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International Chamber of Commerce, World Business Organisation - ICC WBO Netherlands represents the voice of Dutch businesses on the global stage. For business. For you. International Chamber of Commerce Netherlands, part of the World Business Organisation: Enabling peace, prosperity and sustainability through trade Global Advocacy Ensuring business voices are heard internationally Global Advocacy Ensuring business voices are heard internationally Business Solutions Providing practical solutions for global trade challenges Business Solutions Providing practical solutions for global trade challenges Dispute Resolution Resolving disputes in international trade for over 100 years Dispute Resolution Resolving disputes in international trade for over 100 years Want to be a part of a global network of responsible businesses? Join ICC today! Upcoming Events 21 days to the event Tariffs in 2026: strategy beyond the headlines Fri 28 Aug Teams Register 33 days to the event ICC NL Young Practitioners - Paris Wed 09 Sept Location is TBD Register 35 days to the event The EU Single Window for Customs: what the 2031 timeline means for Dutch trade Fri 11 Sept Teams Register 48 days to the event Leading with Integrity in a Digital Age · Partner Meeting Thu 24 Sept International Chamber of Commerce (ICC) Register 49 days to the event AI in trade compliance and operations: what is actually working Fri 25 Sept Teams Buy Tickets 63 days to the event Integrity in international trade in a digital age: where leaders set the tone Fri 09 Oct Teams Buy Tickets Load More ICC is the collective voice of the real economy . Through a unique mix of advocacy, solutions and standard setting, the International Chamber of Commerce (ICC) champions the needs of businesses, large and small, in global decision-making and leveraging private sector know-how to deliver solutions that turn interconnected challenges into opportunity for all. Our members include Links ICC Model Contracts WISE Training One Click Week of Integrity Incoterms® Training Integrity Game

WISE - Empowering women through strategic leadershiptraining, mentorship, and global networking. Read more Our events Tariffs in 2026: strategy beyond the headlines Fri 28 Aug Teams RSVP ICC NL Young Practitioners - Paris Wed 09 Sept Location is TBD We are delighted to invite ICC Young Practitioners Netherlands members to a joint event in Paris with our colleagues from ICC UK, Belgium and Sweden, built around a visit to the ICC International Court of Arbitration. RSVP The EU Single Window for Customs: what the 2031 timeline means for Dutch trade Fri 11 Sept Teams RSVP Leading with Integrity in a Digital Age · Partner Meeting Thu 24 Sept International Chamber of Commerce (ICC) Ahead of the Week of Integrity 2026, a preview session with Professor Sam Solaimani on his latest research on integrity in a digital age, and a practical workshop on responsible AI in compliance. Open to all. RSVP AI in trade compliance and operations: what is actually working Fri 25 Sept Teams Buy Tickets Integrity in international trade in a digital age: where leaders set the tone Fri 09 Oct Teams Buy Tickets Sustainability rules for international trade: from disclosure to due diligence (and the energy transition) Fri 23 Oct Teams Buy Tickets Opening: Week of Integrity 2026 Mon 26 Oct Location is TBD The 10th edition opens with the question that runs through the whole week: what does integrity ask of leaders in a digital age? RSVP Week of Integrity 2026: Seminar Thu 29 Oct NautaDutilh From geopolitics to the boardroom: an afternoon on what leading with integrity really looks like in a digital age. RSVP Sanctions screening at scale: how Dutch manufacturers automate compliance Fri 06 Nov Teams Buy Tickets ICC YAAF - Fireside chat with Claudia Salomon and Young Practitioners' Cruise Wed 11 Nov Houthoff Amsterdam, Tuesday 11 November 2026 · ahead of the ICC Netherlands Dispute Resolution Forum RSVP Dispute Resolution Forum Thu 12 Nov Houthoff Guest speaker: Claudia Salomon RSVP IFRS for international trade: what CFOs and trade finance teams need to know in 2027 Fri 20 Nov Teams Buy Tickets Joint Arbitration Day Thu 03 Dec De Brauw Blackstone Westbroek RSVP Fighting corruption in a digital age: academia, government, and business in conversation Wed 09 Dec Teams A Week of Integrity webinar, on International Anti-Corruption Day. RSVP Digital trade in practice: lessons from an interoperability project Fri 11 Dec Teams Buy Tickets

< Back Professor Albert Jan van den Berg Hanotiau & van den Berg Arbitrator Biography Professor Albert Jan van den Berg is a partner at Hanotiau & van den Berg (Brussels, Belgium). He is a sought-after presiding and party-appointed arbitrator in numerous international commercial and investment arbitrations. He also acts as counsel in international commercial arbitrations and in set aside proceedings. Professor van den Berg is Honorary President of the International Council for Commercial Arbitration, having served as President from 2014–2016. He is Distinguished Faculty Co-Chair of the International Arbitration LL.M. Program at the University of Miami School of Law and a Visiting Professor at Georgetown University Law Center, National University of Singapore Faculty of Law and Tsinghua University School of Law. Professor van den Berg is also a member of the faculty and the advisory board of the University of Geneva Master in International Dispute Settlement Program. He is Emeritus Professor (Arbitration Chair) at Erasmus University, Rotterdam. He is Honorary President of the Netherlands Arbitration Institute, having served as its President and Secretary General, and former Vice-President of the London Court of International Arbitration. Professor van den Berg has published extensively on international arbitration (see www.hvdb.com ), in particular, the New York Convention of 1958 (see www.newyorkconvention.org ). His awards include: Global Arbitration Review, Best Prepared and Most Responsive Arbitrator in 2013; The International Who’s Who Legal, Arbitration: Lawyer of the Year in 2006, 2011 and 2017. Contact Details Belgium +32 2290 3913 ajvandenberg@hvdb.com Additional Links Link About ICC Netherlands We ensure that Dutch business interests are heard and represented in international policymaking. We deliver tools and standards that simplify cross-border business like model contracts or Incoterms®. We support fair and efficient dispute resolution . Become a member Upcoming events Learn more Check our latest news! News Languages Spoken Dutch, English, Italian, Spanish, German, French Specialisation Aviation, Finance and Banking, Construction, Distribution, Energy, Insurance, Investment / Public International Law, Joint Ventures, Licensing, Media, Pharmaceutical, Corporate Law / M&A, Real Estate, Sales, Renewable Energy, Sports, Telecoms Bar Admission(s) Credentials CV

