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< Back < Previous | Next > Trade & Investment Why the most-favoured nation principle matters for business 5 Mar 2025 A rules-based global trading system, with the World Trade Organization’s (WTO) most-favoured nation (MFN) principle at its core, provides the stability and predictability that businesses require for strategic planning, investment decisions, and day-to-day operations. This paper explains: What the most-favoured nation principle is in practical terms and common misconceptions How the principle relates to reciprocal and retaliatory tariffs How it impacts businesses and consumers Its importance for business operations, whether or not the business exports goods Its role in promoting equality and fairness in international trade Open in PDF

< Back < Previous | Next > DRS ICC arbitration tops global survey 12 Jun 2025 The Arbitration Rules of the International Chamber of Commerce (ICC) have been named the world’s preferred arbitration rules in a global survey investigating current trends in user preferences and perceptions. Conducted by Queen Mary University in partnership with White & Case, the 2025 International Arbitration Survey results state: “The ICC Arbitration Rules are highly regarded, with many interviewees highlighting their established reputation and ease of use for arbitrators and counsel, as well as the support of the Secretariat.” The survey revealed a strong preference among arbitration communities on every continent for the ICC Arbitration Rules , from a choice of more than 60 sets of rules. The ICC Rules took top position in Africa (53%), the Caribbean and Latin America (74%), Europe (60%), the Middle East (59%) and North America (55%), underlining the global character and adaptability of the regulations. In 2024, 831 new cases were filed under the ICC Arbitration Rules, with a total of 2,392 parties from 136 jurisdictions. Claudia Salomon, President of the ICC International Court of Arbitration, said: “We’re delighted that the ICC Court again tops the list of the Queen Mary Study as the most-preferred arbitral institution globally. Our services are built on over 100 years of experience, combined with our continued focus on meeting the evolving needs of the parties. We take this opportunity to thank those who entrust the resolution of their disputes to ICC. Our ranking would not be possible without the exemplary leadership and dedication of the ICC Court members and the Secretariat”. The 2025 International Arbitration Survey investigates current trends in user preferences and perceptions, as well as opportunities to shape the future of international arbitration practice. The 2025 edition is the result of 2,402 questionnaire responses and 117 interviews with a diverse pool of participants. Full survey findings are available on the Queen Mary University London website .

< Back < Previous | Next > ICC Netherlands roept Tweede Kamer op: versnel adoptie van digitale handelsdocumenten (MLETR) 1 Sept 2025 ICC Nederland heeft samen met een brede coalitie van bedrijven, banken en brancheorganisaties een whitepaper aangeboden aan de Tweede Kamer om snelle invoering van de UNCITRAL Model Law on Electronic Transferable Records (MLETR) te bevorderen – een stap die kosten bespaart, doorlooptijden verkort en de concurrentiepositie van Nederland versterkt. Op 1 September heeft ICC Netherlands, samen met een brede coalitie van bedrijven, banken en brancheorganisaties, een whitepaper aangeboden aan de Tweede Kamer over de adoptie van de UNCITRAL Model Law on Electronic Transferable Records (MLETR) . Wat op papier een technische wetswijziging lijkt, heeft in de praktijk enorme impact: het kan honderden miljoenen euro’s aan onnodige kosten besparen voor het Nederlandse bedrijfsleven , doorlooptijden verkorten met 6–10 dagen per exportproject , bureaucratie verminderen en onze concurrentiepositie als handelsland versterken . Handel als levensader van Nederland Internationale handel is cruciaal voor de Nederlandse economie: import en export samen vertegenwoordigen ruim €1,6 biljoen per jaar – bijna vier keer het BNP . Toch zijn veel cruciale documenten in de exportketen alleen rechtsgeldig op papier. Dit leidt tot vertragingen, hogere kosten en verlies aan efficiëntie. Concrete voordelen van MLETR Ons whitepaper laat zien dat digitalisering tastbare voordelen oplevert: ✅ Doorlooptijd verkort van 6–10 dagen naar <24 uur (succesvol getest door Havenbedrijf Rotterdam en Singapore in 2021). ✅ MKB-voordeel : tot 35% minder administratieve lasten. ✅ Internationale aansluiting : landen als het VK, Frankrijk, Duitsland en Singapore hebben hun wetgeving al aangepast – Nederland loopt achter. Sterker nog: het Verenigd Koninkrijk wil graag met Nederland digitale samenwerking versnellen, maar dat kan nu niet omdat 8 cruciale documenten wettelijk nog niet digitaal mogen worden verzonden . Oproep aan de politiek De oproep van ICC Netherlands en haar partners aan de Tweede Kamer is helder: Maak snel werk van de goedkeuring van wetgeving voor het elektronisch cognossement . Start direct het traject voor de overige 7 MLETR-documenten . Met dit whitepaper onderstreept ICC Netherlands, samen met haar partners, dat de digitale toekomst van onze handel nú begint. De Tweede Kamer kan dit in wezen met één wetswijziging regelen – en het bedrijfsleven staat klaar om te helpen. 