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< Back < Previous | Next > 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.”

< Back < Previous | Next > Taxes Shaping the Future of Global Tax: ICC Commission Charts a Course Amid Rising Fragmentation 1 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 . Conference Room Papers (CRPs) - 30th Session | Financing for Sustainable Development Office

< Back < Previous | Next > Sustainability Sustainability is no longer a buzzword—it’s a business imperative 1 Jun 2025 Sustainability is everywhere – but what does it really mean for a business to be sustainable? And who gets to define it? To get some answers, we spoke to Ed Gillespie, whose credentials involve nearly three decades at the forefront of sustainability. Ed Gillespie How would you define sustainability in business? It’s about what can you continue to do in perpetuity. A sustainable way of doing business doesn’t fundamentally undermine the ecological life support systems on which we depend, and enhances and promotes social cohesion, but also flourishes commercially and economically. In colloquial terms, it’s about treating the world as if we intend to stay. Can it be commercially beneficial for businesses to operate sustainably? There is not always a business case for sustainability because of the way our system currently runs. For example, because we often fail to internalise external costs in our decision making, sustainability can seem more expensive because you’ve got to change the way you do business. This is not always commercially beneficial. That said, the early stages of most organisations’ sustainability journeys usually do save money. That’s because they are operating more efficiently, reducing energy costs, reducing waste costs, becoming leaner and more agile. This improves the performance of an organisation, which usually has commercial benefits. That sounds positive. So why don’t more companies operate sustainably? After picking all the low hanging fruit and gaining all the easy wins, organisations then tend to bump up against ‘the big trap of sustainability’. They can’t squeeze any more efficiency out of their operations. That’s when they have to think about doing different things, not just doing the same things better. This is when it becomes challenging. With this in mind, sustainability is the stepping stone between, for example, the efficiency savings of cutting waste and carbon emissions and the end goal of regenerative business. This is when we start to develop business models which actually restore and replenish ecological systems, build societal resilience, and also perform commercially. What happens to investor confidence after a company has gained all the ‘easy wins’ and things start to get more difficult? Investor confidence has been a massive challenge for the sustainable business world. This is because organisations are trying to make decisions on longer term timescales, but some investors base their decisions on quarterly results. This creates tension between short term and longer term thinking. Who has the power in the ‘company-investor’ relationship? Investors have more power than the company; they can have a massive influence on how far and how fast a company is prepared to go. And I think that’s a problem. Even the most enlightened company can be hogtied by the conservatism of their investor base. How do sustainable operations affect brand image and customer loyalty? In terms of the brand image, the vast majority of people want to do the right thing. Therefore, if an organisation can position itself as an effective, honest and authentic sustainable brand, there is loads of evidence that shows it helps attract the right type of employee. It does the same thing with customers: when people start to buy an ethical product or service, they feel a symbolic self-completion. It becomes part of their identity. When organisations get it right, it can be brilliant in terms of consolidating customer loyalty and helping to build your organisation. Once again, that sounds positive. But is there anything we need to watch out for? There can be risks here. This is why some companies engage in greenwashing: to make themselves look better than they actually are by making overambitious claims about their sustainability efforts. They do it because they know customers want it. How can companies make the strategic shift to operate more sustainably? Sometimes it’s easier to start a new company with ethical and sustainable principles baked into the organisation than it is to try and turn around a ship that’s already at sea. Looking at Dutch companies, Tony's Chocolonely is a good example, started by a person who wanted to tackle modern slavery in the cocoa supply chain. Fairphone is the same, addressing the issues of consumer and electronics waste, and the lack of a circular economy. These are very smart businesses. And, from