. Shell is building a green hydrogen plant in the Rotterdam area called Holland Hydrogen 1 – a billion-dollar investment, the first of its kind in the Netherlands. A key reason Shell was able to take on such a project was regulatory predictability and a policy that created demand. However, halfway through the project’s construction, the Dutch government changed the rules and suddenly the economics of the project changed. It took enormous effort to return the government to its original position. The lesson is simple: government must never move the goalposts when a company has made investment decisions based on a particular set of policies. It not only jeopardises the project in question, the regulatory unpredictability also jeopardises potential future projects. The energy transition is almost always framed in green terms. Where does nuclear fit in? France has benefited enormously from its nuclear capacity – in terms of both CO2-footprint and security of supply. Germany, on the other hand, said goodbye to nuclear and has had to compensate with more coal and gas. That’s because wind and solar doesn’t provide the baseload. I think nuclear has a role to play, but who is going to take the risk of building a nuclear power station in the Netherlands, knowing what we know about permitting challenges and governments moving the goalposts? That said, in the United States, nuclear is experiencing a revival. Let’s finish our conversation with a ‘big picture’ question about the energy transition. How much electrification should we be aiming for? A robust and resilient energy system doesn’t put all its eggs in one basket – so I believe that electrification in moderation is the way forward for Europe. But we have to be realistic: for example, how are we going to get all that copper? Our future energy system will still consist of electrons and molecules. Some green molecules will be home-made, most will be imported. Beyond 2050, remaining fossil fuel use will need to be mitigated through CO2 capture and storage, or through carbon credits generated through reforestation / forest protection. We will remain import dependent: the idea that if only we shed fossil fuel dependency, we become independent is a falsehood, given our import-dependency on critical minerals. Looking forward, there is one more subject that Europe needs to make progress on urgently: recycling. It’s important to remember that once you have imported the critical minerals you need, you can recycle and reuse them. This is the fundamental difference with oil and gas, which you must continuously replace with fresh supply. However, we have not matured our recycling sector, and our regulatory system actively punishes companies that try. If you build a pyrolysis plant to recycle hard-to-recycle plastics, your scope one CO2-emissions go up, for which you pay under the EU ETS, but you get no credits for the circular economy contribution you make. At the European level, we need to get much better at rewarding the recycling of critical materials. Let’s hope this gets reflected in the EU’s upcoming Circular Economy Act.

< Back Marieke van Hooijdonk Independent Arbitrator Arbitrator Biography Marieke is a renowned international arbitration counsel. She handles complex and high-stake disputes across various sectors and jurisdictions, involving joint ventures, mergers and acquisitions, trade, contracts and more. She also represents clients in arbitration related court proceedings. Marieke is recently elected as new Vice-President to the ICC International Court of Arbitration for 2024-2027. In addition, she is a member of the ICC Dutch Nominations Commission and the ICC Commission on Arbitration and ADR. She has served as the Dutch member on the ICC Court in Paris from 2014 until 2021. She often acts as arbitrator, including as chair and emergency arbitrator. Marieke also has a long standing role as deputy judge at the Court of Appeal in Arnhem-Leeuwarden. Marieke regularly speaks and writes on arbitration related issues. Her book "Litigation in the Netherlands" published by Kluwer, is still widely used. Marieke is ranked as Band 1 – Arbitration Counsel (Chambers Europe, Netherlands, 2024-2014), appears in the "Hall of Fame" in Legal 500 and is named Thought Leader in Who's Who Legal Arbitration. Clients praise Marieke for her knowledge, strategy, advocacy and teamwork. Some of her recent testimonials include: “Marieke van Hooijdonk is an absolute force of nature in arbitration in the Netherlands. A fearless advocate for her client and completely on top of the detail. ” “Marieke van Hooijdonk is top-notch and has been the best arbitration lawyer in the industry for many years, if not decades – very strong and confident advocacy, razor sharp and very committed to reaching the client’s goals and needs, creative and persuasive, drawing on extensive arbitration experience and expertise .” (Legal 500 2024 Dispute Resolution). "She is a highly esteemed lawyer for ICC and NAI arbitrations. " (Chambers Global 2024 Dispute Resolution: Arbitration Counsel). “Marieke van Hooijdonk is the grand lady of the Dutch arbitration scene, brilliant sharp mind and excellent analytical and tactical skills. A pleasure to work with. ” (Legal 500 2023 Dispute Resolution). “She is absolutely brilliant. ” (Chambers Global 2023 Dispute Resolution. Contact Details Netherlands +31 20 674 1123 arbitration@mariekevanhooijdonk.com Additional Links Link About ICC Netherlands We ensure that Dutch business interests are heard and represented in international policymaking. We deliver tools and standards that simplify cross-border business like model contracts or Incoterms®. We support fair and efficient dispute resolution . Become a member Upcoming events Learn more Check our latest news! News Languages Spoken Dutch, English Specialisation Corporate Law / M&A, Investment / Public International Law, Financial Services, Biotech, Pharmaceutical, Technology, Media, Life Sciences and Healthcare Bar Admission(s) Credentials CV