👉 Lees hier het volledige whitepaper: Over dit initiatief Het whitepaper is opgesteld door vertegenwoordigers van ICC Netherlands, ICISA, ING Bank, Port of Rotterdam en andere betrokken experts , met steun van een brede coalitie van bedrijven, banken en brancheorganisaties. De adoptie van de UNCITRAL‘Model Law on Electronic Transferable Records’ in NL (6) .pdf Download PDF • 3.28MB

< 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 Willem van Baren Independent Arbitrator Arbitrator Biography Willem van Baren practices since 2016 as independent international arbitrator. He has been actively involved in more than 100 arbitration cases as party-appointed arbitrator, chairman, sole arbitrator, emergency arbitrator and expert under the major arbitral institutions and arbitration rules (CEPANI, ICC, LCIA, NAI, SIAC, UNUM, WIPO) and governed by various procedural and substantive laws. Until his retirement, he was a partner in Allen & Overy’s dispute resolution practice. In 2009, he became a CEDR accredited mediator. Willem has been involved in arbitrations concerning State-entities and private entities, often multi-party, and spanning a multitude of sectors, such as banking, corporate transactions, finance, energy, construction, infrastructure, insurance, shipbuilding, offshore, oil & gas, industrial manufacturing, pharmaceuticals, transportation (aviation, marine), solar power plants and wind parks and relating to diverse legal issues, such as investment, distributorship, joint ventures, partnerships, contract termination, post-M&A, sales of goods and shareholdings. He conducts arbitrations in English and Dutch and has working knowledge of German. Contact Details Netherlands +31 20 737 3403 willem.vanbaren@arbitration.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 Dutch, English, German Specialisation Corporate Law / M&A, Joint Ventures, Investment / Public International Law, Finance and Banking, Insurance, Pharmaceutical, Sales, Distribution, Construction, Shipbuilding, Offshore, Aviation, Energy and Natural Resources Bar Admission(s) Credentials CV

< Back < Previous | Next > General Assembly Trading Blows or Building Bridges? Navigating Global Trade in a Multipolar World 20 May 2025 As global trade becomes increasingly politicised, polarised, and unpredictable, how should businesses respond? On 20 May, ICC Netherlands gathered leading voices from business, policy, and finance to explore the realities—and responsibilities—of trading in a multipolar world. What emerged was a clear message: navigating complexity isn’t optional, it’s strategic. On May 20, ICC Netherlands brought together members, partners, and experts for its 2025 General Assembly and a high-level discussion on the future of trade in an increasingly fragmented world. Hosted by Rabobank in Utrecht, the event gathered perspectives from leading voices across business, government, finance, and international institutions, reflecting the urgency, complexity, and strategic opportunities facing global trade today. Setting the Stage: From Strategic Priorities to Strategic Action The afternoon opened with the ICC Netherlands General Assembly, where Director Laure Jacquier presented the organisation's achievements in 2024 and outlined strategic priorities for the years ahead. Key themes included digitalisation, sustainability, dispute resolution, and business integrity. Importantly, the General Assembly also marked the formal welcome of three new board members: Shashank Jhawar (ING), Marhijn Visser (VNO-NCW), and Rogier Schellaars (Van Doorne). Their addition reflects ICC's commitment to broad-based expertise and diverse sectoral representation. Following the formal session, attention turned to the broader landscape of international trade through two expert panel discussions moderated by Jasper van Schaik, ICC Board member and an Agricultural Program Expert, with Rabobank Partnerships. The core question at the heart of the event: Are we trading blows in a fractured world—or still intend on building bridges? Panel 1: Global Trade in Transition The first panel, "Global Trade in Transition," offered