the healthcare sector, I need to mention Buurtzorg, which represents a complete re-think of community-based nursing care. This model is now used in more than 20 countries around the world. But starting a new company isn’t an option for everyone. What happens then? There are some high profile examples of businesses that have achieved the full transition and transformation. Danish Oil and Natural Gas – DONG Energy – for instance, rebranded itself ORSTOM and pivoted from being about 90 per cent fossil fuel based to around 90 per cent renewables. This was due to the vision and long term plan of the CEO and the board, and taking their investors with them. If you can do a 180 degree turn in a sector as difficult as that, I think you can do it anywhere. We’ve talked about short-term gains and long-term strategies. Are there any medium-term issues that companies need to consider? Organisations need to understand how emerging legislation and regulations are going to change the way they work. In the energy space, that might impact the carbon emissions and responsibilities of your business. So the legislation might not be there yet, but that doesn’t mean it’s not just over the horizon. So I think every organisation has to be cognisant of those potentially emergent risks which could be existential if they’re not addressed. How is responsible leadership connected to sustainable business operations? In other words, how much can one CEO accomplish? Activist CEOs get taken out all the time. So they have got to take the board, the investors, the team and the customers with them. They have to have the ingenuity and creativity to take people into that new space; responsible leadership is a team sport. We talk about this at the Forward Institute in terms of three elements: context, character and company. The context is the rapidly changing landscape. The character is what you stand for, the values you hold as a leader, the purpose that drives you. The company is actually the critical part, because most people at senior levels of organisations are quite isolationist. They tend to only spend time with people within their own organisation at a similar peer level, or perhaps within their sector. So I think a diversity of perspectives, both intergenerational and people beyond your own organisation, are absolutely essential for delivering any meaningful change. Join the upcoming Sustainability committee meeting on 30 June | Amsterdam Join ESG Making it happen, Financing the change 1st July | Den Haag

< Back < Previous | Next > ICC launches global policy paper on preventing online and ICT-enabled fraud ICC’s new policy paper highlights the growing scale of online and ICT-enabled fraud and calls for stronger international cooperation, aligned regulation and operational public–private partnerships to protect trust in the digital economy. 17 Mar 2026 ICC launches global policy paper on preventing online and ICT-enabled fraud The International Chamber of Commerce (ICC) has published a new global policy paper on preventing online and ICT-enabled fraud, highlighting the growing scale of the threat and the urgent need for coordinated international action. As digital technologies continue to transform economies and business models, fraud has evolved in parallel. What were once isolated scams have developed into highly organised, industrial-scale operations run by transnational criminal networks. These groups exploit global connectivity, regulatory fragmentation and increasingly sophisticated technologies, including artificial intelligence, to operate across borders at speed and scale. The consequences extend far beyond financial losses. Online fraud undermines trust in digital services, disrupts legitimate business activity and weakens confidence in cross-border trade and innovation. A systemic and cross-sector challenge The policy paper highlights that online and ICT-enabled fraud is no longer confined to a single sector or type of activity. It spans financial services, telecommunications, digital platforms, e-commerce and cybersecurity, often combining elements of cybercrime, financial fraud and social engineering. At the same time, legitimate businesses are investing heavily in prevention, detection and disruption measures, including advanced authentication tools, AI-driven fraud detection and cross-sector intelligence sharing. However, the report makes clear that no single company, sector or government can address the challenge alone . Structural constraints continue to limit effective action. These include fragmented regulatory frameworks across jurisdictions, operational barriers to cross-border enforcement, unclear or misaligned accountability structures, and the rapid pace of technological change, which is outpacing existing policy approaches. From fragmented responses to coordinated action A central message of the ICC paper is the need to move from fragmented, reactive