< Back < Previous | Next > The green light for eBLs Electronic bills of lading become law in the Netherlands 5 Jun 2026 From 1 July 2026, electronic bills of lading have the same legal status as paper in the Netherlands. At our first Digital Business Lunch, ING and Philips set out what Dutch business should do next. The green light for eBLs Electronic bills of lading become law in the Netherlands It has been an exciting few months for Dutch digital trade. On 31 March 2026, both Houses of Parliament approved an act giving electronic bills of lading (eBLs) the same legal status as paper. And then on 8 June, a Royal Decree set 1 July 2026 as the entry-into-force date for the new legislation. These events mean that the Netherlands has crossed a significant threshold in trade digitalisation and places the country alongside the United Kingdom, France and Germany as European early adopters. The first ICC Netherlands Digital Business Lunch – held three days before the decree was signed – anticipated this moment and set out what Dutch business should do next. More than 40 trade, banking and logistics professionals joined ING Bank Managing Director Ron van Staten and Philips Head of Global Trade Compliance Michel van den Hoven to discuss what comes next. From orange to green Van Staten has worked alongside the Ministry of Justice and industry stakeholders on the new legislation. At the time of the Digital Business Lunch, he framed the moment as “an orange light” – approved, but not yet operative. Now with the legal threshold crossed, the orange light has turned to green. The new legislation is narrower than many had hoped. It covers bills of lading but not yet promissory notes, bills of exchange or warehouse receipts. However, Van Staten showed optimism, reaching for a pragmatic Dutch turn of phrase to describe the situation: “better to have one bird in the hand than ten in the bush”. He added that recognising the eBL on its own “removes the single largest legal obstacle in maritime trade documentation – broader expansion will follow”. The pain of paper For an exporter, the cost of paper trade is not abstract. Van den Hoven has spent 20 years at Philips, the last five of which heading the global trade compliance team. He estimated that Philips runs “around 8,000 distinct trade flows through multiple jurisdictions, each carrying its own combination of bills of lading, commercial invoices, packing lists, certificates of origin, customs declarations, export licences, insurance and letters of credit”. In his sector, integrated warehousing and distribution costs typically sit at three to six per cent of total sales. Bringing that down by a single percentage point through digitalisation, he said, is “direct money on the table”. The sustainability dividend – less paper, fewer courier journeys – is added on top of that. Referring to the practical work due to start on 1 July, Van den Hoven’s central advice to the people attending the Digital Business Lunch was simple: to think in terms of data, not in documents. “A bill of lading is a data set. So is a letter of credit, a customs declaration, an export licence. Once a company starts modelling its supply chain as data, the rest becomes a question of integration. It’s a change of mindset,” he said. “One that needs to be embedded as much at executive level as on the warehouse floor.” What Dutch businesses can start doing now For a mid-sized Dutch exporter weighing up the options of where to begin, both speakers converged on the same advice: start small, and start with the counterparties you already trade with. Van Staten’s practical sequence runs as follows. “Identify your buyers, sellers, carriers and bank, and ask each of them what digital frameworks they already operate in,” he said. “Establish which platforms they are signed up to. Map where the dots can already be connected, and where they cannot.” Test cases should be trialled on low-pressure projects (so not a shipment that has to leave tomorrow) and scaled up as experience grows. “The risk to avoid is letting a familiar process derail because the new one is not yet familiar.” Van den Hoven reinforced the point with three lessons from Philips’ own operations. “First, think in data. Second, invest in change management at every level; top management included, because executives need to see the return on a digital programme before the floor will follow. And third, build in partnerships: digital trade only works when buyers, sellers, banks and carriers move together.” The remaining barrier is trust, he argued, and the answer to it is evidence: “that digital documents are more transparent, more traceable and easier to audit than paper. Companies should aim for adoption levels of 50, 60, 70 per cent rather than chase a binary target.” It is also notable that there is also an immediate workaround for cross-border trade. Around 80 per cent of bills of lading worldwide are governed by English law, which has recognised electronic transferable documents since the UK Electronic Trade Documents Act came into force in 2023. Dutch businesses can already issue and receive eBLs under English law for shipments to a port whose national law accepts them. Cross-border recognition still needs to be checked port by port; the destination country must accept the electronic document at delivery. But for many trade routes, the route forward is already open. The road ahead ICC Netherlands has long advocated for the Dutch adoption of MLETR and welcomes the new act as a significant step in aligning Dutch trade with international digital standards. The work now is to broaden the scope to other negotiable trade documents, to support the interoperability conversation between platforms, and to help Dutch business in the first months of entry into force. We will continue to work closely with members, partners and policymakers to keep that momentum. The Digital Business Lunch is a monthly online series discussing the issues that move international trade – covering a range of subjects from sanctions and export controls to customs reform, AI in trade compliance and sustainability. For more information about upcoming Digital Business Lunches: Events & Trainings | ICC WBO Netherlands or our LinkedIn page.