a macroeconomic view of the shifts redefining trade. Otto Raspe, Chief Economist at Rabobank, opened the session by posing a critical question: “Are we resilient enough?” Drawing from 8 trade war scenarios, Raspe emphasised a fundamental shift from prioritising growth to ensuring risk resilience, particularly in the face of increasing protectionism and geopolitical tensions. Daan Vriens, CEO of Cefetra Group, illustrated how these dynamics are already affecting agri-trade. Using soy as a case study, he highlighted how sourcing decisions are being reshaped by geopolitics. “Every trade has its own dynamics—especially in agriculture,” he noted, urging companies to proactively reassess their supply chains, especially SMEs. Andrew Wilson, Deputy Secretary General for Policy at ICC Global, delivered a powerful reminder that many of the rules underpinning today’s global trade regime were written in the mid-20th century. “Most of the rules we still rely on were written in the 1950s,” he said, referring to the outdated nature of WTO regulations and the growing disconnect between markets and the real economy. Wilson warned of systemic risks and stressed the urgency of reforming multilateral frameworks, a key agenda item of ICC. Energy markets added another layer to the discussion. Coby van der Linde, Senior Fellow at CIEP, challenged prevailing optimism around energy transitions. “Europe thinks it’s already in 2050,” she remarked, cautioning against overreliance on LNG and the need for cost competitiveness in alternative energy sources. Dirk Klaassen of the Dutch Ministry of Foreign Affairs added a pragmatic policy view, noting that the Dutch and EU approach remains rooted in dialogue and negotiated solutions. “Let’s keep talking—that’s still our strength,” he concluded. Panel 2: Navigating Complexity: A Business View If the first panel focused on systemic shifts, the second panel—"Navigating Complexity"—zoomed in on the day-to-day realities facing businesses operating in this uncertain landscape. Rico Luman, Senior Economist at ING, dubbed 2024 “the year of uncertainty for supply chains,” referencing geopolitical flashpoints and a likely uptick in tariffs. He called on businesses to prepare for a prolonged period of disruption and to invest in resilience. Esther Berkelaar, Head of Trade & Commodity Finance at Rabobank, echoed this concern, describing the current moment as “a bit paralysed.” With fewer trades being recorded and shifting market dynamics, she stressed the importance of scenario planning and legal clarity in cross-border transactions. Rogier Schellaars, Partner at Van Doorne, offered a legal perspective on governance challenges. He warned that many boardrooms still lack a realistic view of today’s trade risks, saying, “Realism is not what I always see in the Dutch boardroom.” He stressed the importance of aligning contracts with new realities. Marhijn Visser of VNO-NCW concluded the session with a strategic policy lens. Representing over 90% of Dutch businesses, he called for stronger internal alignment between public affairs and executive leadership. His standout message: "Every company should be asking: how does geopolitics affect our business?", taking geopolitics into consideration in your strategy is good business while mayny corporate see this as a cost post. He even suggested appointing a "Chief Geopolitical Officer" to ensure this question is no longer overlooked. A Shared Sense of Urgency Across both panels, one theme resonated clearly: we are entering a new era of trade. One where adaptability, geopolitical awareness, and collaboration are no longer optional, but essential. Whether facing outdated regulatory frameworks or navigating supply chain disruption, companies and institutions must think ahead, act together, and communicate across borders. The event closed with informal networking, but the conversations are set to continue—at upcoming ICC Netherlands working groups, international forums, and future events aimed at turning insights into impact. As one participant aptly summarised: "The system may be strained, but it's not broken. There is still time to build the bridges we need." ICC Netherlands would like to thank Rabobank for hosting the event and all speakers, participants, and partners for contributing to an insightful afternoon of dialogue and action. Read more about ICC Netherlands here