responses to a more coordinated and proactive global approach. Encouragingly, the paper identifies a growing number of successful initiatives, including cross-industry intelligence-sharing platforms, anti-scam taskforces and technical solutions enabling companies to share fraud indicators such as malicious domains, phone numbers or digital identities. These examples demonstrate the value of collaboration in improving detection and disruption capabilities. However, scaling these efforts requires stronger alignment between governments, industry and law enforcement. Key recommendations for governments and industry The policy paper sets out four priority areas to strengthen the global response: Strengthen cross-border cooperation : Fraud is inherently transnational, requiring more effective international legal frameworks, streamlined data access and joint enforcement efforts targeting organised criminal networks. Invest in prevention : Governments should elevate fraud prevention as a strategic priority, supported by dedicated resources, improved data capabilities and specialised expertise. Reduce regulatory fragmentation : Greater alignment and interoperability across legal frameworks, including consumer protection, cybersecurity and data governance, are essential to enable effective cooperation and reduce uncertainty. Operationalise public–private partnerships : Moving beyond dialogue towards real-time collaboration, including shared intelligence platforms, coordinated operations and joint awareness campaigns. Protecting trust in the digital economy The launch of this policy paper comes at a time when digitalisation is accelerating across all sectors of the economy. Ensuring that digital markets remain secure and trustworthy is therefore not only a matter of enforcement, but also a prerequisite for sustainable economic growth. For businesses, the implications are clear: fraud is no longer a peripheral risk, but a strategic challenge that directly affects operations, reputation and customer trust. ICC’s work in this area aims to ensure that business perspectives are reflected in global policy discussions and that solutions remain practical, scalable and internationally aligned. Ultimately, tackling online and ICT-enabled fraud will require sustained cooperation across borders and sectors, with a shared focus on preventing fraud at its source and strengthening trust in the digital economy.

< Back < Previous | Next > OECD Global Anti-Corruption & Integrity Forum 2026 Françoise Rost Van Tonningen 23 Mar 2026 At the 2026 OECD Integrity Forum, integrity and responsible business conduct emerged as strategic, data-driven drivers of competitiveness, requiring stronger integration with ESG, risk management and governance. OECD Global Anti-Corruption & Integrity Forum 2026 The 2026 OECD Global Anti-Corruption & Integrity Forum in Paris brought together representatives from governments, businesses, international organisations, academia and civil society to exchange insights across a wide range of sessions on the role of integrity and responsible business conduct in today’s global economy. The central theme of the Forum, “The Integrity Advantage: Powering Competitiveness and Prosperity,” clearly reflected a shift in thinking: integrity and responsible business conduct (RBC) are no longer viewed solely as compliance requirements, but increasingly as drivers of economic performance, resilience and trust. Throughout the Forum, it became clear that strong integrity frameworks and responsible business conduct practices are essential for well-functioning markets and sustainable growth. Companies with robust systems in place are better positioned to manage risk, prevent and detect corruption, attract investment and operate successfully in complex global environments. At the same time, expectations are increasing, with stronger enforcement, more cross-border cooperation and a growing use of sanctions and anti-corruption regulatory tools. A recurring theme in the discussions was the need to move away from siloed approaches. Integrity, anti-corruption, responsible business conduct, sustainability (ESG), due diligence and risk management can no longer be treated as separate domains. Instead, organisations are expected to move towards more integrated approaches, where these elements are aligned across governance structures, embedded in decision-making and applied consistently throughout supply chains. The launch of the OECD Anti-Corruption & Integrity Outlook 2026 (“Harnessing the Integrity Advantage”) reinforced this direction. The report provides a comprehensive overview of integrity and anti-corruption systems and highlights both progress and persistent implementation gaps. 2026 OECD Global Anti-Corruption & Integrity Forum A central component of the Outlook is the further development of the OECD Public Integrity Indicators, which offer a data-driven framework to assess the