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Discover the ICC Netherlands Arbitrator and ADR Database, a comprehensive resource connecting you with expert arbitrators and mediators. Explore profiles, qualifications, and find the right professional for your dispute resolution needs. ICC Netherlands Arbitrator & ADR Database Category Language Specialization Jurisdiction Sophia von Dewall Vanguard International Dispute Resolution Arbitrator Specialisation: Agency (Representation), Arts,Leisure, Entertainment, Tourism, Construction, Engineering, Corporate Law / M&A, Distribution, Franchising, Energy and Natural Resources, Finance and Banking, Information and Communication Technologies, Investment / Public International Law, Joint Ventures, Consortia, Cooperation, Pharmaceutical, Sales, Purchases Languages: English, Dutch, French Bas Van Zelst Enhance Arbitration B.V. Arbitrator, Mediator Specialisation: Construction, Engineering, Distribution, Franchising, Investment / Public International Law, Corporate Law / M&A, Energy and Natural Resources Languages: English, Dutch Bart Neervoort NEERVOORT Mediation Arbitrage (handelsnaam Nirwa Werk) Mediator 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 Languages: English, Dutch, French Arent van Wassenaer The Faithful Goose b.v. Arbitrator, Mediator Specialisation: Construction, Engineering, Consultancy Services (Other than Legal), Energy and Natural Resources, Investment / Public International Law, Joint Ventures, Consortia, Cooperation, Real Estate Languages: English, Dutch Prof. Jacomijn J. van Haersolte-van Hof Fountain Court Chambers Arbitrator Specialisation: Corporate Law / M&A, Distribution, Franchising, Energy and Natural Resources, Finance and Banking, Insurance, Investment / Public International Law, Joint Ventures, Consortia, Cooperation, Maritime, Pharmaceutical, Sales, Purchases, Transport Languages: English, Dutch Marc Krestin Fieldfisher Arbitrator Specialisation: Construction, Corporate Law / M&A, Finance and Banking, Information and Communication Technologies, Investment / Public International Law, Pharmaceutical, Sales, Sports, Transport, Environment, Agriculture, Distribution, Joint Ventures, Maritime, Real Estate, Renewable Energy, ESG, Retail, Technology/AI, Employment, Energy and Natural Resources Languages: German, English, Dutch, French Marieke Witkamp Marieke Witkamp LLC Arbitrator Specialisation: Construction, Engineering, Arts,Leisure, Entertainment, Tourism, Sales, Purchases, Transport, Maritime, Pharmaceutical, Joint Ventures, Consortia, Cooperation, Insurance, Energy and Natural Resources, Distribution, Franchising, Corporate Law / M&A, Real Estate Languages: English, Dutch Manon Schonewille Proactive Mediators Mediator Specialisation: Consultancy Services (Other than Legal), Business Mediation, Employment Mediation Languages: Dutch, English, German Jeremy LACK LAWTECH Mediator Specialisation: Competition, Consultancy Services (Other than Legal), Corporate Law / M&A, Distribution, Information and Communication Technologies, Intellectual Property, Investment / Public International Law, Joint Ventures, Pharmaceutical, Sales, Sports, Arts, Employment, Energy and Natural Resources Languages: English, French, Spanish, Hebrew 1 2 3 1 ... 1 2 3 ... 3

< Back < Previous | Next > Towards humane use of AI Floris Mreijen 3 Jul 2026 Artificial Intelligence is transforming the financial sector, creating new opportunities while raising important questions about responsibility, transparency and professional judgement. This session explores how professionals can use AI responsibly, ensuring that technology supports, rather than replaces, human expertise, integrity and client trust. Towards humane use of AI "AI power and human wisdom are complementary in generating accurate forecasts and mitigating extreme errors... Machine-learned patterns are useful only if they can be rationalized by economic intuition, something that is arrived at by human judgment." [1] DSI maps out in the CTRL SHFT dialogue paper how artificial intelligence is driving fundamental changes in the investment industry [2] . According to CBS figures from 2024, 37.4% of companies in financial services were already using AI technologies at that time, a sharp increase compared to the year before [3] . By now, this percentage is likely significantly higher. This development confronts professionals with a difficult dilemma. Who is responsible when an algorithm co-determines investment advice? And how does someone remain professionally competent when traditional knowledge is no longer sufficient? Responsibility remains with the professional, even with AI The principle of personal responsibility requires professionals to always stand behind the quality of their advice. The CTRL SHFT document emphasizes, however, that AI often functions as a so-called black box: outputs are available, but the underlying logic remains opaque. In practical terms, this means that investment professionals cannot rely blindly on algorithmic output. They must actively take control, ask critical questions, and assess outcomes against the client’s interest. For example, an AI tool recommends a specific portfolio allocation. The professional verifies whether this choice aligns with the individual client’s risk tolerance and objectives, rather than adopting the recommendation without question. Professional competence now also means being able to question AI Professional competence is taking on a new meaning. Where professionals previously mainly required substantive knowledge, they must now also understand how AI models operate and where potential risks or biases may arise. The adviser becomes a director as well. The analysis in the document shows that this is not an optional skill, but a core competency. Professionals who do not make this shift risk falling behind. In practice, this means: - Developing insight into how the algorithms used actually work; - Learning to recognize when data bias may distort outcomes; - Keeping up with technological developments through continuous education. The client’s interest remains paramount, including when technology increases efficiency. AI can accelerate processes but must not lead to advice that loses the human dimension or becomes opaque to the client. Transparency requires professionals to explain where and why AI has been used in the advisory process. Time for reflection and action The CTRL SHFT document is not an endpoint, but a starting point for discussion. It helps organizations and professionals to jointly reflect on the implications of AI for integrity and professional competence. This reflection is urgent: technology is developing rapidly, but judgment remains human work. Professionals ask themselves to what extent they currently rely on automated systems without verifying the underlying logic. And whether they are willing to step back when AI moves faster than their own judgment. Organizations that take these questions seriously can download the document via the DSI website or contact DSI for more information. Those who invest in knowledge and dialogue now will be better prepared for the changes AI brings. DSI and AI At DSI, we are actively engaging with this theme. The dialogue paper serves as input for discussions with the sector, but the question of what the adviser of the future looks like also directly affects our organization. Will we still be certifying advisers in the future? Or algorithms? Or will our organization become obsolete soon? We are not only investing in facilitating the dialogue but have also started applying AI ourselves. We developed an AI-powered content platform built on an agent-based architecture that combines a centralized knowledge base, configurable AI agents, and structured workflows to generate high quality content at scale [4] . The system helps us write articles based on our own disciplinary case law, unlocking our internal archive. In addition, we can read online news articles with our system and use them as a basis for new content for our certified professionals to learn from. A news report on investment fraud can thus be transformed into an article from which professionals in the industry can learn. Naturally, this is done with respect for copyright; one of our agents is programmed as a “guard agent” and legal adviser. This article is also partly AI-generated. As an exercise, I asked our bot to write a piece using content from our website, with the dialogue paper on AI as its foundation. From the subheading “DSI and AI” onward, I wrote the text myself, after checking the first part for content and consistency and adding just a few lines. This brings me to my main point: we are moving toward a world in which AI makes our lives easier in many areas. The distinction between human and machine is becoming less clear. The role of humans, however, is not. Transparency about where an algorithm is or has been used is crucial, as illustrated in the first part of this article. Integrity is, of course, also a central theme. As humans, we must remain alert to AI output. In my conversations with professionals in the investment industry, this is a consistent signal I receive. Where AI is being experimented with, less experienced or less well-trained professionals may assume that a sound recommendation has been generated. More experienced advisers, however, still regularly identify flaws in these automated recommendations. At the same time, it is a fact that AI will take over many tasks. Everyone must prepare for this and consider what the organization, the professional, and the client relationship will look like in the future. Human knowledge remains important for the time being. In addition, professionals must become more aware of their soft skills. Tools are helpful for calculations, but assessing a client’s personal situation and, for example, family dynamics in the case of long-term invested assets, remains a distinctly human responsibility. Perhaps that is a good thing. I wrote this piece in Dutch and AI translated it into English. Floris Mreijen is the director of DSI Foundation, an organization committed to upholding integrity and professionalism in the Dutch financial sector. The DSI Foundation certifies professionals in the investment sector. Since 2022, Mreijen has led DSI’s efforts to strengthen trust and promote responsible conduct among financial professionals. Previously Floris Mreijen was deputy general manager at the Dutch Banking Association. [1] https://cfasociety.nl/en/publications/the-current-state-of-ai-for-investment-management/2c52d6aa-ba06-11ee-9d27-005056b303d3 [2] https://www.dsi.nl/en/news/ctrl-shft-before-you-know-it-ai-will-change-the-investment-industry/ [3] https://www.cbs.nl/en-gb/news/2025/09/increasing-use-of-ai-by-business [4] DSI scales content creation and knowledge management with AI-driven platform and governed workflows