< Back < Previous | Next > Trade & Investment Major banks set industry milestone with endorsement of ICC’s Principles for Sustainable Trade Finance 13 Jun 2025 A group of leading Trade Finance banks have announced their endorsement of the International Chamber of Commerce’s (ICC) Principles for Sustainable Trade Finance (ICC PSTF). This group, and further supporting banks, collectively represent as much as 25% of the global trade finance market by volume. A group of leading Trade Finance banks have today announced their endorsement of the International Chamber of Commerce’s (ICC) Principles for Sustainable Trade Finance ( ICC PSTF ). This group, and further supporting banks, collectively represent as much as 25% of the global trade finance market by volume. The work, led by ICC, with support from Boston Consulting Group (BCG) and newly announced endorsement by Commerzbank, ING, Santander, and Standard Chartered aims to provide clear, transparent, and consistent guidelines to enable banks, corporates and investors to effectively channel capital towards sustainable and inclusive trade finance facilities. Unlike for many other financial products, trade finance practitioners have historically not had a clear, consistent and consensus definition on what constitutes sustainable trade finance, limiting its application. The principles, launched in October 2024, therefore provide a robust methodology for evaluating sustainable trade finance transactions, including a globally acceptable approach for assessing use-of-proceeds in trade finance transactions, proposed due diligence protocols for sustainability verification and unified reporting standards to ensure consistency across financial institutions. As a next step, with support of these banks, ICC plans to further build on the principles including defining legal terms and extending its coverage to social sustainability, while also working with the broader trade ecosystem – including banks, corporates and regulators – to expand further endorsement. ICC welcomes any users who also wish to endorse the PSTF to an additional endorsement announcement in circa Q3 2025. “We welcome the endorsement of the ICC Principles for Sustainable Trade Finance by four leading banks. This is a strong signal of market alignment behind a common framework to scale sustainable trade finance in a practical, credible and commercially viable way. We look forward to more banks endorsing the ICC principles ahead of COP30 in November – sending a clear signal that trade is a core part of the solution to climate change.” Philippe Varin, ICC Chair Raelene Martin, Head of Sustainability at ICC, added: “We are thrilled to welcome the banks’ endorsement of ICC’s Principles for Sustainable Trade Finance, which marks an important step in aligning the industry around common methodology for the assessment of sustainable trade finance. We are thankful for their tremendous support in providing thought leadership and guidance that is fit for purpose for industry globally. We believe that the ICC Principles for Sustainable Trade Finance present an important milestone in embedding sustainability at the heart of global trade in a practical and robust way.” The first ICC member banks to endorse the ICC principles shared their initial thoughts: “At Santander CIB, we are committed to empowering our clients with innovative trade and working capital solutions aligned to their sustainability goals that promote resilience across global supply chains. To that end, we are happy to endorse the ICC principles, a landmark initiative in sustainable trade finance, and to continue to pave the way for more original solutions that deliver positive financial and sustainable impacts to businesses everywhere.” — Pablo Ballesteros, Head of GTB Cross Solutions at Santander CIB “Standard Chartered introduced its sustainable trade finance proposition in 2021 and as a pioneering advocate for sustainable trade finance standards across the industry, we are pleased to adopt ICC’s principles. We are committed to offering our clients innovative solutions that empower them to achieve their sustainability goals while effectively managing associated risks. We applaud ICC for leading the way in setting the international guidelines for the industry and we look forward to continuing our partnership with them to shape the future of sustainable trade finance globally.” — Sofia Hammoucha, Global Head of Trade & Working Capital at Standard Chartered. “Commerzbank, as a leading bank for foreign trade particularly for Germany and Europe, welcomes the publication of ICC’s Principles for Sustainable Trade Finance and actively contributed to them. They are suitable for establishing a consistent approach among international market participants and are referenced in our ESG framework.” — Sven O. Schmidt, Head of International Trade Finance Operations, Commerzbank AG “ING is proud to have contributed to ICC’s new Principles for Sustainable Trade Finance, which set a clear and actionable framework specifically tailored for the unique nature of trade finance transactions. These principles align with