strength of public integrity systems. They provide practical value for businesses, for example in country risk assessment, supply-chain due diligence and benchmarking of compliance programmes. OECD Public Integrity Indicators In addition to the OECD work, the World Bank contributed to the discussions at both the Forum and the ICC Global Business Integrity Commission side event, bringing a broader perspective on business environments and regulatory frameworks. In this context, the World Bank’s B-READY programme is particularly relevant, as it provides a comprehensive assessment of the conditions for doing business across the full business lifecycle. Another important topic was the growing role of technology. Digital tools, including data analytics and artificial intelligence, are increasingly used to detect and prevent corruption and strengthen integrity systems. A particularly strong and recurring theme across sessions was the increasing impact of organised crime, reinforcing the need for stronger due diligence and supply-chain monitoring. A dedicated session (based on the multi-year Project since 2019 in Latin America and the Caribbean) on due diligence as the backbone of supply chain management, organised by the OECD Centre for Responsible Business Conduct, the UN Global Compact Network Brazil and ICC Brazil, provided further practical insights. The discussions highlighted the move from traditional anti-corruption compliance approaches towards risk-based responsible business conduct due diligence, which focuses on continuous identification and mitigation of risks across the supply chain. This requires a more holistic approach, whereby internal collaboration across compliance, procurement, legal and sustainability functions was emphasised as essential. On the sidelines of the Forum, the ICC Global Business Integrity Commission meeting provided a complementary business perspective. The discussions focused on translating global integrity and anti-corruption frameworks into practical and operational solutions, emphasising data, benchmarking, integration of ESG and compliance, and the importance of leadership and culture. Overall, the Forum and ICC discussions confirm that integrity and responsible business conduct are evolving into strategic, data-driven and integrated functions within organisations, requiring alignment between governance, sustainability and risk management. Compared to 2025, there is a noticeable shift towards geopolitical risks, organised crime and the integration of integrity into broader business frameworks. Concise report based on the information above Overall Theme The 2026 OECD Global Anti-Corruption & Integrity Forum was centred on: “The Integrity Advantage: Powering Competitiveness and Prosperity.” Integrity and responsible business conduct are increasingly strategic drivers of economic performance, resilience and trust, supporting competitive markets, investment and sustainable growth. Key Messages & Takeaways (OECD Forum) Integrity and responsible business conduct as strategic assets: shift from compliance to value creation. Increasing enforcement: stronger cross-border cooperation and higher expectations for compliance. Integration with sustainability: convergence of anti-corruption, ESG and due diligence. Data & benchmarking: OECD Integrity Outlook 2026 and Public Integrity Indicators.• Public-Private cooperation: whole-of-society approach. Digitalisation: AI and data analytics create opportunities and risks. Organised crime: growing systemic risk requiring risk-based responsible business conduct due diligence. ICC Global Business Integrity Commission (Side Event) As a side event of the OECD Forum, the ICC Global Business Integrity Commission provided a business-focused perspective. Key takeaways: Use of OECD indicators for benchmarking Integration of anti-corruption, ESG and responsible business due diligence Impact of geopolitical risks and sanctions Importance of leadership and culture Value of peer exchange and best practices Relevance for Dutch ICC Business Integrity Commission focus topics Sanctions : increased complexity and need for risk management Anti-corruption : stronger compliance and reporting mechanisms Integrated integrity : move to integrated ESG and compliance systems Governance : importance of board-level ethics and leadership Benchmarking : growing importance of measurable integrity systems Combined Insight Integrity and responsible business conduct are evolving into a strategic, data-driven and integrated business function aligned with governance, sustainability and risk management. Suggested Follow-Up Integration of anti-corruption and ESG Development of benchmarking approaches Addressing sanctions and geopolitical risks Strengthening supply-chain due diligence Continuity with 2025 Stronger focus on geopolitical risks, organised crime and integration of integrity with sustainability and digitalisation.