< Back < Previous | Next > Geopolitics Beyond the West: Rethinking Europe’s Role in the Global Order Alex Krijger 30 Jun 2025 Alex Krijger, a historian and geopolitical advisor, says the 2025 NATO Summit was a turning point, with Europe finally stepping up to take more responsibility for its own security. He believes the world is shifting toward a new global balance of power, and Europe needs to build fairer relationships with the Global South, rethink old institutions, and broaden its view beyond just Western perspectives. Alex Krijger Alex Krijger is a historian, geopolitical advisor, and founder of Krijger & Partners, a consultancy firm specialising in government relations and geopolitical risk. With a career spanning the military, politics, and global energy, he has served as a Dutch army officer, senior figure in the Christian Democratic Party, and a lecturer of geoeconomics at Leiden University. In this interview, he shares insights from the 2025 NATO Summit, discusses Europe’s place in a shifting global order, and warns: “We are not the centre of the universe anymore.” Let’s start off with current events. You attended the recent NATO Summit in The Hague. What are your main takeaways? It was a historic summit with a historic result. In the future, we will talk about the 2025 NATO Summit the same way we talk about the 2015 Paris Climate Agreement and the Maastricht Treaty of 1992. While in 2019 Emmanuel Macron said that NATO was becoming ‘brain dead’, this Summit shows that the Transatlantic Alliance – and Article 5 – is still alive. Europeans will take more ownership of their own defence and security (5% GDP at the latest in 2035), with the need to act quickly because of the Russian threat. That’s the priority. Now that the NATO Summit is over, what’s next? Over the last few days, European leaders have promised a lot of things. However, it’s always easier to promise things than do them because it’s the doing that requires the money. There is hundreds of billions of investment required and European taxpayers have to pay for that. That will hurt. On the other hand – looking at the bigger picture – it is crystal clear that, for the first time since World War Two, Europeans now have to stand on their own feet in terms of energy, raw materials, economy, security and defence. Do you agree that this a fundamental – almost seismic – shift in global relationships? The reality of the world today is that the world order is shifting. Yes, the United States remains by far the biggest power politically, militarily, economically; there’s no doubt about it. We have a strong number two, which is China. And then we have the Global South with ‘middle’ powers like Turkey, Saudi Arabia, Brazil, Indonesia and, in particular, India. In the coming decades, we are heading towards a world with three major powers: the U.S., China and India. Where does Europe fit in to this new world order? It is important to realise that, as Europeans, we are not the centre of the universe anymore. The population of the European Union is 450 million: that’s 5.5% of the world population. That means that 94 out of 100 people in the world don’t live here in Europe. But what do we know about people in the Global South? About people in Latin America, Africa and Asia – regions where there is enormous growth? Can we talk more about Europe’s relationship with the Global South. What are the main issues? When it comes to building a stronger, more autonomous Europe, Europe needs to look more to the south. That’s because the rare materials for the digital transformation and for the sustainable energy, the population growth, market growth, economic growth: it’s all in the Global South. Another point is that, on the last day at the NATO Summit, many Western leaders talked about the need to maintain the international rules-based order. However, many leaders in the Global South don’t consider Europeans to be honest when it comes to maintaining and implementing the rules-based order because they see a difference in values in how Europe deals with Ukraine, the Middle East, and, the biggest war of all of them, Sudan. As long as we still look at the world through our Eurocentric lens, then we don’t see what’s really going on around the world. And if we – and organisations like the ICC in particular – don’t open up towards countries, decision makers and businesses in the Global South, then we are missing out. What are the key factors that European companies should take into account when looking at the Global South? Now we’re coming to something fundamental: in the new world order, the Global South will no longer accept an unequal balance of trade. Therefore, it’s crucial that we stimulate situations where trade relationships are fair, equal and sustainable. Otherwise countries like Brazil, India and Indonesia will say ‘we won’t do business with Europeans: we’ll do it with the Chinese’. The upcoming BRICS Summit in Brazil is a good example. If we ignore that, then we are doing something wrong because this is not just an annual meeting of few countries. No, it’s a growing, important international network and many countries want to be a member. Let’s not underestimate the BRICS – they are doing a lot of work on international trade. What is the impact of the changing world order on international institutions like the United Nations and the World Trade Organisation? It’s crucial to understand that the shift in world order means that international organisations and institutions have to be reformed. Think about the global conflicts at the moment. The 12-day war between Iran and Israel; the UN did not play a role. Ukraine; the role of UN is very limited. Even the war between Rwanda and the Democratic Republic of the Congo; a peace deal was signed just a few days ago with American intervention. On the subject of international trade, all the issues and the tariffs between the U.S. and China, the U.S. and Europe, are all being managed within their own regions; without the influence of the WTO. In the United Nations today, India has the same power as a country as small as Malta. That’s crazy because India is the world’s biggest democracy, has the largest population, and has the fourth largest economy. The UN, WTO, IMF, the World Bank, and the ICC need to realise that the world order is shifting. If we don’t reform these institutions to reflect the current world order, then the rest of the world will create their own new international institutions like BRICS. Do you have any advice for companies on how to manage geopolitical risk? If you want to manage geopolitical risk, it’s important to understand the global geopolitical trends. For this, you need to not only use Western European sources for your risk assessments. Let’s use an example of a company with 40%+ business interests in China and Taiwan. We don’t know what will happen in the future regarding Taiwan, but we can always make scenarios: one worst-case scenario, one best-case scenario, and one in the middle. This requires a lot of homework; talking with many people, local, provincial, national politicians, journalists, academics, businesspeople etc to get an understanding of the political risks. Based on those scenarios, you can make your geopolitical risk assessment: identifying, analysing and mitigating the risks. You also need to use strategic and analytic sources from that region; if you only use reports from Europe and the U.S., then you are doing something wrong. It’s about trying to see the bigger picture of the geopolitical trends – also from the perspective of the country you are doing business with. For example, what happens in India; try to understand it from the Indian perspective. What happens in the U.S.; try to understand it from the American perspective. That’s the work I do with my global partners: prepare geopolitical risk scenarios and strategies for small, medium and large international operating companies Where can we obtain this local perspective? Our view of the world is strongly determined by the media sources we use. I often ask people what sources they use for their news. And more often than not, they mention sources that are Dutch, European or American. This means that they are missing out on the perspective of the rest of the world. So, to the people who are reading this interview, I want to ask them: How often do you use a non-Western source to gain a different perspective on geopolitical trends and developments? This allows you to inform yourself as diversely as possible, with new and different insights. I recently published quite an extensive list of global news sources. This is a great place to start. You can find Alex Krijger’s suggested list of global news sources here .