< Back < Previous | Next > Boards under the microscope: from compliance to ethical stewardship 27 Feb 2026 As regulatory complexity, geopolitical pressure and AI reshape the risk landscape, how can boards transform ethics from a control function into a driver of long-term value, and what does this shift mean for today’s compliance leaders? Boards Under the Microscope: From Compliance to Ethical Stewardship On 27 February 2026, ICC Netherlands hosted the 12th Ethics & Compliance Observatory Group Meeting at our offices in The Hague. The morning brought together compliance leaders, board advisors, recruiters and governance experts for a focused discussion on a question many organisations are currently grappling with: how can ethics and compliance move from a defensive control function to a strategic force shaping boardroom decision-making? While ICC Netherlands briefly introduced its broader work, including our efforts to connect standards with impact and our Week of Integrity initiative, the heart of the meeting lay in two substantive conversations: a panel on the evolving compliance function and a keynote on how boards should oversee ethics. What emerged was a clear message: the future of ethics is not technical. It is structural, cultural and deeply connected to governance. Compliance as a Strategic Function: Beyond the “Checkbox” The first panel, moderated by Andrea Cardoso, explored how compliance is changing in practice and in the labour market. Bringing together perspectives from industry and executive search, the discussion highlighted a profound shift in expectations. Compliance is no longer perceived as a back-office “checkbox” function. C-level leaders increasingly expect strategic input. Boards expect foresight. Business teams expect partnership. Three themes stood out. The Skillset Is Expanding Technical knowledge remains essential. Professionals must understand regulatory developments in areas such as AI, ESG, sanctions, and geopolitical risk. However, the panel emphasised that soft skills are now decisive. Bridge-building, stakeholder management and the ability to translate complex risk into business-relevant language were described as core capabilities. Compliance leaders who succeed are those who can sit at the table early in a project, not only at the end when something goes wrong. In other words, credibility is built through enabling the business, not blocking it. Talent Shortages and Changing Profiles Recruitment data presented during the discussion showed a noticeable gap in mid-level compliance professionals with five to ten years of experience. At the same time, backgrounds are diversifying. The function is no longer dominated exclusively by lawyers; professionals now come from finance, data, behavioural science and operational roles. AI is also reshaping entry-level roles. As routine tasks become automated, junior compliance professionals are expected to contribute more analytical and advisory value from the outset. This evolution raises an important question for boards: are we investing in the right competencies for the risks we face? Central Oversight vs. Local Autonomy In global organisations, tension persists between centralised policy-making and local implementation. The panel reflected on the need to balance consistency with contextual sensitivity. Cultural differences, including differing perceptions of practices such as nepotism or gift-giving, complicate the picture. The conclusion was pragmatic: effective compliance culture is built through relationships. Early engagement with local business leaders, understanding operational realities, and empowering them to take ownership of decisions strengthens both integrity and performance. Compliance, therefore, is not merely about rules. It is about trust. How Boards Should Oversee Ethics: From Aspiration to Practice If the panel addressed the “how” of compliance in organisations, the keynote by Vera Cherepanova , Director of Boards of the Future, addressed the “who”, the board itself . Her presentation was grounded in the How Boards Should Oversee Ethics: A Ten-Practice Guide for Modern Boards . The document, outlined on pages 1 and 5 of the guide, sets out ten concrete practices designed to embed ethics into governance rather than treat it as an afterthought. The tone was clear: ethics must evolve from a “nice-to-have” add-on into a core operating system for modern boards. Several practices resonated strongly with participants. Ask Better Questions One of the most compelling concepts introduced was FOFO, the “fear of finding out”. Boards often receive polished reports and may hesitate to probe further. Yet corporate scandals rarely arise from unknown risks; they emerge from known issues left unexplored. Curiosity requires courage. Boards must move beyond rehearsed answers and formulate questions that challenge assumptions. Ethics oversight begins not with additional reporting, but with better inquiry. Oversee Culture, Starting with the Board’s Own The guide emphasises that culture is no longer a “soft” topic. It is measurable, strategic and directly linked to enterprise value. However, before evaluating management’s culture, boards must examine their own dynamics. How are dissenting views handled? Is debate encouraged? Are uncomfortable issues addressed openly? Board culture shapes organisational culture. The mirror effect cannot be ignored. Look Beyond the Numbers Financial expertise remains central to governance, but the guide cautions against “arithmocracy”, the dominance of numbers without narrative. Many of today’s most consequential risks sit outside financial statements until they crystallise into crises. Boards must therefore interrogate not only what the data shows, but why it shows it. Every debate may start with figures, but it ends with values and consequences. Set the Conditions for Speak-Up Whistleblowers were described as critical early-warning systems. Too few reports can be as concerning as too many. The board has a unique role in ensuring that reporting mechanisms are credible, protective and genuinely accessible. Importantly, psychological safety must be real, not performative. Artificial harmony, where everyone is polite but no one is honest, is a governance risk in itself. Bring in the Right Expertise A particularly practical recommendation concerns board composition. If ethics, risk and compliance expertise is absent, boards should add it or establish interim advisory mechanisms. Modern risk landscapes require modern competencies. This is not diversity for symbolism. It is alignment between risk exposure and oversight capability. Practice Stewardship Finally, the guide reframes the board’s legal discretion. Corporate law gives directors significant latitude under the business judgment rule. The central question is therefore not what boards must do, but what they choose to do with that discretion. Stewardship becomes the ultimate test of ethical governance. Ethics in a Time of Polycrisis The broader context underlying the discussion was what the guide describes as “polycrisis”, technological shocks, geopolitical volatility, leadership misconduct and societal distrust. These forces expose thin ethical oversight structures. At the same time, regulatory frameworks often treat ethics as a defence mechanism. Compliance becomes a shield rather than a compass. The Observatory meeting challenged that framing. Ethics is not about reducing liability alone. It is about improving decision quality. Boards that integrate curiosity, culture assessment, foresight and structured debate are better positioned to navigate uncertainty. Compliance leaders who speak the language of strategy are more likely to influence outcomes. From Reporting to Informing A subtle but powerful shift was discussed throughout the morning: moving from reporting to informing. Reporting is backward-looking and often technical. Informing is forward-looking and strategic. It shapes discussion rather than merely documenting it. For ethics and compliance leaders, this shift requires confidence and influence tactics. For boards, it requires openness to engage beyond financial metrics. For organisations, it offers resilience. The 12th Ethics & Compliance Observatory Group Meeting reaffirmed ICC Netherlands’ commitment to providing a neutral platform where business leaders, governance experts and compliance professionals can engage in substantive dialogue. Ethical oversight is no longer peripheral. It sits at the centre of sustainable value creation. The question is not whether boards will address ethics. It is how rigorously, and how courageously, they will do so.

