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The Paradox of AI in Ethics and Compliance: When Compliance Tools Create New Risks Christian Hauser & Eleonora Viganò 6 Jul 2026 The Paradox of AI in Ethics and Compliance: When Compliance Tools Create New Risks Ethics & Compliance (E&C) officers can greatly benefit from the use of Artificial Intelligence (AI) in their functions: AI enhances compliance effectiveness by identifying and predicting E&C risks faster, reducing the administrative burden on compliance staff through task automation, and enabling targeted training programs. Yet without careful ethical assessment, AI simultaneously introduces risks that threaten the ethical principles of autonomy, fairness, transparency, well-being and security. A practical five-pillar checklist helps E&C leaders to ethically assess the AI systems they employ in their functions. The Paradox at the Heart of Modern Compliance AI is transforming the field of compliance. It enables faster fraud detection and automates routine tasks. AI can even predict misconduct before it occurs. For E&C officers managing complex regulatory landscapes, these tools feel essential. Yet the same systems designed to reduce E&C risk can create new ones. An AI system monitoring communications may infringe privacy. A predictive model identifying “high-risk employees” may embed hidden biases. Therefore, when E&C uses AI to mitigate risk, AI itself becomes an E&C risk that must be managed with practical solutions. Where AI Creates Ethical Risk: Five Critical Areas Research into AI use in corporate E&C reveals five interconnected dimensions of ethical risk, each grounded in fundamental principles of autonomy, fairness, transparency, security, and well-being. Autonomy & Manipulation: Predictive AI systems can flag certain employees as high-risk to E&C officers, subtly biasing judgment before any evidence emerges. Conversely, AI-powered compliance chatbots and virtual assistants can manipulate employee behavior by framing information in ways that may discourage speaking up. When E&C officers make decisions (for instance, monitoring an employee, investigating conduct) solely on AI output, they treat employees as fully predictable statistical entities rather than autonomous agents capable of growth and change. Fairness & Hidden Bias: If training data underrepresents certain groups, or if designers unconsciously embed their own assumptions into AI models, the system will discriminate, not by accident, but by design. When biased AI informs high-stakes decisions like termination or suspension, it becomes a vehicle for institutional discrimination. Transparency & Accountability Gaps: Deep learning systems and other black box AI models are difficult to explain. When an E&C officer cannot articulate why an AI system flagged an employee, and employees cannot understand what triggered investigation, trust erodes. Worse, responsibility becomes diffuse: who is accountable for an unfair outcome? Is the system designer, the AI vendor, or the officer who relied on that AI system? Security & Privacy Breaches: AI systems connecting datasets across business domains such as health information, family details, financial records, communication logs blur boundaries that once protected privacy. A data breach exposes not just one category of sensitive information but interconnected personal data across multiple life spheres. Employees face harm not only from theft, but from the recontextualization of data they shared in one domain being used in another without consent. Well-Being Reduction: Continuous AI monitoring – or AI monitoring perceived as such – creates stress, inhibits spontaneous behavior, and corrodes the psychological safety that enables people to speak up, collaborate openly, and perform at their best. The Solution: Five Pillars, One Checklist Recognizing these risks is the first step. Managing them requires a framework that E&C practitioners can use before AI systems are deployed. Eleonora Viganò, Christian Hauser, and Albert Weichselbraun developed a practical assessment checklist organized around the five ethical pillars of autonomy, fairness, transparency, security, and well-being. The checklist translates these abstract ethical principles into concrete questions that E&C professionals can answer such as: Autonomy: Is the informed consent given to employees for the collection, storage, and usage of their data by the AI system unclear and/or difficult to understand? Fairness: Does the AI system lack checks for biases in its design and working (for instance, no fairness metrics were applied to it)? Transparency: Are the working, output, and input of the AI system difficult to explain in clear and plain language and/or is it impossible to explain them by means of explainable AI techniques (e.g., LIME)? Security: Is the AI system technically