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

< Back < Previous | Next > COP30 Falls Short of What the Global Economy Needs 23 Nov 2025 COP30 reaffirmed global commitment to the Paris Agreement, but its outcomes fall short of what the world economy urgently needs. Without clear pathways on adaptation, mitigation and finance, the private sector’s ability to deliver climate solutions at scale remains constrained. COP30 Falls Short of What the Global Economy Needs As the dust settles on COP30 in Belém, one message from the global business community stands out clearly: the world cannot afford another year of incrementalism . While governments reaffirmed their support for the Paris Agreement, the outcomes of this “Amazon COP” fall short of what the global economy urgently requires to deliver resilience, investment and sustainable growth. Against the backdrop of intensifying climate risks, fragile supply chains and tightening global capital markets, businesses expected COP30 to provide a clearer sense of direction. Instead, the outcome leaves key questions unanswered; particularly on adaptation, mitigation and the finance mechanisms needed to connect ambition with real-world investment. A COP of Symbolism, But Not Yet a COP of Solutions The private sector arrived in Belém ready to scale efforts. As the ICC and the broader Business and Industry NGO (BINGO) community have repeatedly stressed, companies are no longer waiting for permission to innovate, decarbonise and build resilience. They are already pouring capital, technology and expertise into climate solutions. But business cannot act alone. Without coherent policies, predictable frameworks and credible financial pathways, private efforts risk being constrained, or worse, stranded. That is why COP30’s inability to provide a robust roadmap is so concerning. Adaptation: Still Treated as an Option, Not an Economic Imperative At a time when the physical impacts of climate change are accelerating, adaptation remains the foundation of economic resilience. Yet COP30 did not deliver a credible adaptation plan capable of mobilising private finance or advancing the scale of innovation needed on the ground. For many economies, particularly developing and climate-vulnerable nations, this gap is not theoretical. It means higher insurance costs, greater infrastructure fragility, increased food insecurity and diminished investor confidence. Businesses need clarity on adaptation pathways to protect workers, assets and supply chains. Without this, risks compound and the cost of inaction grows. Mitigation : Ambition Without Anchors Following the strong political signal sent at COP28 in Dubai, expectations for COP30 were high. Belém should have translated ambition into action, particularly through national plans aligned with a 1.5°C pathway and real milestones for the energy transition. Instead, the Global Accelerator, the Mission to 1.5 and various voluntary roadmaps remain intentions rather than instruments. They are promising initiatives, but without binding frameworks, implementation pathways or investment clarity, they lack the power to shift markets at scale. For businesses planning multi-decade investments, uncertainty around national climate strategies creates hesitation. Combined with uneven global policies, this risks slowing the very transition governments seek to accelerate. Climate Finance: The Missing Foundation More than any other area, climate finance emerged as the defining weakness of COP30 . The statement from the business community could not have been clearer: decisions taken in Belém will not deliver results without a step-change in finance . Roundtables and high-level commitments are not enough. What companies and investors urgently need is a concrete, operational action plan capable of: unlocking private capital at scale integrating the Baku–Belém Roadmap de-risking investments through blended finance accelerating climate-friendly infrastructure development ensuring transparent, predictable financing mechanisms Without financial signals aligned with markets, even the strongest declarations will fall short. The global economy is poised to mobilise trillions, but only if governments provide the frameworks that convert ambition into bankable projects. Cooperation at a Crossroads COP30 was also marked by deep divisions. Yet amidst the tension, one encouraging element emerged: broad recognition that open, fair and rules-based trade is essential to shared climate and economic prosperity. Strengthening this link is vital. Trade is a critical channel for scaling clean technologies, enabling green supply chains and building global resilience. Fragmentation, whether regulatory or geopolitical, only increases costs and slows progress. The business community is calling for a renewed, inclusive dialogue to transform political alignment into cooperative action. This includes aligning climate and trade policies, streamlining standards and using global platforms, including the WTO, to avoid a patchwork of incompatible national rules. Looking Ahead to COP31: A Year for Delivery COP30 was a reminder that the world cannot rely on symbolism. As the ICC’s closing message emphasised, what happens next is what truly matters. For COP31 to succeed, governments must: Produce credible, investment-ready adaptation pathways Anchor mitigation commitments in national plans with measurable milestones Deploy real financing tools that mobilise capital, not just conversations Rebuild trust through cooperation rather than fragmentation Focus decisions on economic realities as much as political ones The global business community remains committed, capable and ready to act; but it needs governments to match this resolve with actionable frameworks that work for people, the economy and the planet. COP30 may not have delivered the clarity that was needed, but it has sharpened the focus for the year ahead. The world’s economies simply cannot afford another missed opportunity.

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< Back < Previous | Next > Geopolitics Geopolitics insights: “These are just warning shots of the kind of tectonic shift that is happening” Michael Every 1 Apr 2025 Michael Every from Rabobank explains that the current geopolitical situation poses a major systemic shock threatening international trade, comparable but opposite to the end of the Cold War. Companies can either ignore these changes or adapt, but options are limited and often conflicting, as national security interests increasingly outweigh economic ones, with banks and businesses being increasingly directed by government policies focused on national security. Michael Every For our fourth conversation about Geopolitics in 2025, we spoke to Michael Every , Global Strategist in Rabobank’s Global Economics and Markets Division. As you will read, he doesn’t beat around the bush, drawing on his 25+ years of experience working in “cross-asset, cross-geography, cross-disciplinary” matters of strategy and market analysis to give straight answers to our straight questions. How does the current state of global geopolitics affect international trade? To answer most concisely: it threatens to be as large a systemic shock as what we experienced at the end of the Cold War, but in reverse. How can internationally operating companies react to the present situation? There are just a few choices. The first is to ignore it: don’t admit the world is changing. I can assure you that many CEOs fall squarely into the bracket of ‘don’t take any risks, don’t rock any boats, and don’t offend the shareholders’. Maybe they are thinking that everything will be as right as rain in six months. Good luck with that. The second more consequential option is to change: to try and read what’s actually happening and then act on that. However, available actions are largely a binary choice, or involve a very limited set of options which can contradict sharply with each other. To be blunt: for most companies, things are not as good as they were before. Surely it can’t all be bad. Someone must be gaining from this increased fragmentation and protectionism? The most obvious winner of the last two and a half months is European defence stocks which have gone through the roof. However, for various reasons, I don’t know how long that’s actually sustainable. In a de-globalising or re-globalising world most of the winners are now losers. The global economy risks becoming a bifurcated trading system with protectionist blocs with fractured payment systems; the euro used by one group of countries, the dollar by another, and Bitcoin used somewhere else, etc. Just because no-one has lived through this recently doesn’t mean it hasn’t happened before. The 1930s is a past example. And we have seen snippets of this recently. How many people lost money on Russia after they invaded Ukraine? How many people are suddenly freaked out about owning American assets? These are just warning shots of the kind of tectonic shift that is happening. How does the current state of global geopolitics affect international trade? It means something: in the short term, obviously, they’re still powerful. But once you start getting back to the nuts and bolts of geopolitics and geoeconomics – to where we are now – business is told to do what national security wants it to do. And, to be clear, America didn’t start this; this was happening before Trump. America is actually echoing things that happened earlier in other countries. It’s just that we didn’t recognise it. To be blunt, the emerging thinkers who are setting the pace in the White House and many other economies see the concept of the International Chamber of Commerce as anathema. I don’t see any argument that the International or any Chamber of Commerce can bring to the White House to make them pivot. They only want to hear: How can we help you make this transition happen faster? What can we do to make this work better? Can the banking community play a role in bringing stability? No. Because what we’re seeing unfold most graphically in America is a shift from economic policy, where businesses and banks have a say, to economic statecraft, where they largely don’t. Such statecraft concerns itself in the grand strategy of national security rather than rising stocks. In that environment, banks and businesses will be first politely, and then more and more forcibly, be told ‘here’s how you can help. Here’s what we want you to be doing’.