< Back < Previous | Next > Geopolitics Talking geopolitics with Dr. Alexandra de Hoop Scheffer 31 Oct 2024 Here Dr. Alexandra de Hoop Scheffer answers some of our questions about the current state of global geopolitics, the impact of US-China competition, and the rise of the ‘global south’. She concludes with her top five tips for companies navigating the geopolitical landscape. Dr. Alexandra de Hoop Scheffer Dr. Alexandra de Hoop Scheffer is the President of the German Marshall Fund thinktank and a renowned expert in European affairs, transatlantic and international relations. She advises governments, companies and financial institutions on the political, economic and geopolitical risks and trends impacting their strategies, and helps them develop both early-warning and forward-looking decision-making. Can we start off with a broad definition... what is the current state of global geopolitics? Despite having worked in this field for 20 years now, I am still struck when I hear high-ranking political or industrial decision-makers say that ‘geopolitics is back’ when the fact is that geopolitics has always been here; it has always been relevant. What we are seeing today is not the return of geopolitics, but rather 1) accelerated pace of change: geopolitical shifts are occurring more rapidly, making their impacts more noticeable; 2) direct business impact: companies are experiencing more immediate and tangible effects of geopolitical events on their operations; 3) complexity of crises: the intertwining of various geopolitical issues (e.g., trade wars, technological competition, and regional conflicts) is creating more complex challenges; 4) erosion of post-Cold War stability: the relative stability of the immediate post-Cold War era is giving way to more volatile international relations. These trends are making companies realise that geopolitics actually impacts their daily business. Of the many current geopolitical crises, what main issues stand out from the rest? The number one factor driving geopolitical trends today is the escalating competition between the US and China. This is first and foremost a technological competition, a rivalry that is fuelling many other issues. This is affecting global governance; we saw this during Covid when the World Health Organization was unable to act; we see it with the United Nations Security Council which is completely paralyzed by power politics. So these post-World War Two organisations that are supposed to foster a collective response to global issues are not working anymore – again, fuelled by the US-China competition. And finally, going back to why things are so dramatic today, the US-China competition is fuelling the assertiveness of new powers on the global scene. What are the implications of the US-China relationship being ‘first and foremost a technological competition’? From the Washington angle, if China becomes the technological superpower, it will become the de facto 21st century military superpower. The pace of innovation is so fast, and that’s what scares the United States because technology – in the American vision – spills over into the military domain. With the US trying to innovate faster than Beijing, Europe has become the collateral damage of new American legislation such as CHIPS [the Chips and Science Act of 2022] and IRA [the Inflation Reduction Act of 2022] that have been implemented these past few years. This means that a European company operating in the US market needs to take into account these deep trends in US politics. So how can European companies not become collateral damage of the US-China rivalry? How can they contribute to boost Europe’s capacity? I see the European private sector playing a real role in strengthening Europe in the three critical domains of defence, digital, and energy. This can be achieved by reviewing market investments while de-risking from China and applying insights gained from the war in Ukraine to potential scenarios involving China: the challenges faced with Russia could potentially arise with China, necessitating proactive measures to safeguard European interests and values. This requires creativity, rethinking alliances, strategic partnerships and reassessing investment strategies. In this process, it is important to note that companies are not limited by short-term political cycles. A company thinks in terms of a long term plan. This long-term perspective allows companies to address complex challenges like climate change, technological disruption, or geopolitical shifts more comprehensively. It enables businesses to play a crucial role in areas where political action may be constrained or inconsistent. So who is responsible for solving geopolitical issues…. governments or companies? When addressing complex issues such as technology, energy, or healthcare, the private sector possesses invaluable field experience and specialized knowledge that often surpasses that of government entities. This expertise gap underscores the critical importance of robust exchanges between the private sector and political decision-makers. Geopolitical conversations should never be carried out with just political people or just corporate people. You need to incentivise private and public decision-makers to speak and to exchange views, perspectives and experiences. Along with my team of experts, I have developed forums, small-committee workshops and networking opportunities that facilitate open exchange of views, perspectives, and experiences. This is a time where we really need to work together, this is the way to move forward together and not separately. You mentioned the assertiveness of ‘new powers on the global scene’. Are you referring to the global south? Yes, countries like India, Turkey and Brazil which we call the global south or pivotal powers. These countries have never been as strong or influential as they are today. As such, we cannot solve any global issues – health, climate change, energy or tech – without bringing these countries into the conversation. We need to totally rethink the way we have been operating and investing in these regions. How important are these countries in the way that companies de-risk from China? I see this everywhere: companies are reviewing their investments and strategies in and with China. This is a de-risking policy. There is a huge rush to the Indian market as an alternative to Southeast Asian countries. Mexico is another one of the big winners as US companies move away from the Chinese market to reinvest in Mexico. Another trend that I’ve seen accelerating is that companies are increasingly looking at Africa because of its natural resources. But there is huge competition in Africa – the African continent has itself become a chessboard for US, Chinese and Russian competition. At the recent Forum on China-Africa Cooperation Summit, for example, China recently announced plans for a $51 billion investment over three years, aimed at increasing cooperation in industry, agriculture, infrastructure and trade. Of course, the consequence of companies de-risking from China is that China will find business elsewhere. Exactly. The China-Turkey relationship is a really interesting example of this. China’s car giant BYD announced in July that it was going to build a billion dollar factory in Turkey to build electric cars at a time where the EU Commission has been limiting the imports of Chinese electric vehicles. Turkey is 100 per cent playing the role of pivot power and actually helping China to continue to do its business in and with the EU, but without being sanctioned by high tariffs. So it’s really a geopolitical and geoeconomic game. And by playing that game with Turkey, China will be able to still export to Europe. Geopolitics is often closely associated with risks. Is there any way that companies can turn the risks into opportunities? In my approach to geopolitics, I always balance the risks and opportunities. For a company, it’s vital to have a horizon of opportunities and the opportunities are quite clear to me. The world order – or rather the geopolitics of alliances – is being redefined. While we are in this transitional phase, we actually have the capacity to influence what the world will look like tomorrow. Do you have any ‘geopolitical advice’ for companies operating internationally? What should their list of best practices include? There are a few best practices that should be fully integrated in any European company’s strategic thinking today. The first is to think global and hybrid, meaning that a risk that doesn’t seem very impactful at the beginning might be impactful in the months or years to come. The second is to think disruptions and continuities. Of course, you must think about the black swans, the crises and disruptions, but you also need to integrate what will not change. Taking the upcoming US elections as an example, of course you need to look at potential ‘Trump disruptions’. But you also need to look at what will remain the same from a company’s perspective. American protectionism, extraterritorial and political pressure on European companies, for example. The third thing is building flexibility and diversification. A company really needs to be able to resist shocks. To do this, you need to continuously revise and review the ‘risk mapping’ of a company. This builds resilience and a better capacity to react. The fourth is to rethink partnership strategies. This involves a more diversified way of investing and doing business, which is linked to de-risking from Russia and China. And the last thing is how do you think as a European company, as being part of European success in the three transitions of energy, digital and geopolitical. How do you become a leverage, an asset for the future of Europe at a time where it needs to boost these three important issues? What is the German Marshall Fund? GMF is a transatlantic Think-and-Do Tank committed to strengthening cooperation between the United States and Europe in a shifting global order. Our mission is to foster a resilient and dynamic partnership and develop innovative solutions to address shared challenges. GMF's unique strength lies in our extensive network of offices strategically positioned across the Atlantic: our headquarters is in Washington, DC, and we have offices in Paris, Brussels, Berlin, Warsaw, Belgrade, Bucharest, Madrid, and Ankara, as well as a large, global network of fellows, particularly in Asia. Our work is characterized by a distinctive multi-layered approach: from convening to policy recommendations, we bring national, pan-European, transatlantic and global policy insights into the most pressing domestic and international issues. We work very closely with governments, corporates and civil society on both sides of the Atlantic. What is your role at the German Marshall Fund? I am the President of the German Marshall Fund. In my previous capacity as Senior Vice President for Geostrategy, I developed and led GMF’s geopolitical policy work and risk advisory. We help governments, companies and financial institutions to navigate the fast changing geopolitical environment. Can you briefly explain how you do this? First: early warning. We help organisations identify emerging issues that might not have been yet recognized. Second: forward looking. Despite the short-term crisis management happening within both governments and companies at the moment, we help organisations gain a sense of how to better anticipate future trends. And third: country deep dives. This is to zoom in on a specific country or market. Thanks to our geographical footprint or experts on the ground, we provide organisations with first-hand information on a specific country.