unrobust (namely, doesn’t it adhere to technical robustness standards)? Well-Being: Are there no safeguards if the AI system produces unfair outcomes? Each “yes” answer to these questions signals an ethical risk that must be addressed. The checklist is a diagnostic tool that surfaces issues before implementation, enabling E&C leaders to redesign systems, add safeguards, increase oversight, or – in some cases – choose not to deploy a particular AI application. Moving Forward: Ethics as Governance The proliferation of AI in E&C reflects a real need: compliance is complex, data are vast, and risks are too numerous for humans to manage alone. AI can support humans in this regard. But AI embeds choices about what to measure, whom to monitor, which patterns to flag, and how to interpret results. These are ethical and governance decisions. As boards increasingly expect E&C to shift from a control function to a strategic driver of value, E&C officers must be equipped to assess not only the risks their organizations face, but the risks posed by the tools they deploy to address them. The five-pillar checklist supports E&C practitioners in the achievement of this task, transforming abstract principles into concrete questions. Learn more: For the full research and checklist, see “Addressing the Paradox of Using AI in Ethics and Compliance Through a Checklist-Based Solution” by Eleonora Viganò, Christian Hauser, and Albert Weichselbraun. In: Hoffmann, C.H., Bansal, D. (eds) AI Ethics in Practice. Integrated Science , vol 35. Springer, Cham. doi.org Addressing the Paradox of Using AI in Ethics and Compliance Through a Checklist-Based Solution In this chapter, we address the paradox of using AI in corporate ethics and compliance (E&C): while AI effectively enhances E&C functions, it simultaneously introduces ethical risks. We analyze the ethical implications of AI in E&C across five key areas:...

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

“I Thought It Couldn’t Happen Here” 7 Apr 2025 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.

Unveiling the 2026 ICC Arbitration Rules 1 Jun 2026 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

Enhancing Climate Finance in Emerging Markets 26 Jul 2025 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

Register for free ICC arbitration and ADR training in The Hague. Ideal for small firms and sole practitioners. External participants can join with a fee. Certificates provided. ICC Arbitration and ADR Training Registration Form As part of our commitment to providing better services and increasing knowledge around ICC Arbitration and DRS, we are pleased to offer our members the opportunity to participate in a training on ICC Arbitration and Alternative Dispute Resolutions. This training will be offered in the Netherlands, free of charge for our members, and conducted by a member of the ICC Dispute Resolution Services. How Does It Work? For Smaller Firms or Sole Practitioners: We will organize training sessions in The Hague, with online registration available. The possibility to adapt the agenda might be limited, depending on the needs. The training will also be open to external parties (with a participation fee). Certificates of attendance will be provided by ICC, allowing lawyers to claim their PO points. To streamline the registration process, please submit this form. Name of Firm Expected Number of Trainees Type of Training * Introduction to ICC Arbitration Focus Session on Specific Areas of ICC Arbitration Select topics you would like to address: * Required Overview of ICC Arbitration Role of the ICC Secretariat Role of the ICC Court Drafting Arbitration Agreements (incl. Scrutiny Process, Expedited Proceedings, Emergency Arbitration, Terms of Reference) Selection of Arbitrators Complex Arbitrations ICC Mediation Dispute Boards Focus Session topics you would like to address: * Required Overview of ICC Arbitration Role of the ICC Secretariat Role of the ICC Court Drafting Arbitration Agreements (incl. Scrutiny Process, Expedited Proceedings, Emergency Arbitration, Terms of Reference) Selection of Arbitrators Complex Arbitrations ICC Mediation Dispute Boards Proposed Timing (we will contact you for exact dates, please provide an indicative timeline) * required Preferred Time 08:00 AM 08:30 AM 09:00 AM 09:30 AM 10:00 AM 10:30 AM 11:00 AM 11:30 AM 12:00 PM 12:30 PM 01:00 PM 01:30 PM 02:00 PM 02:30 PM 03:00 PM 03:30 PM 04:00 PM 04:30 PM 05:00 PM 05:30 PM Choose a time Preferred Time 08:00 AM 08:30 AM 09:00 AM 09:30 AM 10:00 AM 10:30 AM 11:00 AM 11:30 AM 12:00 PM 12:30 PM 01:00 PM 01:30 PM 02:00 PM 02:30 PM 03:00 PM 03:30 PM 04:00 PM 04:30 PM 05:00 PM 05:30 PM Choose a time Contact Information: Additional Notes or Requirements I agree to the terms & conditions View terms of use Submit Thank you for submitting the form. We will contact you soon!