< Back < Previous | Next > Marketing Trust as the through-line: inside the Global Marketing and Advertising Commission’s London meeting 6 May 2026 ICC Global Marketing and Advertising Commission — 28 April 2026, London Trust as the through-line: inside the Global Marketing and Advertising Commission’s London meeting ICC Global Marketing and Advertising Commission — 28 April 2026, London When Alice Himsworth, Chair of the ICC Global Marketing and Advertising Commission, opened proceedings in London on 28 April, she pointed to a single thread running through an otherwise ambitious agenda: trust. Hosted in hybrid format at Google’s Central Saint Giles offices, the meeting drew members from across the globe to debate how the industry maintains, and rebuilds, public confidence at a moment of unusually rapid transformation. By the close of the afternoon, that thread had been pulled through every workstream, every keynote and every regulatory update on the table. Setting the str ategic stage Raelene Martin, ICC’s Head of Sustainability for Global Policy, set the scene by mapping the Commission’s work onto wider ICC priorities for 2026. She underlined how marketing and advertising expertise increasingly intersects with trade, digital governance, sustainability and consumer protection. Of particular note was the synergy emerging around scams, fraud and organised crime, building on the Digital Economy Commission’s recent paper and ICC’s contribution to the UN Global Fraud Summit. Environmental communications, she added, are now being referenced well beyond this Commission, including in preparations for COP in Antalya later in the year. The Commission also took a moment to honour Anders Stephens, who has formally stepped down as co-chair of the Code Revision Task Force. As Anders himself put it with characteristic humour, code revision is not for the faint-hearted — but the work he has shaped over four decades remains foundational. The trust dividend Stephen Woodford, Chief Executive of the UK’s Advertising Association, then delivered a keynote that gave members both data and direction. While trust in most institutions continues to slide, trust in advertising in the UK has risen from 31% to 40% over recent years. Mr Woodford framed the value of trust under three headings: results, regulation and recruitment. Drawing on the IPA’s databank of effectiveness cases, he showed that trust has climbed from seventh to second place among drivers of commercial success, and that campaigns associated with high trust outperform peers by roughly 30 percentage points on large business effects. MPs who do not trust the industry are five times more likely to want to legislate. And young talent, unsurprisingly, will not join an industry their friends consider untrustworthy. The drivers of trust, Mr Woodford explained, sit on a roughly 50/50 balance sheet. On the positive side, enjoyment accounts for around 30% and social contribution for 15%. On the negative, “bombardment” — particularly intrusion and repetition — leads, followed by “suspicious advertising”, inside which the share attributed to scams has tripled since 2018. Crypto fraud, data privacy concerns and worries about advertising in high-risk categories complete the picture. The single most strongly correlated factor behind the UK’s trust uplift is awareness of the ASA’s public-facing campaign: among those who recall the ads, trust in advertising stands at 70%, compared with around 30% for those who do not. Policy in motion The Commission then turned to its live workstreams. Oliver Gray reported that the Revision of the ICC Framework for Responsible Alcohol Marketing Communications is approaching its third draft, with definitions for alcohol-free brand extensions clarified, references to relevant global best practice incorporated, and a strengthened article on influencer marketing. WFA and IARD confirmed the latest compromise text was close to consensus, with one outstanding issue — the definition of “non-alcohol” — to be resolved in light of widely varying national rules. The Revision of the ICC Framework for Responsible Food and Beverage Marketing Communications is now beginning, drawing structurally on the alcohol framework and aligning fully with the revised ICC Code. Children, teens and HFSS communications will sit at the heart of the work, and members were invited to step forward as drafters. Alice Himsworth, leading the new policy product on scams in advertising, reported strong member engagement and important feedback from the Global Advertising Scams Alliance, ICC Belgium and others. Scoping remains the central question: financial fraud is the most acute manifestation, but phishing, identity harvesting and the wider scam journey all bear on consumer trust. The paper’s structure will privilege flexibility over a rigid responsibility map, with annexes potentially used to illustrate the multi-actor pathway. Publication has been pushed beyond June to allow further consultation. Adam Ingle of LEGO presented an early concept note attached to the Revision of the ICC Toolkit on Marketing and Advertising to Children, alongside a new policy paper on responsible marketing to children and teens. Forty-two countries are now considering social-media restrictions for under-16s. His proposal would seek consensus across platforms on common design features — pushing back against infinite scroll, push notifications and other engagement mechanisms — when marketing material is likely to reach children. The intention is not to oppose regulation but to preserve constructive digital spaces for younger users. Alex Krasodomski closed the policy round by inviting members to amplify the recently published Responsible AI in Marketing: how to apply the ICC Code. A podcast episode is in production, and the team is exploring speaking opportunities at events such as the AI for Good Summit in Geneva. Self-regulation under pressure, and ready to lead A fireside chat between Guy Parker, Chief Executive of the ASA, and Emma Bennett, Chief of Staff of ICC UK, gave members a candid view from the regulator’s chair. Pressure points are well known: scams, misleading advertising, AI, gambling and influencer disclosure. Compliance with influencer labelling has risen to around 60% in the UK — better, but, as Mr Parker put it, a “could-do-better school report”. The ad ethics programme, with around 10,000 influencers trained across Europe, is part of the answer; so too is the forthcoming Intermediary and Platform Principles initiative, formalising platforms’ role in upstream prevention. With Amazon already at $80 billion in advertising revenues and OpenAI publicly targeting $100 billion by 2030, the case for keeping new entrants inside the self-regulatory tent is only strengthening. Looking outward Looking ahead, the Commission previewed several headline initiatives: ICC’s first formal presence at Cannes Lions 2026 through a dedicated Self-Regulation Day, in partnership with ICAS, EASA, ARPP and GALA; the imminent launch of the first-ever Portuguese version of the ICC Code, led by ICC Brazil; an early-stage exploration of a voluntary Responsible Advertising and Marketing Label, on which members rightly flagged liability and antitrust caveats; and progress on the ISO Technical Committee on Digital Marketing. Jeff Greenbaum closed with a tour of regulatory hot spots — ambush marketing around the World Cup, all-in and algorithmic pricing, and contested environmental claims. Next year marks the ICC Code’s 90th anniversary. Members are invited to help shape the celebrations — and, more importantly, to keep the Commission’s work the trusted reference it has long been.

< Back < Previous | Next > Sustainability Business at the Frontlines of Climate Policy 2 Apr 2025 At the ICC Global Environment & Energy Commission meeting, business leaders emphasized the urgent need for sustainable climate action amid rising geopolitical and economic uncertainties, while reaffirming the private sector’s key role in driving this transition. Looking ahead to COP30 in Brazil, ICC plans to focus on accelerating climate action, promoting sustainable trade, and advancing environmental sustainability through private finance mobilization, adaptation efforts, and coherent trade-climate policies. On 27 March, business leaders and policy experts from around the world gathered in Paris and online for the ICC Global Environment & Energy Commission meeting, navigating the turbulence of a shifting global climate landscape. With geopolitical uncertainty rising and regulatory clarity lagging, ICC reaffirmed its commitment to ensuring the private sector remains an engine for sustainable transformation. The world is entering a new phase of climate and trade uncertainty, ICC is committed to ensuring business can navigate and lead through this transition. A Cooling Political Climate, Rising Economic Risks The meeting opened with a sobering macroeconomic outlook. While global growth is expected to remain stable in 2025, the real concern lies in “pandemic-level uncertainty in trade and investment”. Climate ambition is showing signs of retreat in several jurisdictions, including the US, Canada, and parts of Europe. Subsidies are being scaled back, and net-zero targets delayed. Despite this, optimism remains. China, for instance, continues to lead the global energy transition, with over 50% of global low-carbon investment now originating there. “Clean energy investment has grown by 50% in the past two years. But global efforts still fall short of what’s needed to meet the Paris Agreement.” Setting the Agenda: ICC’s 2025 Priorities Under the banner of “Solutions at Scale”, the Commission laid out a focused work plan across three priority pillars: Setting the Agenda: ICC’s 2025 Priorities Under the banner of “Solutions at Scale”, the Commission laid out a focused work plan across three priority pillars: ICC at COP30: From Dialogue to Delivery As the international community shifts its focus toward COP30 in Belém, Brazil, ICC is positioning itself to play a pivotal role in elevating the voice of business in climate negotiations. Building on the success of its engagement at past COPs, ICC will once again create space for meaningful business dialogue inside the Blue Zone, acting as the formal focal point for business and industry in the UNFCCC process. One of the highlights will be the return of the ICC COP Ship—a floating platform for high-level roundtables, bilateral exchanges, and civil society dialogues. This unique initiative, docked near the COP venue, symbolises ICC’s mission: to bridge public-private divides and unlock bold action through cooperation. “The ship is more than a venue: it’s a signal that business is not just at the table, but committed to steering climate ambition forward.” ICC’s strategic messaging heading into COP30 will centre around three pillars: “We want to help move from high-level pledges to real economy delivery, with a focus on implementation, scalability and inclusiveness.” ICC will also lead several official side events, including on climate-smart trade, SME access to finance, and the operationalisation of Article 6 carbon markets. With Brazil’s presidency emphasising equity and environmental justice, ICC aims to ensure the private sector’s contributions are recognised not only as essential, but as agents of trust, innovation, and global solidarity. “We are entering COP30 with a clear mandate: to be practical, ambitious, and united across business sectors.”

