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< Back < Previous | Next > Share Your Story: Be Part of ICC’s Global Climate Campaign 31 Aug 2025 Business has a crucial role to play in tackling climate change – not only by reducing risks but by creating opportunities. Real-world examples from companies of all sizes show policymakers and peers that innovation and investment can deliver climate solutions at scale. That’s why ICC is calling on businesses to share their stories as part of its global climate campaign ahead of COP30. By showcasing successes and lessons learned, we can inspire action, remove barriers, and make the case for the enabling policies needed to accelerate the clean transition. Share Your Story: Be Part of ICC’s Global Climate Campaign The International Chamber of Commerce (ICC) is launching a global campaign in the run-up to COP30 in Belém, Brazil, to highlight one key message: climate action is not only a necessity, it is the business opportunity of a lifetime . Why participate? By sharing your story, you will: Gain visibility – ICC will feature selected businesses on its global website, social media, blog posts and campaign materials, reaching a worldwide audience. Shape the conversation – as the official voice of business in the UNFCCC and COP process, ICC brings real business experience into global climate talks. Your example will help show governments what is working, where barriers remain, and what policies are needed to unlock private investment at scale. Inspire others – by showcasing what works (and what doesn’t), your story can help other companies, industries, and governments accelerate the clean transition. What is the objective? ICC’s climate campaign aims to demonstrate how businesses are already making the transition work – and what is needed to scale further. By amplifying real examples, ICC can advocate more effectively for enabling policies at COP30: policies that reduce barriers, create incentives, and reward sustainable innovation. What kind of stories are we looking for? We welcome examples from all sectors and company sizes: Successful initiatives – business models, products, or technologies that address climate challenges, create impact at scale, and demonstrate investment in people, time and resources. Lessons from challenges – experiences where an innovation did not succeed, and what was learned from the process. These stories are just as valuable in showing what is needed for the future. Speculative ideas or project proposals do not meet the criteria – we are looking for real experiences . How to participate To submit your story, simply send us a short description (maximum 500 words) including: The business/innovation/initiative The challenge it addresses The impact achieved (or barriers faced) Key investments made (financial, partnerships, expertise) 📩 Please send your contribution to info@icc.nl . Selected stories will be shared with ICC Global for consideration in the international campaign and may be featured in ICC’s advocacy at COP30.

< 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

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. I consent to my data being used for program communication and organization purposes in compliance with GDPR. I consent to the use of my image for promotional purposes during program sessions. Submit

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

Discover the ICC Digital Standards Initiative, which aims to create a unified digital trade environment by harmonizing global standards. Learn how ICC is driving policy coherence and interoperability to streamline international trade processes. Digital Standards Initiative We are establishing  a globally harmonised  digital trade environment. What is the ICC Digital Standards Initiative? Recent innovations to digitise the global trading system have had the unintended consequence of fragmenting the market and the platforms used by several industries of the international supply chain and public sector agencies. There is a clear need for a trusted, independent and neutral body to lead the effort to connect digital islands. Hosted by the International Chamber of Commerce (ICC) , the Digital Standards Initiative is committed to promoting policy coherence and harmonising digital trading standards for the benefit of businesses, governments, and people everywhere. Working with established standard-setting bodies and international organisations, the ICC Digital Standards Initiative will drive greater adoption of existing standards and create new frameworks to unify digital trade processes. For an overview of existing standards that could help drive adoption, identify potential gaps, and promote interoperability, click here for a copy of The Standards Toolkit for Cross-Border Paperless Trade . The ICC Digital Standards Initiative will resolve key challenges facing trade digitisation efforts, including: Lack of coherent standards for developers, executives and policymakers. Platform rulebooks that hinder cross-platform title document exchange and utilisation. Insufficient standards to simplify blockchain and non-blockchain based integration. Legal uncertainty regarding the acceptance of digital trade documentation. Unclear requirements for foundational trade standards. Digital Standards Initiative in the Netherlands A conversation with Gerard Hartsink, lead DSI in NL. The common theme in Gerard Hartsink’s long career has been international trade and their payments. Whatever job he has been doing, he says that his work has always been “at the edge of international business processes, standards, and technology”. He has worked for the ICC for over ten years, the previous three of which as Chairman of the Digital Standards Initiative (DSI) Industry Advisory Board. In this interview, he highlights the significance of the DSI programme in streamlining the flow of global trade. Can you explain the ICC’s DSI programme in one sentence? The aim of the ICC’s Digital Standards Initiative is to develop a globally harmonized, digitized trade environment. Let’s get into more detail. How will this be accomplished? The DSI programme is focused on two aspects. Firstly, to make sure that the legal rules of administrative law around the world are harmonized. If this is not harmonized globally, then international trade slows down. The UNCITRAL Model Law on Electronic Transferable Records – MLETR – is the relevant piece of legislation. Looking at the MLETR Tracker , you can see which countries have adopted this. The UK, for example, is further down the road than the Netherlands. The second part of the DSI mainly involves the technical data standards of