A single question: where can I find the data? The proposal behind a Global Materials Data Hub 31 Aug 2026 The circular economy, the energy transition, industrial strategy and CBAM all rely on the same underlying evidence: data on the flow of materials through the global economy. Which minerals are mined where, at what environmental cost, transformed by whom, embedded in which products, recovered at what rate. The data exists. It is scattered across dozens of databases, in incompatible formats, with different definitions of the same term and different rules on who can access what and for what price. The consequence is practical. A policy team writing an industrial strategy, an SME being asked to demonstrate a circular content threshold, and a lender assessing the resource-risk profile of a portfolio all end up asking the same question: where can I actually find the data, and can I trust it? What is being proposed A consortium of four organisations is now scoping a Global Materials Data Hub as a shared answer to that question. The consortium is co-led by the International Chamber of Commerce, the International Resource Panel and Systemiq (bringing the science-policy expertise of the UN's leading resource-use body, co-chaired by Dr Janez Potočnik and Dr Izabella Teixeira), the United Nations Environment Programme, and the Mining 2030 Commission, a multi-stakeholder body supported by global investors managing or advising some 18 trillion US dollars of assets. ICMM and the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development are supporting the work. The Hub is not proposed as a new reporting requirement or as a replacement for existing initiatives. It is proposed as a public transparency and intelligence platform that would do three things: make existing data easier to find, compare and use; coordinate the closing of the most important data gaps; and improve interoperability across the reporting frameworks companies already navigate. Where the work starts The material scope begins tightly. The first coverage is on energy-transition minerals, with a second material group (wood is the working example) to follow. Coverage will expand from there. The scoping phase, which runs to the end of 2026, is designed to produce four concrete outputs: a user-needs assessment across policy, finance and business; a mapping of the current data landscape; a Hub blueprint covering governance, operations and financing; and an implementation roadmap for the next three years. A prototype is expected in 2027. ICC's role in the consortium is defined by what ICC uniquely brings: reach across some 45 million companies in more than 170 countries, and a direct line to the SMEs whose reporting burden is often the sharpest test of any new data framework. What ICC Netherlands is being asked to do The scoping phase is being run through structured, one-hour interviews with companies in critical-mineral value chains, both upstream users and downstream. The interviews are informal, conducted under Chatham House rules, and require no preparation. ICC Netherlands is coordinating Dutch introductions. Members active in the critical-mineral value chain, or in materials-heavy sectors where the current data landscape is a live business problem, are invited to signal interest to the secretariat. The full concept note, dated May 2026, is available on request. Consortium contacts: solange.harpham@iccwbo.org (ICC) and jonah.belitz@systemiq.earth (Systemiq).