ICC Decision Tree Choosing the right dispute resolution mechanism for your contract is an important decision. This decision tree will help you determine whether arbitration or litigation is better suited for your specific situation. Various factors, such as the location of your counterparty, enforcement considerations, confidentiality, flexibility, and costs, play a role in this decision. By answering the following questions, you will receive an indication of which method may be most appropriate for your contract. Question 1 When including a dispute resolution clause in a contract, you have the choice between arbitration and litigation before the state courts. A relevant factor to make the choice is whether your counterparty is located in the Netherlands. Is your counterparty based in the Netherlands? Yes If you answer this question with yes, the Dutch courts will usually have jurisdiction, even without a choice of forum clause for the Dutch courts. You are now referred to question 7 to find out whether there may be factors to make you want to choose for arbitration. No If you answer this question with no, it is important where your counterparty is located. You are referred to question 2. Question 2 When your counterparty is located outside the Netherlands, it is relevant whether this party is located within or outside the EU. Is your counterparty based in the EU? Yes If your counterparty is located in the EU, a judgment from a Dutch court may be recognised and enforced easily in the country of your counterparty and a judgment rendered by a court of your counterparty’s country may also be easily recognised and enforced in the Netherlands. You are now referred to question 3. No If your counterparty is not located in the EU, a judgment from a Dutch court may not be recognised and enforced easily in the location of your counterparty and a judgment rendered by a court of your counterparty’s residence may not be easily recognised and enforced in the Netherlands either, depending on where your counterparty is located. You are now referred to question 4. 🔄 Start over ⬅ Back to previous question Question 3 When your counterparty is located in the EU, the question arises whether you have objections against litigating before the court of the country of your counterparty in case of a dispute. If your counterparty is located in the EU, do you mind whether you have to litigate before a Dutch court or the court of the country of your counterparty? Yes In case you mind litigating abroad and your counterparty does not wish to agree to litigation before the Dutch courts, arbitration may be an agreeable alternative. In case of arbitration, the dispute could be heard in a neutral location, by a neutral tribunal in the English language (or any other language the parties prefer). You are now referred to question 6. No In case you do not have a strong preference where to litigate, you are referred to question 7 to see whether there are others reasons to choose for arbitration. 🔄 Start over ⬅ Back to previous question Question 4 If your counterparty is located outside the EU, it is relevant whether your counterparty is located in either Iceland, Norway, Switzerland, Mexico, Singapore or the United Kingdom. Is your counterparty located in any of the aforementioned jurisdictions? Yes In case your counterparty is located in one of the aforementioned jurisdictions, a judgment from a Dutch court may be recognised and enforced easily in the location of your counterparty and a judgment rendered by a court of your counterparty’s residence may also be easily recognised and enforced in the Netherlands. You will now be referred to question 5. No In case your counterparty is not located in one of the aforementioned jurisdictions, a judgment from a Dutch court may not be (easily) recognised and enforced in the location of your counterparty and a judgment rendered by a court of your counterparty’s residence may also not be easily recognised and enforced in the Netherlands. An arbitral award, on the other hand, may be easily recognised and enforced in the country of your counterparty under the New York Convention. There are more than 170 countries party to this convention. You will now be referred to question 6. 🔄 Start over ⬅ Back to previous question Question 5 When your counterparty is located in Iceland, Norway, Switzerland Mexico, Singapore or the United Kingdom [add states], the question arises whether you mind litigating before the court of the country of your counterparty should it come to a dispute. If your counterparty is located in one of the aforementioned states, do you mind whether you have to litigate before a Dutch court or the court of the country of your counterparty? Yes In case you mind to litigate abroad and your counterparty does not want to agree to litigation before the Dutch courts, arbitration may be an agreeable alternative, where the dispute could be heard in a neutral location, by a neutral tribunal in the English language (or any other language the parties prefer). You are now referred to question 6. No In case you would not mind to litigate abroad, you are referred to question 7 to see whether there are other reasons to choose for arbitration. 🔄 Start over ⬅ Back to previous question Question 6 In most, if not all jurisdictions, court proceedings are in principle public and judgments are published. In some jurisdictions, the court file is also public. Arbitration is generally considered to be confidential. Hearings are in any case not open to the public and arbitral awards do not have to be published. Is it important for you that a dispute that may arise with your counterparty is treated as confidential? Yes In case you prefer your dispute to be treated as confidential, this may be a reason to opt for arbitration. If you choose ICC arbitration, it is advised to stipulate in your arbitration clause that the award is not to be published. Follow the link to find more about The ICC Model Clause. No In case you do not mind that the hearing is open to the public and that the judgment or award is published, you could also choose for litigation before the state courts, save if there are other reasons to choose for arbitration. You could explore this further with the next questions. 🔄 Start over ⬅ Back to previous question Question 7 Court proceedings usually take place in accordance with strict procedural rules, with limited options to amend the procedure to the wishes of the parties. Arbitration, on the other hand, gives the parties more flexibility and the arbitration could potentially be tailored to meet the requirements of the case and the wishes of the parties. Is it important for you that you could possibly have more influence over the manner in which the proceedings are conducted? Yes If it is important for you that you could possibly have more influence over the manner in which the proceedings are conducted, arbitration may be interesting for you. No If it is not important for you to have more influence over the manner in which the proceedings are conducted, you could also choose for litigation before the state courts, save if there are other reasons to choose for arbitration. You could explore this further with the next questions. 🔄 Start over ⬅ Back to previous question Question 8 When you opt for arbitration, there is generally no possibility to appeal the decision of the tribunal; the arbitral decision is final and binding on the parties. In case of court litigation, there is generally an option to appeal the decision of the court of first instance (most certainly in the Netherlands, although not necessarily in the same way in other jurisdictions) and cassation proceedings may also be possible. Is it important for you that appeal is excluded? Yes In case you wish to exclude the option of appeal, it may make sense to choose for arbitration. However, please note that there may exist the option to challenge an arbitral award in setting aside proceedings before the state courts, but the scope of these proceedings is much more limited than the scope of a regular appeal. No In case you wish there is an option of appeal, we could understand you choose for court litigation, although appeal could sometimes also be agreed upon for arbitration. 🔄 Start over ⬅ Back to previous question Question 9 When you litigate before the state courts, you usually litigate in the language of the country of the court, e.g., French before the French courts, or Dutch before the Dutch courts. In arbitration, the parties can choose the language of the proceedings. English is often chosen, but that is not required. Is it important for you that the proceedings can be conducted in a language that is understandable to all parties? Yes If you wish that the proceedings can be conducted in a language that is understandable to all parties, it may make sense to choose for arbitration, although in some jurisdictions, state court proceedings could also take place in English. No If you do not mind the language of the proceedings, you could opt for state court proceedings. 🔄 Start over ⬅ Back to previous question Question 10 In case you opt for arbitration, an administrative fee must usually be paid if the arbitration is administered by an arbitration institute (such as the ICC), and the claimant (and in case of ICC arbitration also the respondent) should pay an advance for costs of among others the arbitrator or arbitrators. The advance that must be paid depends in most cases on the amount in dispute. In case of court litigation, the parties do not have to pay the costs of the judges, just registration (court) fees, which are relatively low in the Netherlands, but may be relatively high in other jurisdictions. Are you willing to accept to pay an advance for costs at the beginning of the proceedings? Yes In case you do not mind to pay the said advance on costs, there is nothing that prevents you from choosing for arbitration. Should you ultimately prevail in the arbitration and should the tribunal thus decide in your favour, it is likely that your counterparty must bear the costs of the arbitration and must reimburse to you the advance you paid. No In case you do not want to pay the said advance, but just registration fees, you may wish to choose for state court litigation. 🔄 Start over ⬅ Back to previous question Question 11 In case of state court proceedings, at least in the Netherlands, often only a fraction of your actual legal costs are reimbursed if you prevail. In case of arbitration, this is not necessarily the case and your counterparty may be ordered to compensate all your legal costs, assuming these are reasonable. Of course, should you lose, you may also be ordered to pay your counterparty’s reasonable costs. Is it important for you that your legal costs can be compensated and do you accept that you could be ordered to pay your counterparty’s legal costs if you do not prevail on the merits? Yes If this is important for you, this may be a reason to choose for arbitration, or to include such an arrangement in your contract. No If this is not important, or if you mind to compensate your counterparty’s costs, this may be a reason to opt for litigation before the state courts. 🔄 Start over ⬅ Back to previous question Thank you for the participation! Based on the answers you provided, it appears that Arbitration may be the most suitable dispute resolution mechanism for your contract. However, this decision tree serves as a general guide only and does not constitute legal advice. We strongly recommend consulting with a legal professional, especially if you're surprised by the output, to review your specific circumstances and ensure the best approach for your contract. Start over Thank you for the participation! Based on the answers you provided, it appears that Litigation may be the most suitable dispute resolution mechanism for your contract. However, this decision tree serves as a general guide only and does not constitute legal advice. We strongly recommend consulting with a legal professional, especially if you're surprised by the output, to review your specific circumstances and ensure the best approach for your contract. Start over