the 40 international (paper) trade documents. These documents include data, but the format of these data is not the same of these documents to send them electronically to the business partners and government agencies such as customs, which is a problem. Moreover, it is in different languages. This is why we are nearly complete with the analysis of all 40 trade documents to get clarity about which data elements they contain. Then we identify the best standard for each data element: standardised data is very important for business-to-business, but also business-to-government communications. Standardised data is crucial in validating that the counterparty, for which the LEI (Legal Entity Identifier ) is the recommended option, is indeed the counterparty. Can you zoom in to the situation here in the Netherlands? The Netherlands has many exporters and importers dealing with goods and services. Although the Digital Standards Initiative is mainly for goods, it is not exclusive. A typical Dutch situation is that a lot of goods arriving at the Port of Rotterdam or Schiphol are destined for other countries. If one part of the container is for the Dutch market and the other part is for the rest of Europe, then it becomes very complex to understand who all the parties in the supply chain are. And, in the end, the data of the trade document related to the goods have to pass through multiple organisations, and everyone has to be paid for their services. From a practical perspective, the fact that all those documents do not have the same data is a problem for the exporter, importer or their service provider(s) established in or outside the Netherlands. What can be done to accelerate the implementation of the DSI in the Netherlands? ICC Netherlands has decided to create the ICC NL DSI Forum. This is not only for ICC members, but also key market participants in the Netherlands that are involved in international trade. This Forum has three tasks. First: to look at the DSI programme. Second: to listen to the members of the NL DSI Forum to hear their views based on their local industry knowledge. And third: if, in the end, we come to a global agreement, we will ask participants from the public and private sectors to help facilitate the adoption process of the ICC recommendations. What sort of timeline do you expect? It will take at least two years for the Dutch government to ensure that the MLETR is transposed to Dutch law. In addition, companies and their service providers will need to prepare themselves which will take one or two additional years. Therefore, awareness is very important; that people understand that this is going on at a global level under the umbrella of the ICC. I must also state that it is not just the ICC that is sitting around the table; many other organisations such as BIMCO, GS1, IPCSA, iSHARE, DCSA and IATA are working on this. Besides awareness, intelligent decisions from both the private and public sectors need to be made. Then we can start to have a dialogue about adoption. Is there a relationship between the Digital Standards Initiative and sustainability? There is definitely a direct link between the Digital Standards Initiative and some of the UN’s 17 sustainable development goals (SDGs): Industry, Innovation and Infrastructure [SDG #9], and Responsible Production and Consumption [SDG #12], for example. The DSI’s standardised suite of data facilitates easier communication; it also means that the cost of production, of moving goods around the world will decrease. If the processes of global trade can be carried out in a more efficient way, this will lead to more efficient use of resources. What is your personal motivation in working for the ICC’s DSI program? My history is in international business: I have the experience on how to use legal and technical standards to structure technology to facilitate international business processes. Therefore, I am very aware that the Dutch economy will benefit over time if we support the ICC’s Digital Standards Initiative. My motivation is working for the benefit of society. I have a focus on getting things done: this is what gives me a kick. Useful links: Standards Toolkit for Cross-border Paperless Trade Go to website The Standards Toolkit for Cross-Border Paperless Trade provides an overview of existing standards to help drive adoption, identify potential gaps and promote interoperability. Its objective is to equip every supply chain participant, both public and private, with some of the most notable and widely used standards to help push trade digitalisation to the next level. MLETR Tracker Go to website This tracker reflects information as known to ICC DSI on the global implementation of MLETR, stakeholders are invited to share any additional information that maybe relevant to update it. The Digital Standards Initiative Go to website The ICC Digital Standards Initiative is establishing a globally harmonised trade environment to address modern challenges and bridge digital standard gaps. UNCITRAL Model Law on Electronic Transferable Records Go to website The Model Law on Electronic Transferable Records (MLETR) aims to enable the legal use of electronic transferable records both domestically and across borders. The MLETR applies to electronic transferable records that are functionally equivalent to transferable documents or instruments. Transferable documents or instruments are paper-based documents or instruments that entitle the holder to claim the performance of the obligation indicated therein and that allow the transfer of the claim to that performance by transferring possession of the document or instrument. Transferable documents or instruments typically include bills of lading, bills of exchange, promissory notes and warehouse receipts. The Centre for Digital Trade and Innovation (C4DTI) Go to website C4DTI is an ICC United Kingdom-led, global initiative based at Teesside University established with support from the Tees Valley Combined Authority. We are an industry-led, government-supported public-private partnership that works with the ICC Digital Standards Initiative, foreign governments, business groups, companies and international partners to digitalise UK trade. We are agnostic to technology and advocate for open, interoperable systems (laws, rules, standards). Legal Entity Identifiers (LEI) Go to website Digital identities, within the context of cross-border trade, are referred to as LEIs. They operate in a similar way to having a company identification number with Companies House except LEIs are publicly listed on a global register and are listed as a foundational standard in the WTO/ICC Standards Toolkit.