Get your business ready for digital trade: meet the ICC Digital Trade Navigator 11 May 2026 Get your business ready for digital trade: meet the ICC Digital Trade Navigator With the Netherlands’ new electronic bill of lading law in force, this exclusive ICC member benefit could not be more timely. Join one of the onboarding sessions on 28 May. Digital trade is reshaping how goods, documents and data move across borders. Electronic bills of lading, digital trust frameworks, interoperable standards, evolving legal regimes — the building blocks are coming together quickly. For most businesses, the question is no longer whether digital trade matters, but how to get ready for it without taking a wrong turn. That is exactly what the ICC Digital Trade Navigator is built for. Developed by the ICC Digital Standards Initiative (DSI) together with our national committees, the Industry Advisory Board and the Legal Reform Advisory Board, the Navigator brings the entire landscape of digital trade into one structured, easy-to-use space. Think of it as a Wikipedia for digital trade, ICC style, and it is reserved exclusively for ICC members. Following our recent national committee briefings, we are inviting you to one of two onboarding sessions on 28 May, where we will walk through the platform live and show you how to put it to work in practice. A Dutch milestone for digital trade On 22 April 2026, the Netherlands took a defining step into the digital trade era. The Act amending Book 8 of the Burgerlijk Wetboek to introduce the electronic bill of lading (elektronisch cognossement) was published in Staatsblad 2026, no. 86, placing the eBL on equal legal footing with its paper counterpart under Dutch law. It is a foundational change that opens the door to fully digital sea-freight transactions involving Dutch parties. For Dutch exporters, importers, banks, freight forwarders and in-house legal teams, the question shifts from “is this allowed?” to “how do we actually do it?”. That is precisely where the Navigator comes in. The legal foundation is necessary, but it is not sufficient on its own: companies still need to understand the standards that make eBLs interoperable across counterparties, the trust frameworks that prove a document is authentic, the data behind the documents, and how all of this connects to trade finance. The Navigator brings those pieces together so Dutch businesses can move from legal possibility to operational reality with confidence. Read the law: Staatsblad 2026, 86. A single home for digital trade knowledge The Navigator (previously referred to as the “Sandbox”) has evolved into something far more useful for the membership. It pulls together the best of DSI’s guidance, ICC standards and the practical tools developed with our partners, organising them into a clear A-to-Z pathway. Whether you are stepping into digital trade for the first time or have been following developments for years, the Navigator helps them see how the concepts, legal frameworks, standards, documents, data, trust and interoperability, and trade finance fit together. At its core, it is a learning and preparation platform. It is designed to help organisations assess their readiness, master the building blocks and ask questions in a safe environment before attempting implementation. Three pillars that work together The learner journey is a self-paced curriculum covering the foundations of digital trade, legal and compliance frameworks, standards, documents and data, trust and interoperability, and trade finance. Each topic includes curated reading, a glossary of unfamiliar terms and an embedded AI assistant that can point a learner to the right module when they have a specific question. Users decide what to skip, what to revisit and how quickly to move; HR teams can track progress and use the platform as a structured capability-building tool for their people. The resource library is the single source of truth — every relevant document, standard, white paper and tool, both from DSI and from trusted partners, made fully searchable by topic and keyword. Practical instruments such as data-mapping tools, interoperability enablement utilities and implementation support all live here. The mentor forum is where members engage directly with the experts who shaped this work. Questions are posted to topic-based threads, and assigned mentors are notified when new questions appear. Because the forum is open and threaded, members benefit from each other’s questions as well as their own as the body of guidance grows over time. Mentors are there to help your people make sense of the harder questions as they arise. Why should you care? The Navigator concentrates years of work, knowledge that you might otherwise pay seasoned consultants to assemble, into a single, structured platform. It is free to ICC members, accessible by company domain name, and designed to scale across teams: trade, legal, compliance, finance, procurement, supply chain, IT and HR. It is crucial to know that this serves as preparation, not theory. Later this year we will activate the matching functionality so member companies can find counterparties, importers with exporters, manufacturers with freight forwarders, banks with corporates, to run real digital trade pilots together. Companies whose teams have completed the learner journey will be ready to engage mentors with the right questions, choose the right pilot platforms and avoid costly missteps. In short, the Navigator gives you a way to build internal capability now, so that when they step into a live pilot, they take that step with confidence. Who is it for? The Navigator is designed for any organisation involved in cross-border trade: large multinationals running global supply chains, mid-sized exporters, SMEs participating in those supply chains, and the financial institutions that support them. Within those organisations, it speaks to a wide audience: operational teams who need to understand standards and documents, finance teams thinking about reconciliation and trade finance, legal teams tracking reform, and senior leaders who want to understand what is coming. Although it is not a certification, member companies who want one should check out the ICC Academy's Certified Digital Trade Specialist course. However, for many learners, completing the Navigator will make passing that test much easier. Join us on 28 May The Navigator goes live this month, and we are running two live onboarding sessions on 28 May to walk you through the platform, explain how registration and member verification work, and answer any questions you have about deploying it inside your member organisations. 28 May, 09:00 CET — register here 28 May, 16:00 CET — register here Both sessions cover the same material, so pick whichever time suits you best. Sessions will be recorded for anyone unable to attend live. We look forward to seeing you there.