ING’s commitment to supporting clients in their transition to a more sustainable and resilient ecosystem. We will actively support further development of the framework into Social Trade Principles and further guidance for Sustainability Linked Supply Chain Finance.” — Anthony van Vliet, Head of Product Management Trade – Transaction Services – ING Wholesale Banking “Accelerating sustainable trade is a critical enabler in decarbonising some of the world’s most complex supply chains. Unlike for many other financial products, trade finance practitioners have not historically had a clear, consistent, and consensus definition on what constitutes sustainable trade finance, limiting its application. The formal recognition and endorsement of ICC’s Principles for Sustainable Trade Finance by leading global financial institutions is a huge step forward on this journey.” — Ravi Hanspal, Partner, Boston Consulting Group Boston Consulting Group (BCG) is a long-term strategic partner of ICC, co-leading ICC’s Sustainable Trade programme since its inception, including the working group that developed the most recent Principles for Sustainable Trade Finance. Read more about the ICC Principles for Sustainable Trade Finance, and ICC’s broader work on sustainable trade.

< Back < Previous | Next > Dispute Resolution Dispute Resolution Best Practices: Insights from Recent ICC Trainings in the Netherlands Ulrich Kopetzki 3 Apr 2025 The ICC recently conducted a two-day advanced dispute resolution training in the Netherlands, bringing together over 40 legal and business professionals to explore strategies for handling complex commercial disputes. Emphasizing early assessment, tailored approaches, and proactive use of ICC support services, the sessions highlighted ICC arbitration’s flexibility, global reach, and practical tools to streamline and enhance cross-border dispute resolution. Ulrich Kopetzki ICC Dispute Resolution Services recently delivered a specialized training program across major Dutch companies and law firms. Ulrich Kopetzki, Acting Director for Europe and Central Asia, shared insights into advanced dispute resolution strategies over two intensive days of sessions. The program brought together over 40 experienced legal and business professionals interested in expanding their dispute resolution toolkit. Through collaborative workshops and discussions, we explored nuanced approaches to complex commercial disagreements and exchanged perspectives on optimizing dispute management processes. This initiative supports our ongoing dialogue with the Dutch business community and highlights the evolving landscape of international dispute resolution. Frequently Asked Questions How can we draft more effective dispute resolution clauses? Arbitration offers flexibility to tailor proceedings to your specific needs. Starting with the ICC model clause, consider key strategic choices like seat of arbitration, expedited procedures, confidentiality requirements, and multi-tiered dispute resolution steps. Sometimes leaving certain issues undetermined maintains valuable flexibility. These customizations create a dispute resolution process aligned with your business relationship and industry needs, potentially saving significant time and costs if a dispute arises. What are the advantages of ICC arbitration specifically? ICC arbitration stands out for its global reach (operating in 140+ countries and multiple languages), institutional neutrality, and exceptional quality control through the Court’s award scrutiny process. Its century of experience, client-centric case management, and innovative rules create a level playing field for parties worldwide. This combination makes ICC particularly valuable for complex cross-border disputes requiring efficient, predictable, and enforceable outcomes. How can parties make best use of the ICC Court and Secretariat in an arbitration? The ICC Court and Secretariat offer comprehensive support beyond what’s explicitly stated in the Rules. Some valuable ways to leverage the Court and Secretariat include: 1. Seeking arbitrator selection assistance - When parties need help identifying potential arbitrators, the Secretariat or ICC Court can provide lists of candidates, initiate communication with potential arbitrators about their availability, or establish a list procedure where parties rank their preferences. 2. Requesting specific arbitrator criteria - Parties can jointly agree on criteria they want the ICC Court to consider when appointing an arbitrator, such as nationality, language proficiency, or particular industry expertise. 3. Understanding ICC Court decisions - Any party can request that the Court communicate its reasoning for decisions on jurisdiction, consolidation, arbitrator challenges, or replacements, enhancing transparency in the process. 