< Back < Previous | Next > WTO reform at a critical juncture: business, policymakers and institutions in dialogue Laure Jacquier 29 Jan 2026 Keeping the multilateral trading system alive Ahead of the WTO Ministerial Conference, ICC Netherlands and VNO-NCW convened a timely round table on 29 January with business, policymakers and international institutions. The discussion confirmed one clear message: the system is under pressure, but indispensable — and reform is the only viable path forward. WTO reform at a critical juncture: business, policymakers and institutions in dialogue The global trading system is under unprecedented pressure. Rising geopolitical tensions, increasing unilateral trade measures and growing fragmentation are challenging the foundations of the multilateral system. Yet, as highlighted during a round table hosted on 29 January , abandoning the system would come at a far greater cost than maintaining and reforming it. Read: The impact on developing economies of WTO dissolution Against the backdrop of the upcoming 14th WTO Ministerial Conference (MC14) in March, ICC Netherlands and VNO-NCW convened a closed-door dialogue bringing together Dutch businesses, policymakers and international institutions. The discussion formed part of ICC’s global initiative to revitalise the multilateral trading system ahead of MC14. A timely exchange ahead of MC14 The round table brought together representatives from Dutch companies active in technology, maritime, agrofood, legal, healthcare and banking, alongside key institutional voices: Andrew Wilson , Deputy Secretary General (Policy), ICC Global, on ICC’s global initiative to revitalise the trading system Mark Jacobs , Director International Trade Policy & Market Regulation, Ministry of Foreign Affairs of the Netherlands, on national policy priorities and the MC14 framework Audrey Goosen , Ambassador of the Kingdom of the Netherlands to the WTO, on perspectives from the Dutch Permanent Mission in Geneva Bernard Kuiten , Head of External Relations, World Trade Organization, on the latest developments within the WTO The exchange was moderated by Jasper van Schaik , board member of ICC Netherlands. Notably, the Dutch government’s MC14 Framework Instructions were published less than 30 minutes before the start of the round table , adding immediacy to the discussion. This allowed participants to reflect in real time on the Netherlands’ official positioning ahead of the Ministerial Conference and to exchange views on how these priorities translate into practice for businesses operating across global value chains. (Link to the MC14 Kaderinstructies) The system is under strain — but indispensable A key message emerged clearly from the discussion: the multilateral trading system is under strain, but it remains indispensable. For the Netherlands — one of the world’s most trade-dependent economies — an open, predictable and rules-based system is not optional. A weakened WTO would directly affect Dutch competitiveness, supply chains and long-term growth. Participants underlined that reform does not mean abandoning multilateralism. Rather, it means adapting the system to today’s economic and geopolitical realities while preserving its core principles. In the current context, keeping the system functioning already counts as success. Trade, geopolitics and fragmentation The discussion highlighted how trade policy is increasingly inseparable from geopolitics, security considerations and industrial policy. Export controls, subsidies and strategic dependencies now shape trade decisions in ways that go far beyond economics alone. While bilateral and plurilateral agreements may appear faster and easier to conclude, participants cautioned against the risks of fragmentation. A move away from common rules risks creating parallel trade regimes, leaving smaller and developing countries behind and undermining predictability for business. A rules-based multilateral framework remains essential for economic security. Reform challenges and open questions Participants acknowledged that WTO reform is necessary but politically difficult, particularly given consensus-based decision-making among 164 members. Discussions touched on possible avenues such as coalition-based approaches, plurilateral initiatives and standstill arrangements during reform phases. Key open questions remain: what does success look like? How far can reform go without losing legitimacy? And can the WTO adapt quickly enough in response to geopolitical realities? The role of business A recurring theme was the crucial role of business. Without private-sector engagement, political support for reform will weaken. Business has a responsibility to bring evidence, realism and real-world impact into policy debates, and to support reform efforts that preserve openness while addressing legitimate concerns. Dutch businesses clearly demonstrated that they are engaged and support the need to keep the multilateral trading system. A clear takeaway The takeaway from the round table was clear: keeping the multilateral trading system alive matters, and reforming it together is the only viable path forward . Inaction risks erosion by default — a scenario that would be particularly damaging for open economies and internationally operating businesses. Read ICC call to action: Revitalising the multilateral trading system: Call for action | ICC WBO Netherlands