The Eight Key Benefits of ICC Arbitration for Business Disputes Tom Scott 2 Jan 2026 The Eight Key Benefits of ICC Arbitration for Business Disputes When settling business disputes, choosing ICC arbitration over regular court systems offers businesses a wealth of advantages. We spoke to ICC Netherlands’ Secretary General Laure Jacquier to find out more. Here’s what we discovered: the eight key benefits of ICC arbitration. It’s hard to rank the advantages of ICC arbitration in order of importance. That’s because every dispute is different. That said, the key advantages below help explain why so many businesses turn to arbitration as a dispute resolution method. 1. Confidentiality: the foundation of trust Confidentiality is often the first benefit businesses mention when discussing arbitration. Unlike court proceedings, which are usually public, arbitration takes place behind closed doors. For companies dealing with sensitive commercial data, trade secrets or reputational risks, privacy is crucial. By keeping disputes out of the public eye, ICC arbitration allows parties to focus on finding solutions rather than managing unwanted exposure. “This level of privacy can be critical for maintaining a competitive edge and protecting a company’s reputation,” Laure explains. “ICC arbitration gives businesses peace of mind, knowing their interests are safeguarded.” 2. Efficiency instead of prolonged litigation Another major advantage is efficiency. Court cases can drag on for years, often involving appeals that add more time, cost and uncertainty (the very three things that are not included in a company’s strategic plan). In fast-moving industries, in particular, any time that can be saved makes a real difference. “In contrast, ICC arbitration is designed to move cases forward efficiently,” says Laure. “The ICC applies strict timelines, offers discounted fees if arbitrators are late in issuing awards, and provides expedited procedures where appropriate. This allows companies to resolve disputes faster and return their focus to running the business.” 3. Flexibility built around business needs Companies like to set their own agendas. As such, ICC arbitration offers a level of flexibility that court systems rarely match. Instead of rigid procedural rules, parties can tailor the process to fit the unique needs of their own dispute. This includes choosing arbitrators with relevant expertise and shaping how and where proceedings are held. “Parties can agree on the language, location, and procedural timetable,” Laure notes. “The process is designed with business realities in mind.” 4. Global enforceability under the New York Convention For companies operating across borders, enforceability is a massive concern. However, thanks to the New York Convention, ICC arbitration awards are recognized and enforceable in more than 170 countries. This means national courts in contracting states are generally required to enforce arbitral awards, subject to limited exceptions. “International enforceability is a major advantage,” says Laure. “It offers a level of certainty that court judgments don’t always provide, particularly when recognition across jurisdictions is uncertain.” What does this means in practical terms? “It ensures that an award carries real weight; it’s not just symbolic.” 5. A cost-effective option in the long run Although arbitration is sometimes seen as expensive, ICC arbitration often proves more cost-effective than lengthy court litigation. Prolonged lawsuits can generate high legal fees, court costs, and indirect business disruption. With its streamlined procedures, ICC arbitration “often results in lower overall costs,” Laure explains. “That allows businesses to focus on growth instead of mounting legal expenses.” 6. Impartiality and strong institutional oversight Neutrality is essential in international disputes. ICC arbitration addresses this through strict standards governing arbitrator independence and expertise. “Arbitrators are selected based on their independence and qualifications, ensuring decisions are made solely on the merits of the case,” Laure says. “Combined with oversight by the ICC International Court of Arbitration, this provides businesses with confidence in a fair and objective process.” 7. Predictability and procedural control Unlike congested court systems, ICC arbitration gives parties greater control over timelines and procedures. “Parties can agree on deadlines and structure the process to suit their needs,” Laure explains. “That predictability helps businesses manage disputes without unnecessary disruption. For ongoing operations, that level of control can be invaluable.” 8. Expert-driven decision-making Finally, ICC arbitration allows disputes to be decided by arbitrators with industry-specific expertise. The flipside to this is that court judges may not always have specialized knowledge of complex commercial or technical issues. “This expertise leads to more informed and commercially sensible decisions,” Laure concludes. “Businesses benefit from the insight of professionals who truly understand their industry.”