< Back < Previous | Next > “How Europe can stay economically strong in an age of geopolitical rivalry”: A conversation with Arend Jan Boekestijn Jasper van Schaik 2 Mar 2026 As geopolitical rivalry increasingly shapes technology leadership, supply chains and energy security, European competitiveness depends on strategic coherence and institutional reform. We explore what this shift means for growth, resilience and long-term investment planning. “How Europe Can Stay Economically Strong in an Age of Geopolitical Rivalry”: A Conversation with Arend Jan Boekestijn January 2026 As geopolitical tensions intensify and economic security moves to the center of political debate, European businesses are confronted with a more volatile and fragmented global environment. Jasper van Schaik, Board Member of ICC Netherlands, speaks with Arend Jan Boekestijn, historian, former Member of Parliament and prominent geopolitical commentator. Known for his sharp analysis of power politics and transatlantic relations, he reflects on how the European Union should prepare itself to safeguard growth and prosperity in an increasingly competitive world. Geopolitics seems to be reshaping the global economy at an unprecedented pace. How fundamentally has the world changed? The world has changed far more profoundly than many Europeans realize. We are witnessing a structural shift from a relatively stable, US led liberal order to a world of hard power competition. China has made enormous technological advances. According to an Australian think tank, China now leads in 66 of 74 critical technologies, including artificial intelligence, grid integration, synthetic biology and advanced manufacturing. The United States leads in only a handful, such as quantum computing and geo engineering. There’s no mentioning of Europe. At the same time, China dominates the processing of critical raw materials, often because it has been willing to accept environmental costs that we in Europe would never tolerate. So the geopolitical contest is not abstract. It is about technological dominance, supply chains and ultimately economic power. Europe must understand that economic growth today is inseparable from geopolitical positioning. The era in which trade and geopolitics were largely separate domains is over. China’s strategic ambitions, particularly regarding Taiwan, are often mentioned. How serious is that risk for Europe? China’s long term strategic objective remains Taiwan. It has invested heavily in military capabilities, including low cost missile systems that are designed specifically to threaten high value US assets such as aircraft carriers. It has expanded its naval capacity and increased shipbuilding tonnage, capacity that would be relevant in a blockade scenario. Importantly, China has already conducted large scale military exercises simulating encirclement and blockade conditions around Taiwan, at least twice in recent years. These were not symbolic gestures. They were operational rehearsals. For Europe, the stakes are enormous. Taiwan is central to the global semiconductor supply chain. A blockade would have immediate consequences for European industry. So while this may appear as a regional conflict, its economic impact would be global and immediate. Can Europe still rely on the United States as its primary security and economic partner? This is the central question. Over the past year it has become increasingly clear that Europe cannot assume automatic American support under all circumstances. The strategic shift in Washington did not begin with one president. It already started under Obama. Project 2025 and other policy documents make very clear that parts of the American political establishment want to reduce overseas commitments. That said, we should not underestimate Europe’s leverage. The European Union remains one of the largest trading blocs and consumer markets in the world. When the United States considered aggressive measures regarding Greenland, financial markets reacted sharply. Rising bond yields and falling stock markets had an immediate disciplining effect. Ultimately, no political leader can ignore economic reality. Nobody wins against the economy. Moreover, even leaders like Trump are aware of the EU’s so called “trade bazooka.” Europe is not irrelevant. It has economic weight. The problem is not lack of power. It is lack of strategic coherence. Europe still depends heavily on the United States for defense, particularly regarding Ukraine. Where are the vulnerabilities? The dependence is real. In Ukraine, European countries have stepped up support and increased production capacity. But key elements still rely on American systems. Patriot air defense systems are a good example. They are essential for intercepting advanced Russian missiles. European countries operate them, but the technological backbone, integration and production capacity remain largely American. Even more important is what we call Command and Control. That is the integrated system of intelligence, communication, targeting and operational coordination. It is the nervous system of modern warfare. Without American satellite intelligence, data integration and operational planning capacity, European systems function far less effectively. This means that if Europe wants to become more strategically autonomous, it must invest not only in weapons but in its own defense industrial base, its own command structures and its own technological backbone. How should Europe think about energy security and economic resilience? We have replaced Russian pipeline gas with American LNG shipments. That was necessary, but it also creates new dependencies. Europe must think more pragmatically. For example, relations with Qatar present dilemmas, especially concerning human rights. But geopolitics is a world of dilemmas. You must make choices. At the same time, Europe should accelerate investment in renewable energy. Spain, for instance, has enormous solar potential. Wind energy in the North Sea can be expanded significantly. But this requires solving one key bottleneck: the European grid. Without integrated infrastructure, renewable capacity cannot be fully utilized. Energy independence is not just about climate policy. It is about economic sovereignty. Critical raw materials are increasingly described as strategic assets. What should Europe do? Critical raw materials are indispensable for wind turbines, electric vehicles, defense technologies and advanced electronics. Europe must diversify. That means pragmatic engagement with China where necessary, but also deeper partnerships with countries like Brazil and Australia. At the same time, we should recognize a hard truth. Economic success is ultimately tied to the rule of law. You can grow quickly without it for a period of time, as China demonstrates. But sustainable economic leadership requires legal certainty, property rights and institutional stability. That remains Europe’s structural advantage. Internal EU challenges often slow down decision making. What institutional reforms are necessary to safeguard growth? Europe has three clear priorities. First, complete the single market. Fragmentation within Europe undermines scale and competitiveness. Second, consolidate the European defense industry. National duplication is inefficient and costly. Third, abolish the veto right in key policy areas. As long as a single member state can block strategic decisions, Europe will struggle to act decisively. Populist movements complicate this process. Some anti European parties resist trade agreements such as Mercosur. Yet in a world of power politics, trade agreements are not ideological luxuries. They are instruments of economic security. If Europe finds itself squeezed between China and the United States, what is the guiding principle? Execute the Draghi report. Europe knows what it must do. Invest in innovation, deepen capital markets, complete the internal market, strengthen industrial capacity. The real challenge is not intellectual. It is political will. We are entering a world where economics and geopolitics are fused. Europe has the market size, technological base and institutional depth to remain prosperous. But it must act with greater unity, pragmatism and strategic clarity.