< Back Arent van Wassenaer The Faithful Goose b.v. Arbitrator, Mediator Biography Arent van Wassenaer is an international construction lawyer, arbitrator, mediator, dispute board member and author based in the Netherlands. After more than three decades in private practice — including as a partner at Houthoff, Norton Rose Fulbright and Allen & Overy — he founded The Faithful Goose in The Hague in 2016, through which he advises on the successful delivery of complex projects and on the avoidance and resolution of disputes. He sits as an arbitrator with the ICC International Court of Arbitration, the Netherlands Arbitration Institute and the Dutch Board of Construction Arbitration (Raad van Arbitrage in Bouwgeschillen), and currently chairs or serves on Dispute (Avoidance) Adjudication Boards for major international projects, among them the OL3 nuclear power plant, the new European Investment Bank headquarters in Luxembourg, and a 2GW offshore AC/DC converter for TenneT. A Fellow of the International Academy of Construction Lawyers and a trainer for the Dispute Resolution Board Foundation, he is the author of A Practical Guide to Successful Construction Projects (Routledge) and a long-standing advocate of collaborative and cooperative models of contracting. He also hosts a Dutch podcast, “Bouwen met Vertrouwen” (Building with Trust”) which can be found on Spotify and Apple podcasts. Contact Details The Hague, Netherlands +31651572768 arent@thefaithfulgoose.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 English, Dutch Specialisation Construction, Engineering, Consultancy Services (Other than Legal), Energy and Natural Resources, Investment / Public International Law, Joint Ventures, Consortia, Cooperation, Real Estate Bar Admission(s) NL (Dutch Bar) Credentials Other CV

< Back < Previous | Next > ICC Netherlands welcomes adoption of eBL legislation 1 Apr 2026 Electronic bills of lading now legally recognised under Dutch law, supporting faster and safer trade flows ICC Netherlands welcomes adoption of eBL legislation Electronic bills of lading now legally recognised under Dutch law, supporting faster and safer trade flows ICC Netherlands welcomes yesterday’s adoption of legislation recognizing the legal validity of electronic bills of lading (eBLs), marking a milestone toward the digitalization of international trade. The reform ensures that eBLs attain functional equivalence with conventional paper bills of lading under Dutch law, providing businesses with legal certainty in domestic and international freight transport. A bill of lading plays a central role in global trade, serving as a document of title, a contract of carriage, and a receipt for the goods. Historically, the physical transfer of paper bills among multiple parties has slowed transactions and increased exposure to errors, loss and fraud. The shift to eBLs has the potential to transform trade operations by overcoming the limitations of paper-based documentation. “With eBLs, documents can be transferred instantly, accelerating trade flows and reducing transaction times from days to hours,” says ICC Netherlands Director General Laure Jacquier. “At the same time, eBLs improve security by minimising the risks of fraud, duplication and loss. They also support sustainability by cutting paper use and energy consumption.” Until now, Dutch trade had largely centred on paper-based documentation, while several leading economies have already incorporated electronic transferable records into domestic law. By formally recognizing eBLs, the reform brings Dutch trade law closer to international digital trade standards, aligning with the UNCITRAL Model Law on Electronic Transferable Records (MLETR). ICC Netherlands has long advocated for the digitalization of trade and views today’s reform as a critical first step. While the legislation is limited in scope, addressing bills of lading only, further legal recognition will be needed to cover other transferable trade documents. Achieving this will also require interoperability across digital platforms and jurisdictions, alignment of standards, and active adoption among key stakeholders. Jacquier concludes: “ICC Netherlands will continue to work closely with government and industry to accelerate this transition toward secure, interoperable and fully digital trade that will strengthen the Netherlands’ position in the global economy.” About MLETR The UNCITRAL Model Law on Electronic Transferable Records (MLETR), adopted in 2017, is the leading international framework for enabling the legal use of electronic transferable documents in trade, such as electronic bills of lading. It establishes that electronic records can have the same legal effect as paper-based documents, based on the principles of functional equivalence, technology neutrality, and the use of exclusive control over a digital record as a substitute for physical possession. MLETR supports the development of secure, interoperable digital trade systems across jurisdictions. De adoptie van de UNCITRAL‘Model Law on Electronic Transferable Records’ in NL (6) .pdf Download PDF • 3.28MB EN- Executive summary - Electronic transferable records (1) .pdf Download PDF • 1.84MB