ICC Global Marketing and Advertising Commission 5 May 2025 ICC reaffirmed its commitment to global collaboration, working with partners like EASA, ISO, and ESOMAR to align standards and promote responsible business conduct in advertising and communication. Some key highlights David Bates, Vice Chair, Europe, Public & Government Affairs, Edelman presented an overview of the 2025 Trust Barometer , providing key insights into the evolving landscape for businesses and societal sentiment. Despite businesses being more trusted than government, media and NGOs, there is a call for them to address more topical issues. This reinforces the recent ICC Advertising and Marketing Communication Code updates, including Responsible Artificial Intelligence (AI), ensuring it guides businesses in tackling these critical concerns responsibly and ethically. All institutions must collaborate to rebuild trust. There was an update on the revision on the revision process/ new policy papers , all derived from the ICC Code, from leads of each of the workstreams and dialogue with the members: New policy product on the responsible use of AI in advertising (Alice Himsworth / Alexander Montgomery). A policy paper on the responsible use of AI in advertising, highlighting its pivotal role in the industry. There is still time to get involved, give feedback and help shape these important guidelines. Key concerns: transparency, labelling, privacy, bias, creation & delivery of ads and copyright. Updates on the ICC Framework for Responsible Environmental Marketing Communications, including a checklist as a starting point for practitioners (Sheila Miller) Revisions to the ICC / European Society for Opinion and Market Research (ESOMAR) International Code on Market, Opinion and Social Research and Data Analytics: the public is an important stakeholder (Anders Stenlund / Judith Passingham) Revisions to the ICC Framework for Responsible Alcohol Marketing Communications (Laura Brodie / Gabrielle Robitaille). A milestone bringing all the platforms together and publish transparency reports. Revisions to the ICC Framework for Responsible Food and Beverage Marketing Communications (Gabrielle Robitaille) Revision of the ICC Toolkit: Marketing and Advertising to Children along with a new policy paper related to responsible advertising/marketing to children and teens (Adam Ingle / Sheila Millar More general was stated that ICC is not a single topic association, but addresses broad current topics. Topics effecting everybody in the ecosystem every day. Having an informal dialogue about these topics helps to deal with them. ICC aims to contribute to trust in the marketplace, so the business community is trusted and can perform. Ludovic Basset, new Director at the European Advertising Standards Alliance (EASA), and Tudor Manda, Self-Regulation (SR) Development Manager, presented an overview of EASA’s network and efforts in promoting responsible advertising through Self-Regulation-Organizations (SROs) enforcement of ad standards inspired by the ICC Code. They also shared insights on how ICC and EASA can strengthen collaboration. Then the latest European and International regulatory developments related to marketing and advertising were briefly discussed. Finally, Noela Garcia, Head of Sustainability and Partnerships, International Organization for Standardization (ISO), provided an introduction to ISO and collaboration prospects. Opportunities for ICC: participate in international Standards development or other deliverables and create coherence /alignment on existing standards, participate in/co-create flagship programmes, e.g., climate and sustainability and capacity building initiatives. Facilitating collaboration between national chambers of commerce and national standards bodies to convey national trade interests in international standardization and jointly design and implement advocacy/promotional activities to advance shared vision and mission. International collaboration for responsible leadership: a shoutout to the international partners and stakeholders – EASA, as well as all national Self-Regulatory Organisations, ESOMAR, International Alliance for Responsible Drinking (IARD), and ISO for their valuable contributions and collaboration. ICC remains committed to building trust and leading the way in ethical marketing and advertising through the ICC Advertising and Marketing Communications Code. This Code is now available in many languages, including Dutch →