< Back < Previous | Next > Taxes Shaping the Future of Global Tax: ICC Commission Charts a Course Amid Rising Fragmentation 4 Apr 2025 At its March 2025 meeting, the ICC Taxation Commission tackled global tax challenges, including UN reforms, digital economy rules, and OECD compliance amid rising geopolitical tensions. The Commission stressed inclusive dialogue and business input to help shape a clear, practical international tax framework. UN-led tax reforms, digital economy protocols, and OECD challenges headline a pivotal Commission meeting. The ICC Taxation Commission’s March 2025 meeting convened at a critical moment for global tax policy. Against the backdrop of growing geopolitical instability and fragmentation in international trade, ICC members gathered to address urgent developments in global taxation frameworks, digital economy protocols, and regional policy shifts. Trade Turbulence and Strategic Advocacy Opening the session, Andrew Wilson (ICC Vice-Secretary General) and Valerie Picard (ICC Head of Trade) addressed a key concern: the erosion of multilateralism driven by unilateral trade measures, particularly from the U.S. While the core trade stance hasn’t dramatically changed, the implementation is now more aggressive and less internally contested. This “louder, more coordinated” approach risks hardening global divides and undermining established multilateral institutions. In response, the ICC is stepping up its advocacy efforts, producing foundational papers—such as on VAT—that provide clarity and are being actively used by member states in their policy dialogues. UN Tax Convention: Inclusive, But Complex Michael Braun (Germany UN Mission) shared an update on the UN process to establish a framework convention for international tax cooperation. Spurred by growing calls from developing nations, the convention aims to rebalance rule-making power and build a more inclusive and equitable tax framework. The process now moves into a drafting phase following the adoption of the Terms of Reference in 2024, which laid out three pillars: a framework convention, a protocol on digital services taxation, and another on dispute prevention. The structure includes three workstreams, co-led by representatives from the Global South. While the Terms of Reference do not formally embed stakeholder engagement, ICC is pushing for structured business input, emphasizing that private sector expertise is crucial to ensuring practical, implementable rules. The OECD Debate: Pillar Two and Compliance Burdens In parallel, the OECD’s Pillar Two implementation sparked intense debate. Business representatives flagged compliance costs, especially for low-risk jurisdictions, and questioned the added value of full model rules in such cases. ICC presented a proposal for permanent safe harbors based on country-level data and simplified reporting, aimed at lowering compliance costs while maintaining tax integrity. Although the idea gained some support, concerns about erosion of tax bases persist among certain jurisdictions. ICC called for urgent high-level government engagement to maintain momentum and promote a practical, stable system. Regional Insights and Diverging Trajectories Regional sessions showcased both alignment and divergence. In the Asia-Pacific, the Belt and Road Initiative tax platform highlighted progress in digitalization and capacity building. Meanwhile, the EU is focusing on simplification and competitiveness, with the European Commission reviewing directives for redundancy in light of Pillar Two’s global uptake. Africa, represented by Thulani Shongwe (ATAF), spotlighted VAT collection challenges and a growing push for regional cohesion on core tax policy positions, backed by the African Union. The U.S. position remains a wildcard. With the administration opposing some OECD rules and broader concerns about extraterritoriality, participants expressed concern over the stability of the current multilateral tax order. Beyond Structure: Substance in Focus As the UN tax convention process advances, the spotlight is shifting from structure to substance. Key issues include the scope of Article 12 on digital services, the potential for simplified allocation systems, and whether the dispute protocol will embrace binding arbitration or remain limited to prevention mechanisms. The ICC emphasized the need for clarity to avoid conflicting obligations and ensure smooth integration with existing treaties. Ongoing Projects and What’s Next The Commission’s working groups reported on ongoing initiatives including: • Foreign subsidy regulations • VAT treatment for cross-border telework • Sustainability-linked tax policies • The interaction between investment treaties and tax rules All underscored the same themes: simplicity, coherence, and coordination. Fragmented rules risk undermining both taxpayer certainty and government revenue collection. Looking ahead, ICC will play a key role in the UN’s Financing for Development Forum (FfD4) in Seville, where business engagement will address the impact of tax on development, investment, and sustainability. A new economic impact study on digital service taxation is also in the works, and ICC continues to push for inclusive dialogue as UN protocols are developed. “The global tax landscape is being redefined,” one participant noted, “and ICC must be both a stabilizer and a shaper of that future.”