< Back Bart Neervoort NEERVOORT Mediation Arbitrage (handelsnaam Nirwa Werk) Mediator Biography Former attorney with 30 year experience in international litigation and arbitration and former judge with the Amsterdam appeal court. Trained as a mediator in the UK (CEDR) and the US (Harvard). International corporate and commercial mediator since 2002. Over 400 mediations since then. Described by parties as a no nonsense dealmaker. Regular mediation appoinments by ICC. Contact Details Netherlands 0031653202437 neervoort@med-arb.nl 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 English, Dutch, French Specialisation Transport, Real Estate, Maritime, Joint Ventures, Insurance, Finance and Banking, Energy and Natural Resources, Distribution, Corporate Law / M&A, Consultancy Services (Other than Legal), Construction, Competition, Agency (Representation), Employment, Information and Communication Technologies, Sales, Pharmaceutical, Insolvency, Mass Claims, Personal Injury Bar Admission(s) Credentials IMI, MfN, CEDR, Other CV

< Back < Previous | Next > Navigating Geopolitical Risk in a Fractured World Tom Scott 1 Dec 2025 In a global landscape marked by geopolitical tension, regulatory fragmentation and increasingly fragile supply chains, businesses face risks that are more complex – and more consequential – than ever. To explore how organisations can navigate this uncertainty, we spoke with Tobias Wellner, a Senior Analyst at global specialist risk consultancy Control Risks. Navigating Geopolitical Risk in a Fractured World An interview with Tobias Wellner, Senior Analyst, Control Risks In a global landscape marked by geopolitical tension, regulatory fragmentation and increasingly fragile supply chains, businesses face risks that are more complex – and more consequential – than ever. To explore how organisations can navigate this uncertainty, we spoke with Tobias Wellner , a Senior Analyst at global specialist risk consultancy Control Risks . Based in Berlin, Tobias focuses on geopolitics, sanctions, and trade restrictions, drawing on insights from Control Risks’ network of more than 90 analysts worldwide. His perspective is shaped not only by years advising multinational companies, but also by his earlier work in humanitarian aid and peacebuilding – including time spent on the frontlines of the South Sudan conflict – experience that continues to inform his approach to understanding and managing risk today. When we speak of geopolitical risk, which issues should business leaders pay most attention to in today’s environment? Tobias: I see two overarching trends that will shape global business more than anything else. The first is the growth in regulatory complexity. We’re seeing a revival of industrial policy and growing interventionism by governments, particularly in strategic sectors such as tech, defence and renewables. The competition between the US and China is the biggest driver of this: sanctions, tariffs, export controls are being implemented more and more by both sides. Just recently, China expanded export controls on rare earth technologies, and the US expanded its export restriction toolkit. A trade war truce agreed in October will remain fragile, with both sides remaining committed to longer term strategic competition. Their trade restriction measures (often masked as protective actions) will ripple through global supply chains, creating enormous challenges for compliance teams. Companies will need stronger internal capabilities in sanctions, trade controls and regulatory analysis. And this isn’t just about the US and China. As a result of increasing global complexities, we are seeing the rise of the so-called Middle Powers: countries like Mexico, Brazil, the UAE, Saudi Arabia, Türkiye, South Africa, Vietnam and Indonesia. These countries are really stepping up their own regulatory regimes to bolster the growth of their economies. The second trend is the rising disregard for territorial integrity. We are going to see even more regional conflicts. This will have obvious impacts for companies going forward, increasing particularly operational and security risks. Companies will have to make sure their people are safe during war incidents, or how to travel safely, and manage security incidents. Not only will supply chains be impacted, but there will also be greater reputational risks. Employees, investors and the wider society will expect businesses to take clearer stances on conflicts and political issues. How should companies balance the tension between needing to take bold strategic bets in uncertain times and the urge to be overly cautious? Tobias: There’s no clear-cut answer to this formula, but there are a few aspects to consider. First, business decision-makers need a really good inflow of geopolitical risk analysis, rather than today’s newspaper headlines. We often work with companies to develop geopolitical scenarios – each with clear assumptions, indicators and triggers. We are transitioning towards a much more fragmented and flexible trade system, one that’s defined by the diversification of global supply chains. The companies that are going to survive are the ones that can operate across diverging regulatory frameworks and remain agile