4. Using the Secretariat as an intermediary - The Secretariat can facilitate communication between parties and the tribunal, especially for sensitive issues like concerns about fees, delays, or case management challenges. 5. Utilizing escrow services - Beyond holding the advance on costs, the Secretariat can provide escrow services for VAT payments, expert fees, or security for costs. 6. Document handling and confidentiality - The Secretariat can serve as a neutral depository for confidential documents, including sealed settlement offers, and ensure they’re only released at appropriate times. 7. Getting logistical support - Leverage the ICC Case Connect platform for document sharing, get help with hearing arrangements through the ICC Hearing Centre, or obtain assistance with visa applications for participants. 8. Requesting advance notice of awards - Parties can arrange to receive alerts when an award notification is imminent, or request specific timing for award delivery. 9. Post-award assistance - The Secretariat continues to provide support after the award is issued, including certified copies of documents, notarization, and letters reminding parties of compliance obligations.

< Back < Previous | Next > From Ambition to Economic Delivery: ICC’s Call to Action Ahead of COP30 2 Nov 2025 As world leaders prepare to meet in Belém for COP30, ICC calls on governments to turn climate ambition into economic delivery. Representing over 45 million companies, ICC urges concrete action on finance, adaptation and market integrity to unlock private investment and make the transition to net zero a driver of growth and resilience. From Ambition to Economic Delivery: ICC’s Call to Action Ahead of COP30 As world leaders prepare to gather in Belém for COP30 , the message from business is clear: climate ambition must now translate into economic delivery . In an open letter to Climate Ministers, ICC Secretary General John W.H. Denton AO conveyed the views of more than 45 million companies across 170 countries , calling on governments to make COP30 the turning point where commitment becomes implementation . Business urges governments to make COP30 about delivery The global business community sees the transition to a net-zero, climate-resilient world not only as a moral imperative, but as an economic necessity . Businesses are already investing, innovating, and adapting to growing physical and transition risks. Yet progress is being held back by fragmented regulations and uncertainty around the enabling conditions needed to unlock private capital at scale. To deliver on the Paris Agreement, ICC calls on governments to anchor COP30 outcomes around three priority pillars: Investment-ready national climate action plans. Governments must co-design updated and ambitious NDCs with business, aligning climate goals with growth, energy security and industrial competitiveness. Predictable frameworks and clear market signals are essential to drive long-term investment. A Global Goal on Adaptation that mobilises private finance. Adaptation receives less than 10% of total climate finance today. ICC calls for robust metrics, risk-reporting standards, and smart incentives to make resilience investable, turning adaptation into a scalable economic opportunity. A finance implementation plan that operationalises the new collective quantified goal. The next step in the Baku-to-Belém process must be a concrete roadmap to channel funding into emerging and developing economies. That means addressing structural barriers, including reforms to prudential rules such as Basel III and more effective use of development bank balance sheets, to unlock private capital at scale. Scaling finance and integrity at the heart of ICC’s agenda ICC’s COP30 strategy sets out practical policy actions to turbocharge climate finance, strengthen carbon markets and embed adaptation into business models .Key ICC proposals include: Reforms to global financial regulations to enable greater green investment; New frameworks for Article 6 implementation and voluntary carbon markets; Development of investable adaptation pipelines supported by clear data, incentives and risk-transfer mechanisms such as resilience bonds; Recognition of trade finance as a key enabler of climate-aligned growth. At COP30, ICC will also highlight the role of small and medium-sized enterprises , presenting new data and insights on how SMEs can be empowered to take climate action. A partnership for delivery The private sector has proven its capacity to innovate, from clean energy systems to new low-carbon technologies, but cannot act alone. ICC is urging governments to work hand-in-hand with business to turn