Start: February 2025 | The Hague, The Netherlands ESG Governance Training Program 2025 Start: February 2025 | The Hague, The Netherlands ESG Governance Training Program 2025 Equipping leaders to drive sustainable, ethical, and impactful business practices. Equipping leaders to drive sustainable, ethical, and impactful business practices. Register Now Register Now Download Brochure Download Brochure Start: March 2025 | The Hague, The Netherlands ESG, making it happen! Equipping you to drive sustainable, ethical, and impactful business practices. Register Now View Brochure Download Brochure Why ESG Matters In today’s evolving business landscape, integrating Environmental, Social, and Governance (ESG) principles is no longer optional—it’s essential for resilience, competitiveness, and long-term success. ICC Netherlands, in alignment with ICC’s global mission, is proud to launch the ESG, make it happen program. Designed for professionals across industries, this program delivers the tools, insights, and strategies needed to lead ESG transformation in organizations of all sizes. Who Should Attend? If you're ready to make ESG work in practice, this is for you! This program is tailored for: Sustainability Professionals managing ESG strategy, reporting, or compliance. Legal and Compliance Experts navigating regulatory frameworks like CSRD and CSDDD. Finance and Risk Leaders integrating ESG into financial and risk strategies. Executives and Managers embedding ESG principles into governance and decision-making. For Organizations of All Sizes: Whether you’re part of an SME where professionals often balance multiple roles or a larger organization with specialized teams, this program provides a comprehensive understanding of ESG. By learning directly from experts and exchanging ideas with peers across industries, participants gain practical insights into governance, finance, compliance, and cultural transformation—key to driving ESG success. What Sets This Program Apart: Real-World Application: Insights and tools to implement ESG strategies effectively. Practical Workshops: Apply learning through case studies and interactive sessions. Cutting-Edge Insights: Stay ahead with ICC’s globally recognized tools and frameworks. Exclusive Networking: Engage with global experts, peers, and thought leaders. Key Themes & Topics 1. Governance and Strategic Leadership Embedding ESG principles into governance structures. Engaging leadership and boards to champion ESG strategies. 2. Behavioral Insights and Cultural Transformation Building inclusive, transparent, and values-driven organizational cultures. Promoting ethical behavior and diversity as core ESG components. 3. Finance, Risk Management, and Compliance Excellence Navigating green finance, CSRD/CSDDD requirements, and legal risks. Strengthening supply chain resilience and aligning ESG disclosures with global standards. Meet the Trainers! Wieke Scholten Wieke Scholte, owner of BR Insights, is a behavioural risk consultant with 20+ years of experience in observing and changing behaviour at work, including 13 years in financial services. Her PhD in social- and organisational psychology focused on preventing conduct issues by revealing team climate aspects in trading and sales businesses. Wieke is a former Head of Behavioural Risk at NatWest Group Internal Audit, Senior Supervisor of Behaviour & Culture at the Dutch Central Bank and (co-) Lead Partner of Behavioural Risk at &samhoud consultancy. She lectures at the Institute of Banking and Irish Institute of Directors on behavioural risk and has been published in for example the Harvard Business Review the Journal of Financial Regulation and Compliance on the topic. Mark de Lat Mark de Lat sees it as his calling to realize a better world with better business models. He does this in the roles of researcher, speaker, author, and executive team coach. Mark is associated with the B Corp certified Eshuis Accountants and Advisors, conducts PhD research at Nyenrode Business University, builds impact communities together with Saxion University of Applied Sciences and coaches boards and management teams in realizing impact business models. For Mark, it is a 'choice from the heart' to challenge organizations to work on impact entrepreneurship. Because he deeply believes that meaningful entrepreneurship leads to positive impact and an excellent business models. 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. Juliëtte van Doorn Juliëtte van Doorn is an independent consultant specializing in integrity and behavioral risk management, with a solid legal foundation and 20+ years of experience in integrity oversight and behavior and culture assessments. She previously worked as a lawyer at Allen & Overy and Houthoff Buruma and served as a manager in integrity oversight at De Nederlandsche Bank (DNB) and the Central Bank of Aruba. At the onset of the financial crisis in 2008, she played a key role in establishing the behavioral and cultural supervision framework at DNB, which remains a blueprint for various (financial) regulators worldwide. In 2020, she transitioned to consultancy, serving for several years as Lead Partner for Behavioral Risk at advisory firm &samhoud, where she gained experience in change management. Currently, Juliëtte advises the Dutch Media Authority on establishing behavioral and cultural oversight and, as of December 2024, serves as co-director of the Stichting Informatieknooppunt Zorgfraude (Healthcare Fraud Information Hub Foundation). Maarten Biermans Maarten led the Rabobank Global Sustainable Finance Team. Before his tenure at Rabobank - where he started as its Head of ESG policy - he worked as a strategy consultant at Spring Associates (now MJ Hudson) specializing in responsible investment advisory and ESG integration with PE firms. He holds dual Master Degrees in Economics and Philosophy and a PhD in Economics from the University of Amsterdam. Active contributor to think tanks on ESG issues incl. the Human Rights committee of the Advisory Council on International Affairs. 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. Joris Krijger Joris Krijger works as an Ethics & AI Officer at the Dutch bank de Volksbank while also hold-ing a Ph.D. position at the Erasmus University Rotterdam on Ethics & AI. He has a back-ground in Philosophy, Economic Psychology, and Media Studies. During his studies, Joris was awarded a Dutch national prize for both his high-tech startup Condi Food (Rabobank Wijffels Innovation Award 2014) as well as for his Philosophy thesis on technology, ethics, and the financial crisis of 2008 (Royal Holland Society of Sciences and Humanities, 2017). He presently works on bridging the gap between principles and practice in the responsible use of AI by studying the operationalization of ethical principles from an academic and practical perspective. Additionally, Joris holds positions as Founder of the Ethical Data Sci-ence Association and as Founding Editorial Board Member of Springer Nature’s AI and Eth-ics Journal. Mireille van der Meij As an independent consultant Mireille advises companies on sustainability, implement ESG, reporting and new regulations like CSRD and CSDDD. She has 20+ years of experience in advising the leadership of companies and organisations in different sectors, like shipbuilding (Damen Shipyards Group and Dutch Shipbuilding Association), aerospace (Fokker Aerospace), medical sector (Philips Medical Systems and Amsterdam Medical Centre) and higher education (University of Amsterdam) in the field of public affairs, fundraising and sustainability. In different functions she gained expertise in putting new topics that were often new or seemed far away on the leadership agenda, engage leadership and create a broad support for new activities in the organisation. Strategic and analytical thinking and the building of strong and trusted relationships on every level of the company are her expertise. Her style is characterised by creating solutions and obtaining results. Currently, Mireille is advising Damen Shipyards Group on the implementation of ESG/CSRD, as well as a couple of smaller companies. http://linkedin.com/in/mireille-van-der-meij-b400414 Guido Febus Guido Febus has over 20 years of experience in international ethics and compliance across various industries and countries. He has managed complex regulatory and enforcement actions on a global scale and serves on the Advisory Board of DeComplianceMonitor. Simone Honig Simone Honig is part of the department Dispute Resolution and a member of the Corporate Crime team. She specialises in corporate criminal law. Simone advises (inter)national companies, financial institutions, auditors and governmental authorities on compliance related matters such as anti-money laundering, anti-bribery and sanctions legislation. In addition, she represents corporations and directors confronted with allegations of financial crime related cases (e.g. fraud and bribery) and environmental and economic crimes (i.e. WED, Wwft, Wta). Simone is also a member of the corporate (internal) investigations team of NautaDutilh. Simone studied at Leiden University, where she graduated in 2014 with a specialisation in criminal law. She joined NautaDutilh in January 2015. Simone regurlarly blogs on the NautaDutilh Compliance and Business Integrity Blog. Michael van Woerden Michael is founder and managing director of expert platform DeComplianceMonitor (2016), being self-employed since 