< Back < Previous | Next > Digitalisation Why the Netherlands Must Go Beyond the Electronic Bill of Lading 12 Mar 2025 After three years of preparation, the Dutch Parliament is set to deliberate on a bill introducing electronic bills of lading (eBLs) this month. This legislative move aims to modernize trade documentation, enhancing efficiency and security within the logistics sector. While this is a crucial step forward, it is only one piece of the puzzle in achieving full trade digitalization. To maintain momentum, the Netherlands must now focus on a broader legal transformation, particularly the full implementation of the Model Law on Electronic Transferable Records (MLETR). What This Means for Businesses The adoption of eBLs allows companies to transition from traditional paper-based bills of lading to digital formats. This shift is expected to: • Expedite transactions by eliminating paper- based delays. • Reduce administrative burdens and costs. • Minimize fraud risks through secure digital tracking. • Improve operational efficiency by integrating digital trade documents into IT systems. However, while beneficial, this reform alone does not fully enable the digitalization of trade. For businesses to truly benefit from a paperless system, other critical transferable records— such as promissory notes and trade finance instruments— must also be legally recognized in electronic form. Why This Is Not Enough for Trade Digitalization Although the introduction of eBLs marks significant progress, it addresses only one type of transferable document. Comprehensive digital transformation necessitates a legal framework that recognizes and facilitates the use of all electronic transferable records, ensuring their enforceability and interoperability across international markets. Without this broader framework, businesses will still face inefficiencies and legal uncertainties when using digital trade documents beyond eBLs. The Importance of Fully Implementing MLETR The United Nations Commission on International Trade Law’s (UNCITRAL) Model Law on Electronic Transferable Records (MLETR) provides a global framework for the recognition and use of all electronic transferable documents. By fully adopting the MLETR, the Netherlands can: • Establish legal certainty for all forms of electronic trade documents. • Reduce reliance on paper-based processes across supply chains. • Improve cross-border trade efficiency, ensuring alignment with international partners. • Strengthen the competitiveness of Dutch enterprises by reducing trade friction. • Reduce corruption risks by minimizing manual handling and document forgery opportunities. • Enhance sustainability by cutting down on paper usage and inefficient transport of physical documents. • Improve data security and transparency, ensuring real-time traceability of trade documents. The Role of ICC and DSI in Driving Trade Digitalization ICC actively advocates for harmonized international trade laws and facilitates dialogue between businesses and policymakers to accelerate digital adoption. The Digital Standards Initiative (DSI), an initiative under ICC, focuses on developing digital trade standards that enhance interoperability between different stakeholders in global trade. By working alongside governments and industry leaders, ICC and DSI are instrumental in creating a regulatory environment that enables full- scale adoption of electronic transferable records, including electronic bills of lading, digital promissory notes, and digital trade finance instruments. By aligning national regulations with international standards, Dutch businesses can remain competitive and seamlessly integrate into global trade ecosystems Urgent Next Steps for the Netherlands To capitalize on the momentum generated by the eBL initiative, the following actions should be prioritized: 1. Full Implementation of MLETR – Ensure all electronic trade documents are legally recognized, not just eBLs. 2. Update Existing Legislation – Revise outdated laws that still require paper-based documentation. 3. Invest in Digital Infrastructure – Secure and standardized platforms for digital trade document processing. 4. Educate Businesses – Provide training and support for companies transitioning to electronic trade. The introduction of eBLs is a positive but incomplete step toward full trade digitalization. If the Netherlands wants to lead in global trade efficiency, it must broaden its regulatory reforms to encompass all transferable records. By implementing the MLETR and updating national laws, businesses can fully embrace a paperless, efficient, and secure trading environment, ensuring that the Dutch economy remains competitive in an increasingly digital world. Stay updated and engage in the conversation! Join our MLETR implementation working group.