Become a member of the world’s most networked business organisation reaching over 45 million companies in more than 170 countries – a total employment footprint of over 1 billion people Become a Member Our value proposition We are the collective voice of over 45 million businesses worldwide—united behind a common belief that trade and international cooperation are essential forces for positive change . As the only private sector organisation with a permanent seat at the United Nations, ICC has privileged access to major intergovernmental processes that shape the global regulatory environment for business. From multilateral summits to local policy conversations, we help companies of all sizes navigate cross-border challenges like no other organisation can. Why Join ICC? In a world full of talk shops, ICC is laser-focused on impact. As a member, you will: Shape global policy and contribute to ICC’s positions on key issues. Influence international standards that govern business. Access exclusive insights through our expert commissions and working groups. Gain early access to tools, model contracts, and guidance developed by ICC. Engage in peer-to-peer exchanges with leading businesses worldwide. Amplify your visibility at international events, including COP and WTO summits. Train your teams through technical seminars and ICC-certified sessions. Who Can Join? ICC membership is open to: Businesses of all sizes Chambers of commerce Banks, law firms, and consultancies Industry associations and professional organisations Individual professionals active in international business Please note: Membership applications are subject to review to ensure alignment with ICC's values and objectives, and to safeguard the integrity of our global network. ICC’s global network is coordinated through nearly 100 national committees. If your business is based in the Netherlands, you can join through ICC Netherlands . As a member of ICC NL, you will: Ensure Dutch business interests are heard at the international level. Participate in expert committees shaping global rules and standards. Join delegations to major international negotiations and events. Connect with a trusted international network across 170+ countries. What’s Included Membership grants you access to: All ICC commissions and task forces (except global banking and dispute resolution, where access is limited). Invitations to high-level forums and technical workshops. Opportunities to broaden your network, support your supply chain, and strengthen your team’s global capabilities. Free dispute resolution training sessions annually (e.g., drafting contracts, managing disputes). Preferential rates on ICC tools, model clauses, and events. Membership Fees Membership fees are determined based on the size and type of your organisation—such as annual turnover, number of employees or partners, and sector. This tiered structure ensures fairness and accessibility for businesses of all sizes, from startups and SMEs to multinational corporations, law firms, and associations. Your contribution supports both the operations of ICC Netherlands and your organisation’s formal participation in the global ICC network, including access to global policy commissions, international events, tools, and advocacy platforms. Membership helps ensure the Dutch business voice is well-represented and influential on the world stage.

Learn about ICC Netherlands, a key advocate for Dutch businesses in global trade. Discover our initiatives in dispute resolution, sustainability, digital economy, and more, as we work to promote peace, prosperity, and fair trade worldwide. Who are we? Established in 1921, ICC Netherlands (ICC NL) is the official national committee of the International Chamber of Commerce (ICC) in the Netherlands. As part of the ICC's global network, we are committed to promoting international trade, investment, and dispute resolution. With a strong presence in the Netherlands, we act as a bridge between Dutch businesses and the global economy, supporting companies of all sizes in navigating the complexities of international markets. Our mission The mission of the International Chamber of Commerce World Business Organisation—to enable peace and prosperity through trade—guides all our initiatives as we address the challenges of climate change, rapid digitalization, and geopolitical challenges. We are committed to delivering impactful outcomes through: We achieve this through a unique combination of advocacy, innovative solutions, and global standard setting. Our 2025 engagement will evolve to address the changing needs of the Dutch business community, ensuring their interests are effectively represented on the global stage. Engagement Acting as "One ICC" with a collaborative and unified vision across our global network. Focus Driving effective policy reforms and strengthening services for businesses operating internationally. Impact Creating tangible value for member companies on a global scale. Our core values Integrity Upholding the highest ethical standards in everything we do. Sustainability Supporting responsible business practices that drive long-term global prosperity. Innovation Leading efforts to adapt to an evolving global business landscape. Inclusivity Ensuring diverse voices are heard in international business dialogue. At ICC, we make business work for everyone, every day, everywhere. Become a member The challenges we solve Amplifying Business Voices Globally Ensuring Dutch business interests are heard and represented in international policymaking. Offering Practical Trade Solutions Delivering tools and standards that simplify cross-border business. Resolving Disputes Internationally Supporting fair and efficient dispute resolution for over a century. National and Global Impact Trade runs deep in the heart of the Netherlands – it’s an integral part of our national identity, a tradition that has shaped our past and continues to drive our future. At the Dutch chapter of the International Chamber of Commerce (ICC), we harness this legacy to facilitate and promote international trade. Our unique independent, multisectoral and recognised position enables us to operate at various scales. Advocacy We believe that economic progress must go hand-in-hand with environmental and social responsibility. Our work supports Dutch businesses in leading by example—building sustainable solutions that align with global standards and expectations. Sustainability We believe that economic progress must go hand-in-hand with environmental and social responsibility. Our work supports Dutch businesses in leading by example—building sustainable solutions that align with global standards and expectations. Dialogue We facilitate critical conversations on international trade policy, ensuring Dutch business has a seat at the table. At the same time, we work locally to ensure that national decisions reflect the global aspirations of our business community. Our goal is to create a positive, forward-looking environment for trade and innovation. Our strenghs Global Status and Influence Unmatched Network Trusted Problem Solver Cross-sector Collaboration Global Reach, Local Support ICC Strategic priorities Amid growing trade fragmentation and protectionism, ICC simplifies international trade by providing trusted business rules and tools. ICC sets global standards for governance and anti-corruption, and operates the ICC Court of Arbitration—one of the world’s leading bodies for resolving international commercial disputes. We help businesses lead in the fight against climate change, advocating for practical, scalable solutions that support a green transition. ICC supports a trusted, open, and interoperable digital economy