2009. He has extensive experience with (integrity) risk management, ethics & compliance, legal and ESG governance, dealing with a wide range of companies, (semi) governmental organizations, and supervisory authorities. He served as compliance monitor and independent expert on behalf of the World Bank and also assisted the European Investment Bank with development and launch of its Compliance Risk Assessment approach. He is passionate about working with companies and teams of professionals to to meet with E&C related expectations effectively in a challenging regulatory and business context. Suzanne Kröner - Rosmalen Suzanne Kröner-Rosmalen, NautaDutilh, is Corporate Governance counsel. Her practice focuses on corporate governance, corporate structuring and in particular on Environmental, Social and Governance (ESG) aspects affecting (non) listed companies and financial institutions. She has ample experience with M&A transactions in the financial services industry. Suzanne is frequently asked by large financial institutions, pension funds and corporates to update them on the latest developments and to prepare for the implementation of rapidly developing legislation in the field of ESG and sustainable finance. She is intimately familiar with a broad range of regulatory matters having advised Dutch and foreign banks, insurance companies, investment funds financial institutions on the implementation of new regulations such as the Taxonomy Regulation, SFDR, CSRD and most recently the developments around the proposed directive on corporate sustainability due diligence. Suzanne also assists financial institutions in dealings with regulators such as policyholder screenings, governance related investigations, remuneration and has in debt knowledge of the applicable regulatory frameworks. As a member of our Sustainable Business & Climate Change team, she assists corporates and financial institutions with their dealings around ESG-related challenges and she also takes part in several network initiatives discussing the challenges corporates are facing in this field. Furthermore, Suzanne is very active in hosting webinars and acting as moderator and speaker on a variety of information sessions on the implementation of the Sustainable Finance Package and discussing ESG strategies. Suzanne also lectures and published on regulatory and sustainable finance topics, most recently on the Sustainable Finance Action Plan and the SFDR. Obbe Siderius Obbe Siderius believes that integrity and compliance activities need to be part of business workflows and organized cross-functional to make impact and to avoid bolt-on compliance. Bespoke solutions tied to company purpose and business principles will be supportive to conduct business in in a responsible way and will safeguard company branding and reputation. His experience ranges from general compliance work such as building and implementing a compliance program, risk and crisis management, whistleblowing and investigations, export controls and sanctions, third party reviews and diagnosing bribery risk to specific topics such as responsible sourcing, OECD Guidelines for Multinational Enterprises, UN Guiding Principles on Business and Human Rights, operating in volatile environments and ESG-standards. He has a longstanding background in integrity and compliance in listed internationally operating companies in different sectors. For some years he was part of ICC Netherlands board of directors and now he is a member of the monitoring board of the Week of Integrity Foundation, an ICC Netherlands initiative, promoting ethical practices and transparency across all sectors. As an independent consultant he is part of DeComplianceMonitor, the expert platform in The Netherlands specialized in assessment of corporate ethics and compliance programs to ensure that it can meet with the latest standards of good business practice. Bianca Bernecker Group Senior Talent and Learning Specialist and D&I Ambassador at SBM Offshore. Bianca has extensive experience with the implementation of compliance programs within international organizations. With a passion for Corporate Anthropology she can inspire others to look at organizations, culture, and behavior in a different way. She is happy explore with you new perspectives when it comes to ethical and sustainable decision making. Her approach is creative, practical and aims to cultivate curiosity and learning – thereby igniting the collective potential. Initiator of "De Vindplek": www.devindplek.com, https://decoachindenhaag.nl/inspiratiehuis/initiatieven/de-vindplek-loosduinen/ Pricing: ICC Members: €200 per session (€1600 for all nine sessions, transferable within the organization). Non-Members: €300 per session (€2400 for all nine sessions, transferable within the organization). Register Now Program Structure 9 monthly sessions | Each session (approximately 3 hours) includes: • 45 minutes: Insights from ICC experts or recognized authorities. • 45 minutes: Practical case studies from experienced business professionals. • 45 minutes: Interactive workshops to apply learning in organizational contexts. • 15 minutes: Discussion and wrap-up. • Networking drinks: An opportunity to connect with peers and experts. Get in touch Join the ESG: Making It Happen training program! Register for individual modules below or click here to sign up for the full series. Module 1 Module 2 Module 3 Module 4 Module 5 Module 6 Module 7 Module 8 Module 9 REGISTER 2 April | 14:00 - 17:00 Culture Change for ESG Goals Learning outcome: how to address organizational cultural aspects to enhance ESG compliance. Key skills gained: assessing behaviour and culture in relation to ESG, and an evidence based approach to changing behaviour and culture to enhance ESG compliance. Focus: Fostering an organizational culture that drives ESG success requires transformative changes in aspects of ‘the way we do things here, and why’, or: behavioural patterns and drivers. This session delves into those behavioural patterns and drivers that need to be addressed or strengthened to align with ESG objectives. Our trainers: Juliette van Doorn Wieke Scholten Topics: 1. What is ‘behaviourally’ needed to align with ESG goals? - Not a hypothetical answer to this question is helpful, rather a precise answer that applies to your organization. - Assessing those aspects of 'how we do things now' that unintentionally stand in the way of being / detracting from aligning with ESG goals. - Which behavioural patterns contribute to this and do you want to strengthen? Which behavioural patterns (unintentionally) detract from that and do you want to address? 2. Framework for looking at culture: behavioural patterns and drivers: - Behavioural categories and driver categories - Red and green flags, related to ESG goals 3. How to assess behaviour and culture with relation to ESG in your organization: - Discussing an evidence based methodology to assess this. 4. How to change behaviour and culture: - Covering important change principles and best practices. 5. Discussing 2 cases: - One on ineffective responses to (continuously changing) reporting requirements, and one on inclusion (and speaking up). 6. Interactive exercise: - Using a practical Template - Exchanging perspectives and practices REGISTER 8 May | 14:00 - 17:00 Breaking the Silos: Towards Integrated ESG Learning outcome: Develop governance structures that integrate ESG objectives across all business functions. Key skills gained: Cross-functional collaboration; breaking silos; embedding unified ESG policies. Focus: For ESG to truly succeed, it must be integrated across all business functions. This session explores how to break down silos, align ESG strategies across departments, and foster collaboration to create cohesive policies that drive sustainable success. Our trainer: Merei Wagenaar Mireille van der Meij Topics: • Integrating ESG strategies across departments such as legal, finance, operations, communication and HR. • Fostering cross-functional collaboration to align diverse teams with ESG objectives. • Developing unified policies and addressing outdated practices that hinder ESG progress. • Embedding ESG governance structures that ensure consistency and accountability across the organization. REGISTER Our trainer: Simone (S.L.) Honig Suzanne Kroner-Rosmalen 2 October | 14:00 - 17:00 ESG Disclosure and Litigation Risks Learning outcome: Align ESG disclosures with legal requirements while managing litigation risks and stakeholder pressures. Key skills gained: Navigating CSRD and CSDDD; managing litigation risks; ensuring transparent branding. Focus: With the increasing regulatory landscape and stakeholder scrutiny, ESG disclosures are under the spotlight. This session explores how organizations can align their ESG reporting with legal requirements while managing the associated litigation risks. Participants will gain practical insights into navigating evolving regulations, addressing activism and NGO pressures, and ensuring transparency without compromising compliance. Topics: • Navigating Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence Directive (CSDDD) requirements. • Managing ESG-related litigation risks, including challenges posed by activist groups, NGOs, and shareholder actions. • Balancing transparency in branding and marketing with compliance, avoiding greenwashing. • Identifying best practices in ESG reporting to build stakeholder trust while mitigating legal risks. REGISTER 1 July | 14:00 - 17:00 Sustainable Funding and Finance Learning outcome: Access sustainable funding and meet evolving stakeholder expectations for ESG performance. Key skills gained: Navigating green finance; leveraging incentives; meeting investor demands. Focus: Accessing sustainable funding and meeting stakeholder expectations are critical for organizations striving to achieve their ESG goals. This session provides insights into navigating green finance regulations, leveraging ESG-aligned investment opportunities, and meeting the growing demands of investors and shareholders. Our trainer: Maarten Biermans Topics: • Understanding green finance regulations and identifying relevant incentives. Leveraging investment opportunities to align with ESG objectives and goals. Meeting shareholder and investor demands for transparency and ESG performance. • Addressing evolving expectations from financial institutions and regulatory bodies. REGISTER 11 September | 14:00 - 17:00 ESG Supply Chain Due Diligence Learning outcome: Manage risks and resilience in global supply chains while ensuring compliance with ESG standards. Key skills gained: Aligning supply chain practices with CSRD and CSDDD; addressing ESG risks; building resilience. Focus: Effective supply chain management is a cornerstone of ESG compliance and risk mitigation. This session