high-level ambition into real-world impact through policy coherence, transparent carbon markets and credible financing mechanisms. “COP30 can and should mark the point where climate ambition becomes economic strategy — anchored in growth, resilience and opportunity,” said ICC Secretary General John W.H. Denton AO. How businesses can engage ICC Netherlands invites all members and partners to join this call to action: Use ICC’s key messages in your own communications and bilateral engagements with government representatives in the run-up to and during COP30; Share ICC’s Open Letter and Strategy across your business networks to amplify the voice of the real economy; Highlight concrete business actions that show how Dutch companies are driving sustainable growth and climate innovation. Join the ICC Netherlands Sustainability Commission meeting – 11 December : we will discuss how Dutch businesses can engage with the COP30 outcomes and shape our ICC Netherlands sustainability agenda for 2026 and beyond. The decisions made in Belém will shape global competitiveness, capital flows and resilience for years to come. Business is ready, and willing, to partner with governments to deliver the opportunity of a lifetime . Read further ICC and UNFCCC Business Group call on climate ministers ahead of COP30 (15 October 2025) Ahead of COP30 in Belém, ICC and the UNFCCC Business Group urge governments to make climate ambition a driver of economic transformation, calling for coherent policies that unlock private investment at scale. COP30 Open Letter to Climate Ministers (29 October 2025, ICC) ICC Secretary General John W.H. Denton AO outlines the business priorities for COP30: investment-ready climate plans, a global goal on adaptation, and a finance implementation plan to deliver growth and resilience. COP30 Key ICC Messages and Strategy (October 2025, ICC) ICC’s roadmap for Belém sets out how to scale climate finance, drive private investment in adaptation, and strengthen carbon market integrity — turning the “opportunity of a lifetime” into tangible action. The opportunity to align Basel’s global banking rules with climate needs Basel III made the financial system sturdier after the 2008 crisis. But rules built to prevent a repeat of the last financial crisis now risk slowing the climate transition. Emerging markets need hundreds of billions annually for the world to meet climate targets and stay on a net-zero path. With rule clarifications, targeted adjustments and smart reforms, a unique opportunity presents itself to align financial stability with climate needs and unlock vital private capital.

< Back < Previous | Next > Joint Statement by ICC and WTO heads

< 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

< Back < Previous | Next > ICC Model Contract New ICC Model Contract on Commissioning & After-sales Services 18 Feb 2025 The ICC Model Contract on Commissioning and After-sales Services provides a balanced and flexible legal framework for international agreements related to the installation, testing, maintenance, and repair of goods or equipment. It helps parties define clear responsibilities, timelines, and liability terms, reducing the risk of disputes in cross-border service arrangements. Companies purchasing a machine or industrial solution typically need to arrange for the provision of services to maintain the smooth functioning of operations. In the context of global trade, these services may be provided in a range of formats and across geographies. The increasing diversification and global reach of company operations highlight the need for a set of standard terms to govern such service arrangements. ICC has drafted this model contract to provide companies and their advisors with an internationally applicable, fair, and balanced template. The model covers the services connected to the supply of a machine, equipment, or an industrial solution. This typically involves installation; assembly and putting into operation (the ‘commissioning services’); and maintenance or after-sale services. The model is intended to service both manufacturers and suppliers of machines, equipment and industrial solutions, and companies providing such commissioning and maintenance and after sale services. Although the present model form has been established especially for international situations, nothing prevents the parties from using it for domestic contracts, i.e. contracts between parties having their place of business in the same country. Each ICC Model Contract includes a fully editable version in Microsoft Word, permitting you to easily adapt the contract to your specific case. Explore the ICC Model Contract: eBook: 845E ICC Model Contract Commissioning and After-sales Services | ICC WBO Netherlands