that enhances inclusiveness and safeguards against cyber threats. In an increasingly fragmented world, we promote multilateral dialogue and partnerships—ensuring trade remains a force for peace, prosperity, and stability. Governance More than 150 organizations are active members of ICC Netherlands, participating in policy committees and working groups that shape both national and international agendas. Dutch priorities are developed collaboratively and formalized during our general assembly. The ICC Netherlands office, based in the Malietoren in The Hague, is led by Ms. Laure Jacquier, Director-General. We maintain daily contact with ICC’s international headquarters in Paris and play an active role in setting the agenda of the global organization. The daily management is composed of the chair and vice-chair of ICC Netherlands. In addition, the Board of Directors consists of the following members: Ms. Mirjam Bakker-Vergouw (Chair) Mr. Reinoud Mangelmans, Philips (Vice-Chair) Mr. Robert de Bruin, Van Oord Ms. Sylvia Dikmans, Houthoff Mr. Shashank Jhawar, ING Mr. Louis van Lennep Mr. Wesley van der Munnik, KPMG Ms. Francoise Roche, Rabobank Mr. Jasper van Schaik Mr. Rogier Schellaars, Enhance Arbitration Mr. Marhijn Visser, VNO-NCW/MKB-Nederland The Chair of the global Executive Board of ICC The world business organization is Philippe Varin. Internship An internship at the International Chamber of Commerce (ICC) presents a unique opportunity to immerse yourself in a global organization that stands at the forefront of addressing today's critical business issues. With a focus on developing innovative solutions, ICC offers an environment where interns can truly evolve professionally and personally. As an organization, ICC is dynamic and fast-paced, encouraging a culture of innovation and continuous improvement. Interns have the chance to contribute to and learn from our solution-focused projects, gaining invaluable experience that spans across various business sectors and international boundaries. At ICC Netherlands, we are deeply committed to Diversity and Inclusion. We believe that our strength lies in the diversity of our people, and we are dedicated to fostering an environment that celebrates this diversity. Our commitment extends to inspiring acceptance and cultivating a culture where differences are not only recognized but valued. We strive to create a space where inclusion is essential, ensuring that equality of opportunity is available to everyone, regardless of their background. Joining ICC as an intern means becoming part of a team that is passionate about making a difference in the global business landscape. It is an opportunity to be at the heart of international commerce, contributing to projects that have a real impact on the global economy. If you are eager to be part of an innovative and fast-paced organization that is focused on addressing the challenges and opportunities of today's business world an internship at ICC might be the perfect fit for you. Contact us by mail: info@icc.nl

< Back < Previous | Next > Unveiling the 2026 ICC Arbitration Rules 1 Jun 2026 The 2026 ICC Rules of Arbitration entered into force on 1 June 2026. They define and regulate the management of cases received by the ICC International Court of Arbitration® from 1 June 2026 on.  Unveiling the 2026 ICC Arbitration Rules Read the 6-part article series exploring the most significant changes to the 2026 Arbitration Rules. Arbitrator Disclosure  Moving beyond mandatory Terms of Reference Expedited Procedure Provisions and Emergency Arbitration Highly Expedited Arbitration Provisions  Early Determination  Written communications, time limits for awards and confidentiality

< Back < Previous | Next > Integrity & Culture “I Thought It Couldn’t Happen Here” 7 Apr 2025 In this candid interview, a regional director in France reflects on the lasting impact of a workplace harassment case, which challenged her views on leadership and integrity. Two years later, she sees integrity not as a fixed ideal, but as a daily commitment to psychological safety, accountability, and readiness. In conversation with a regional agency director in the construction sector, two years after a workplace harassment incident challenged her assumptions about trust, leadership and vulnerability in a tight-knit company. This article, challenging the idea that integrity is ever black and white, is part of ICC Netherlands’ monthly series leading up to the Week of Integrity 2025, where we spotlight real-world experiences and dilemmas at the intersection of culture and integrity. “We had built a culture together” Can you tell us a bit about your company and your role? We are a small public works company based in a town in southern France, with about thirty employees. I’m the agency director and have been with the company for more than twelve years. How would you have described the culture of your company before the incident? The company had gone through tough times before — high employee turnover, lack of shared values — but in recent years we had worked hard to build a more cohesive environment. We brought in an external coach, developed a sense of collective identity, and shaped a family-like atmosphere. We weren’t just colleagues; we’d grown together. That’s why what happened was such a shock. “The atmosphere was heavy — something had happened” How did you first learn about the incident? It was right after the Christmas break. Typically, our administrative team returns a bit earlier than the field staff, so it was a quiet Monday. We all had lunch together, as we usually do — but I felt something was off. There was a heavy, almost oppressive atmosphere. The next day, our accountant came to see me and told me she was the victim of harassment. What was your first reaction? I was deeply shaken — on several levels. First, I had absolutely no idea it had been going on, and apparently it had been happening for months. I always thought my team knew they could talk to me. It was hard to accept that something so serious had happened right under my nose and no one had come forward. Second, the person accused of harassment was someone I trusted completely. He had been with the company for 15 years — one of the pillars of the business. He was someone I worked with daily, someone who had even driven my daughter home when she did a summer internship with us. “No one told me and that was devastating” You mentioned no one came forward. Why do you think that was? That’s something I’ve reflected on a lot. Two colleagues were aware of the situation, including our retired accountant, who’s still someone I hold in high regard, and a trusted site manager. They knew, but they didn’t tell me. The victim had convinced them that she would handle it on her own. She didn’t want any trouble. She was still in her probationary period at the time and probably felt vulnerable. The accused, on the other hand, was seen as irreplaceable; a highly skilled, longstanding team member. In the end, the two colleagues who stayed silent suffered enormously. It was a form of torture for them to hold it in. They felt they had failed to act. And I… I felt betrayed and deeply questioned my leadership. Why hadn’t anyone felt safe enough to come to me? “There were no warning signs” Had you seen any signs or had concerns about the accused employee’s behaviour before this? None. Not a single red flag. He was respectful, kind, professional. I never heard a sexist remark from him — nothing inappropriate, not even close. Honestly, I had colleagues who were a bit rough around the edges, but not him. That’s what made it all so incomprehensible. What about mechanisms for reporting? Were there anonymous channels available?No, we