Explained A series for non-specialists in international trade. International trade rests on a small number of technical concepts that decide how goods move, what they cost and who bears the risk. For companies without an in-house customs or trade compliance function, these concepts can feel opaque. The Explained series exists to close that gap. Each pager unpacks one core concept in a single one-minute read. Read it standing up before a meeting, share it with a colleague who has just picked up a cross-border file, or use it as the starting point for a mapping exercise inside your business. The series sits alongside our longer articles and our monthly Digital Business Lunch. It also works cold, as a reference for anyone in a Dutch business who needs working knowledge fast. Not legal advice. The Explained series is a starting point. Where a matter has material commercial or legal consequences, please consult a specialist trade or customs adviser, or the relevant Dutch authority. What is a sanction? View PDF Russia & Belarus SME Guide View PDF What is Customs Valuation? View PDF What is a dual-use? View PDF Bank blocked your payment? View PDF What is Rules of Origin? View PDF Don't be a back-door View PDF What is a tariff? View PDF Screen before you sign View PDF What is HS Classification? View PDF

Navigating Uncertainty, Driving Solution 21 Mar 2025 At ICC, we see these challenges as a call to engage, not retreat. Whether through trade facilitation, arbitration, or sustainable trade finance, our mission is to help businesses navigate complexity and advocate for open markets. This was the key message of Philippe Varin, chair of the International Chamber of Commerce during his visit to the Netherlands last month. www.cityam.com International trade in the era of Trump 2.0 - how will the ICC adapt? Philippe Varin, chair of the International Chamber of Commerce, is stewarding the kind of globalist institution which Trump instinctively distrusts. He speaks to Eliot Wilson about championing free trade in an era of protectionism Key Themes This Month: Geopolitics & Trade Tensions : How will economic nationalism and tariffs impact global business? Read our interview with Bart Jan Koopman for insights into 2025 trade developments. Sustainability & Compliance : The EU Omnibus Proposal is redefining ESG reporting. Should businesses scale back compliance efforts or strengthen their sustainability strategies? The Future of Trade Rules : Despite regulatory uncertainty, progress is being made in trade digitalization. The long-overdue reform to recognize Digital Trade Documents in the Netherlands is finally moving forward Key Developments: • Trade finance is evolving to support sustainable supply chains. This month, Standard Chartered became the first international bank to fully align with ICC Principles for Sustainable Trade Finance, setting a precedent for greater transparency, due diligence, and accountability. More financial institutions are expected to follow. • Growing reliance on ICC dispute resolution – New 2024 figures show that businesses are turning to ICC arbitration and mediation more than ever, especially for B2G disputes. The 20th ICC International Commercial Mediation Competition also kicked off in Paris, highlighting the increasing role of mediation in resolving global business conflicts. Read our interview with Jeremy Lack on the evolving landscape of mediation. • ICC remains committed to free trade – As the G20 Presidency moves to South Africa, ICC sees new opportunities for international cooperation. John Denton, ICC-WBO Secretary General, emphasizes: “As the first African nation to hold the G20 Presidency, South Africa has a unique opportunity to build coalitions and revitalize the multilateral trading system.” Stay Engaged & Informed ICC Strategic Priorities 1. Tackling Trade Barriers 2. Promoting Access to Justice, Integrity, and Rule of Law 3. Advancing Climate Action and Sustainability 4. Accelerating Trade Digitalisation 5. Strengthening Multilateralism