explores strategies to align supply chain practices with evolving regulations, build resilience, and ensure Our trainer: Guido Febus Michael Van Woerden Topics: • Aligning supply chain practices with CSRD (Corporate Sustainability Reporting Directive) and CSDDD (Corporate Sustainability Due Diligence Directive). Identifying and addressing ESG risks within complex global supply chains. Building resilience to disruptions while maintaining compliance with sustainability standards. • Implementing frameworks to ensure ethical sourcing and labor practices. REGISTER Our trainer: Obbe Siderius Michael Van Woerden 21 October | 14:00 - 17:00 Supervision and Transparency: A Delicate Balance in Stakeholder Management Learning outcome: Build trust with stakeholders while meeting regulatory and supervisory expectations. Key skills gained: Risk assessments; managing regulatory interactions; leveraging ISO frameworks. Focus: Balancing stakeholder trust and regulatory compliance is critical for organizations navigating ESG challenges. This session provides insights into risk assessments, interactions with regulatory authorities, and the role of international frameworks in achieving ESG alignment while maintaining credibility with stakeholders. Topics: • Insights from regulatory bodies on the effectiveness of ESG policies and practices. Strategies for managing interactions with supervisory authorities and navigating regulatory expectations. • Leveraging ISO frameworks and best practices to align organizational strategies with ESG requirements. • Building trust and transparency to strengthen stakeholder relationships. REGISTER 4 November | 14:00 - 17:00 Data Privacy and AI in ESG Learning outcome: Leverage AI and data responsibly to enhance ESG initiatives while complying with privacy regulations. Key skills gained: AI-driven ESG reporting; addressing ethical considerations in AI use; navigating data privacy laws. Focus: As organizations increasingly rely on data and AI to drive ESG initiatives, ensuring ethical use and compliance with privacy regulations is critical. This session explores how to harness the power of AI responsibly to support ESG compliance, reporting, and innovation, while addressing ethical and privacy concerns. Our trainer: Joris Krijger Topics: • Leveraging AI and advanced analytics to streamline ESG compliance and reporting. • Navigating data privacy regulations while balancing innovation and ESG objectives. • Addressing ethical considerations in the use of AI for ESG initiatives, including bias, transparency, and accountability. • Ensuring data governance structures align with global ESG goals. REGISTER 4 December | 14:00 - 17:00 Culture as Strategy: Enabling ESG Execution through Leadership, Trust and Inclusion Learning outcome: How to build cultures of trust and safety that enable effective global ESG strategy execution. Key skills gained: Participants will learn what it takes to lead with integrity and care, foster inclusion, and collaborate across functions to drive ethical decisions and long-term ESG impact. Focus: Integrity and trust are the foundation of resilient ESG strategies. When leaders act with transparency and care, they unlock diverse perspectives, ethical decision-making, and sustainable growth. This workshop explores how organizations can build cultures of trust, safety, and inclusion—and how ESG professionals can drive this transformation through cross-functional collaboration and leadership. Our trainer: Bianca Bernecker Michael Van Woerden Topics: - Understand how leadership influences ethical, inclusive, and sustainable cultures. - Spot cultural patterns understanding culture and reveal hidden dynamics. - Psychological Safety: encouraging openness, speak up and inclusion. - Use diverse perspectives to improve decisions and advance ESG goals. REGISTER Our trainer: Mark de Lat 20 May | 14:00 - 17:00 Developing leadership strategies that align ESG goals with corporate strategies Leadership servers as the foundation for embedding ESG principles into corporate strategies. This session explores the role of stewardship in aligning organizational vision with sustainability in driving meaningful change. Topics: Development of leadership that integrate ESG objectives with business strategy. Engaging leadership and boards to champion sustainability efforts. Objective: Inspire participants to lead sustainability transitions that align ESG goals with organizational strategies by focusing on their own leadership Contact Information For questions or to discuss your registration, contact us: Email: info@icc.nl Website: www.iccwbo.nl Location: ICC Netherlands, Bezuidenhoutseweg 12, 2594 AV, The Hague Get in touch FAQ Who is this training for? This training is designed for professionals across all business functions who want to integrate ESG into their decision-making, including executives, board members, sustainability officers, legal and compliance professionals, finance leaders, HR, operations, and communications experts. What makes this ESG training different from others? his training is not designed to replace an academic study—it is built to work in practice. It follows a pragmatic, action-oriented approach, ensuring that participants can apply ESG principles directly within their organizations. Rooted in ICC’s "for business, by business" principle, the training is led by industry experts who understand real-world business challenges and provide practical solutions rather than purely theoretical insights, therefore it is an ideal complement to your academic study. Do I need prior ESG knowledge to attend? No! The training is designed for both beginners and experienced professionals, providing foundational insights and advanced strategies to apply ESG principles in any role. What topics are covered in the training? The training covers key ESG governance areas, including: Aligning ESG with corporate strategy Breaking silos across departments (legal, finance, HR, operations, and communications) Navigating ESG regulations (CSRD, CSDDD, Omnibus) Managing ESG disclosures and litigation risks Building trust through transparency & stakeholder engagement Embedding ESG into company culture and leadership How will this training help me implement ESG in my role? The training bridges strategy and execution, equipping you with practical frameworks, tools, and real-world examples to apply ESG principles in decision-making, compliance, reporting, and stakeholder engagement. Will there be case studies, exercises, or real-world applications? Yes! The training includes case studies, interactive exercises, and group discussions to help you apply concepts in your own business context. How does this training help break silos and improve cross-functional collaboration? ESG success requires alignment across departments. This training helps you understand and engage key functions (legal, finance, HR, operations, marketing), enabling teams to work together, drive impact, and avoid isolated ESG efforts. What is the cost of the program? The total cost for the program is: ICC Members: €1600 for all 9 modules (or 200/module). Non-Members: €2400 for all 15 modules (or 300/module). The price is deliberately kept low to ensure accessibility and encourage broad participation. Are group or company registrations possible? Yes! Organizations can enroll teams or departments to align ESG strategies across functions. As a company, you can also choose to send different attendees to different training sessions, allowing for flexibility in participation and ensuring that each session matches the specific training needs of your team. Contact us for group pricing and customized participation options. Is this an in-person or online training? This is an in-person training, designed for interactive discussions, networking, and hands-on learning. The trainings will take place in The Hague - Malietoren Is the training available on-demand if I can’t attend live? Currently, this is an in-person program, but follow-up materials and key takeaways will be provided for reference. What is the schedule and duration of the training? The training consists of 9 modules, with 1 to 2 sessions per month to allow for in-depth learning and practical application. Each session lasts about 3 hours, providing a focused and interactive experience. Sessions are spread throughout the year, with a break during summer holidays to accommodate professional schedules. Will I receive a certificate upon completion? Yes! Participants will receive an official ICC Certificate. Can this training contribute to professional development credits (CPD/CPE)? Yes, the training may count toward continuing professional education (CPD/CPE) credits, depending on your professional body. Please check with your organization for eligibility. How do I register for the training? You can register using the form below to enroll in the complete program, or click on each specific module above to register for individual sessions. How it works: Once you have registered for all modules, you will receive a personal code to manage individual module registrations. This allows you to assign different participants per module if needed. If the same person is attending all modules, they will be automatically added to each session. This administrative process ensures proper tracking for certification purposes. If you have any questions about registration, feel free to contact us. Can I attend one module first and then decide? Yes! You can register and pay for a single module to see if the program meets your needs. If you then decide to enroll in the full series, we will deduct the cost of the module you already attended. If the program has already started, we will recalculate the fee on a pro-rata basis for the remaining training sessions, ensuring fair pricing for your participation. ESG, making it happen - Registration Please complete the form below or send an email to info@icc.nl to secure your place in this program. First name* Last name* Job title Organisation Industry Email* Phone Participation Type* ICC Member (€1600 for all sessions) Non-member (€2400 for all sessions) Other (UNGP, VU, etc.) Note: Pricing covers all 9 sessions and is transferable within the same organization. You can also register for one module only on our website. What are your main goals for participating in this program? (Open-ended: max 150 words) Do you have any dietary preferences or restrictions? (For in-person sessions) Do you require any accessibility accommodations? (Optional) How did you hear about this program? ICC website LinkedIn/Social Media Referral Newsletter Other I agree to receive program-related communications from ICC Netherlands. I confirm that the information provided is accurate and complete. * Register For any questions regarding registration, contact us at info@icc.nl