don’t have anonymous reporting in place. We’re a small company, under 50 employees, so it’s not required by law. But we do have elected staff representatives trained as harassment contacts. When we initiated the internal investigation, confidentiality was strictly respected — to this day, very few people in the company know what really happened. Do you think an anonymous channel would have made a difference? Honestly? I’m not sure I would have acted on an anonymous letter. I’ve received anonymous complaints in the past — about things like drinking on worksites — and felt powerless to investigate without knowing who was involved. Also, in this particular case, I had so much trust in the accused that I might not have believed it without seeing the victim’s distress firsthand. “It unravelled everything” What was the impact on your business? Operationally, it was hell for several months. The internal atmosphere was incredibly tense. The investigation was emotionally draining for everyone involved — especially the victim, the accused, and the two colleagues who knew. And me. I had to face the fact that something serious had happened on my watch. The inquiry itself concluded that it wasn’t legally harassment in the strictest sense —but I classified it as such anyway. There were repeated inappropriate actions. Regardless of intent, the behaviour was unacceptable. We brought in a lawyer and imposed disciplinary measures, but ultimately, the accused left the company. So did the victim, after a mental health breakdown. A breakdown? Yes. The situation spiralled. She had initially insisted it was “all sorted” and didn’t want us to act. I tried to support her — encouraged her to take time off, offered psychological help, reassured her about her job. But things got worse. One day, I walked into the office and saw her shouting at our former accountant, who had returned temporarily to help with year-end finances. She was gripping her arm, screaming. It was frightening. That’s when I realized there were deeper psychological issues at play. “I tried to do everything right — and still, it wasn’t enough” How did it end? She went on medical leave, came back briefly, then left again. Eventually, we received a letter through her union representative — claiming I had known for months, had silenced her, even intimidated her. It was crushing. I had done everything in my power to protect her. We settled with a mutual termination agreement and a significant payout — for someone who had been with the company for less than a year. Meanwhile, I lost the trust of our head office. We’re still feeling the operational impact. Looking back, is there anything you would do differently? Yes. I would have taken the time to truly educate myself about harassment before it happened. I thought I was doing enough by sending two staff to get trained. I thought this couldn’t happen in a small company where everyone knows each other, where we have lunch together every day. I was wrong. Were there any signs you missed? No clear ones. She was always cheerful, always brought cakes, lit up the room. But later we learned she had recently lost 50 kilos, gone through a divorce… there were emotional wounds beneath the surface. Still, no one saw it coming. She kept it all inside. And the accused? He had a history of burnout. In hindsight, both of them were probably in a fragile mental state. And yet, the dynamic between them became unhealthy. Even when we tried to separate them, she would go into his office — lock the door. It was messy, blurred, toxic. “I used to think harassment only happened elsewhere” What would you say to other business leaders? Prepare yourselves. Really prepare. Don’t just tick boxes. Understand what harassment is, how it starts, and how to respond. Get trained yourself — not just your team. Don’t assume that being small or close-knit makes you immune. It doesn’t. Make sure people know the procedures. Put them on the wall if you have to. Talk about it — not just when something goes wrong, but regularly. Make it normal. Make it part of your culture. Because when it happens — and it might — you don’t want to be figuring things out in the middle of the storm. You want to be ready. And what does integrity mean to you, today? Initially, I only thought of integrity in financial terms — being honest in business dealings. But now I see it’s broader. It’s about doing the right thing, even when no one is watching. In terms of safety — including psychological safety — that’s where we’ve still got work to do. Is there anything else you’d like to share? Only this: two years later, I’m still learning. Doing this interview made me realize how much I haven’t yet done — especially in terms of prevention. I managed the crisis. But I haven’t finished the job. Now, my responsibility is to make sure it doesn’t happen again.

< Back < Previous | Next > Enhancing Climate Finance in Emerging Markets 26 Jul 2025 Emerging markets and developing economies need US$450–550 billion in additional annual climate finance by 2030, but private flows are declining. ICC’s new policy brief shows how targeted reforms to the Basel III framework could unlock 3–4 times more private investment in climate-aligned projects. Ahead of COP30, ICC is calling for a structured dialogue with regulators to ensure climate finance flows to where it is most urgently needed. Emerging markets and developing economies (EMDEs) are central to achieving the Paris Agreement goals. They represent 25% of global GDP , yet attract just 14% of climate finance flows . Private finance to EMDEs is even more limited — only around US$30 billion annually , while the need is closer to US$450–550 billion each year by 2030 . A new ICC policy brief shows how reforms to the Basel III prudential framework could unlock significantly more private capital for climate-aligned projects in EMDEs. Current rules unintentionally discourage bank lending to these regions, despite strong data showing that project finance in EMDEs often outperforms corporate loans with lower-than-expected default rates and higher recovery rates. Key barriers identified: Limited recognition of risk mitigation tools : Guarantees and blended finance structures used by multilateral development banks (MDBs) and development finance institutions (DFIs) are often excluded from capital relief. Overly conservative treatment of project finance : Risk weights do not reflect proven performance and embedded protections. Country risk ceilings : Sovereign credit ratings inflate perceived risks, even for high-quality, co-financed projects, raising the cost of capital. The way forward ICC proposes a two-step approach : Technical clarifications – small adjustments to Basel rules that could immediately unlock more capital, such as recognising partial guarantees, timely payouts under MDB/DFI instruments, and borrower-level mitigants like FX hedging. Structural reforms – longer-term changes, including treating project finance as a distinct asset class, refining country risk treatment, and introducing a scaling factor for high-quality, climate-related EMDE investments (similar to the SME Supporting Factor in the EU). If implemented, these reforms could increase the bank capital available for climate projects in emerging markets by 3–4 times , without compromising financial stability. As the official voice of business in the UNFCCC process , ICC will take these recommendations into the COP30 negotiations in Belém, Brazil , calling for a structured dialogue with regulators and the Basel Committee to ensure climate finance reaches the regions that need it most. 2025-ICC-Enhancing-climate-finance-in-emerging-market-developing-economies-1 (2) .pdf Download PDF • 625KB