amidst a growing number of conflicts and regulatory pressures – while finding a balance between cautious and strategic decision-making. Second, companies must move from reactive crisis management to embedded resilience. In practice, this means accepting that volatility is normal rather than exceptional. The shift from ‘just in time’ to ‘just in case’ is real. However, this brings its own risks: if volatility is normalised, then everything is a potential crisis. This, in turn, makes a company’s ability to prioritise, plan and innovate much more difficult. Geopolitical risks and the supply chain – how effective or sustainable are strategies like near-shoring, friend-shoring, and supply chain decoupling? Tobias: Few companies have the ability or willingness to completely decouple for certain markets, such as China. What we see instead is diversification; a mix of near-shoring and friend-shoring combined with multi-route, multi-supplier strategies. After years of disruptions – the pandemic, the war in Ukraine, the Gaza conflict, tariff wars – companies and governments are now pricing in volatility. Supply chain disruptions, extreme weather events, or new tariffs are no longer surprises. They are part of the new operating reality. How can companies sift out the important information in all the noise of this unpredictable world? Tobias: There are a lot of headlines, a lot of noise. Everyone is bombarded with this. You need to listen to the noise, but you also need to learn how to identify the underlying music – the patterns and drivers that matter for your business. Scenario analysis helps. Strong internal compliance teams help. Partnerships with local stakeholders help. But above all, you need a disciplined process for connecting geopolitical developments to business decisions. What shifts in the geopolitical order will most shape global business over the next 5–10 years? Tobias: Three stand out. The first is a more complex, loosely multipolar system. The US is retreating in some areas; China is recalibrating its global engagement; and many regional powers are becoming more assertive. International organisations like the UN will still matter, but mostly as diplomatic forums – not as strong rule-setters. Expect more bilateral deals and regional blocs. The second is a key defining threat, one that we've been talking about for a very long time: climate change. The world in general is just not ready for the fast-paced changes that will come our way from a climate change perspective. I think everyone – companies and societies – should expect much more supply chain disruptions and supply chain shifting because of climate-induced disruptions. Especially, but not exclusively, in emerging markets. And third – on a personal level, I am quite worried about democratic backsliding. This is not just for my own love of democracy, but also from a business point of view. Democratic processes such as elections, institutions, regulatory processes: if these are not transparent anymore, this will disrupt the equal playing field. And that will be harmful for the economy at large. But there is good news too: countries in the Global South are really accelerating the diversification of their trade and foreign relations. This is a response to geopolitical volatility; these countries want to move away from dependence on just the US market, just the EU or China. We will see many more trade links such as the new trade deals between Mexico and Brazil, Vietnam’s outreach to the Global South, or the Gulf States’ massive investments in Africa. This will create opportunities for companies to benefit from these increasing south-south trade corridors. How does your experience in humanitarian aid, conflict analysis and peacebuilding connect with business-focused geopolitical risk? Tobias: I think there are two lessons from the humanitarian world that matter enormously for business. First: local conflict analysis. When you operate in a war zone, understanding your environment is a matter of survival. That same principle applies to global companies. If you don’t truly understand the political, social and security dynamics in the places you operate, you expose your business, your people, and your reputation to unnecessary risk. Second: humanitarian organisations understand that risk can’t be avoided; it can only be managed. For example, my current employer is called Control Risks, not Avoid Risks. The humanitarian sector takes calculated risks based on in-depth situational knowledge. That’s a skill businesses increasingly need. There’s also a deeper connection: peacebuilding strengthens the security environment on which all economic activity depends. And practically, humanitarians often have the best local networks – government, civil society and community leaders. Companies planning new operations can benefit enormously from these local perspectives. If you could offer CEOs one piece of geopolitical advice, what would it be? Tobias: The global operating environment is going to remain unstable and geopolitics won’t become simpler. We are in a transition to a more fragmented, flexible and conflict-prone world. Invest in understanding your operating environment, building strategies for agility, not stability. Control Risks | Global Risk Consultancy