< Back < Previous | Next > Turning Ambition into Action: ICC and Sage Release 2025 SME Climate Finance Stocktake 27 Oct 2025 A new ICC–Sage report reveals that while SMEs are leading on sustainability ambition, access to green finance remains critically low. The study calls for digital solutions, simpler reporting, and smarter policy to unlock the trillions needed for small businesses to drive the global net-zero transition. Turning Ambition into Action: ICC and Sage Release 2025 SME Climate Finance Stocktake As the world prepares for COP30 in Belém , a new global report by the International Chamber of Commerce (ICC) and Sage delivers a clear message: small and medium-sized enterprises (SMEs) are more ambitious than ever on sustainability, but access to finance is still lagging far behind. The 2025 SME Climate Finance Stocktake , the fifth in this global series, tracks progress from 2021 to 2025 and exposes a widening gap between SME ambition and the availability of green finance . While 70% of SMEs now say sustainability is central to their business, fewer than 3% have accessed a green finance product. Digital and AI: The missing link The study identifies a key factor separating leaders from laggards: digital capability . SMEs that use digital accounting, e-invoicing, or AI-powered carbon tracking are four times more likely to access green finance than their peers. Yet for most small firms, fragmented and complex reporting requirements continue to block progress, leaving billions in potential investment untapped. As ICC Secretary General John W.H. Denton AO and Sage CEO Steve Hare note in their foreword, technology is not just a productivity tool but a gateway to green finance . Automating reporting, standardising data, and integrating trusted digital systems are essential to scaling sustainability for SMEs. Policy alignment and practical action The report calls for governments, financial institutions, and technology firms to work together to make sustainability reporting simpler, faster, and more affordable. It outlines five urgent actions to bridge the gap between ambition and finance, including: Developing consistent, streamlined SME reporting standards aligned with the new VSME framework and ISSB baseline ; Expanding sustainability-linked loans, transition finance, and blended finance mechanisms; Incentivising SME reporting and investment through fiscal support and digital tools; Leveraging AI and structured data to make sustainability reporting “report once, use many times”; Standardising data requests across banks and buyers to unlock scale and trust. From ambition to economic opportunity link With SMEs representing over 90% of global businesses and around 40% of emissions , their success is essential to the world’s net-zero transition. Enabling them to access climate finance is not just good policy, it’s an investment in inclusive, resilient economic growth. ICC and Sage will take these findings to COP30 , advocating for practical, collaborative solutions to empower SMEs as the driving force of a just and effective transition. Read further Full report: SME Climate Finance Stocktake 2021–2025 – Turning Ambition into Action (ICC & Sage, 2025) 🌱 ICC COP30 Climate Action page – Learn how ICC is mobilising business for climate ambition and adaptation finance.

< Back < Previous | Next > Joint ICC Arbitration Day: Key Takeaways Lauren Rasking, Counsel at A&O Shearman 17 Dec 2025 Arbitration is evolving, fast. Missed the Joint ICC Arbitration Day? Catch the key moments: new ICC rules, Court insights, in-house expectations, and Europe’s shifting landscape. Joint ICC Arbitration Day Key Takeaways HIGHLIGHTS OF THE “MOST COURAGEOUS AND FORWARD-THINKING” JOINT ICC EVENT TO DATE Hosted by ICC Belgium, ICC France, ICC Netherlands and ICC Germany, the Joint ICC Arbitration Day brought together private practitioners, in house counsel and ICC Court members for a brisk tour of where international arbitration stands—and where it is headed. From upbeat opening remarks to candid in house perspectives, the day balanced data, doctrine and practicalities with a clear European focus. Setting the tone WELCOME BY NATIONAL COMMITTEE CHAIRS After some kind words of introduction from Marco Schoups, the Chairs from the four ICC National Committees (Yves Herinckx, Marnix Leijten, Clément Fouchard and Glenn Baumgarten) framed the day with energy and humor. Belgium’s great 2025 vintage of Supreme Court decisions set the tone, the Netherlands teased a “hostile takeover” of ICC Belgium, and Germany highlighted its centenary and the (applauded) growing presence of in house counsel. The cross border and cross disciplinary attendance underscored the event’s aim: convening diverse voices with a shared interest in arbitration. ICC by the numbers AS LITTLE STATISTICS AS POSSIBLE BUT WHAT’S NEXT In a forward looking keynote, ICC Court Secretary General Alexander Fessas highlighted that the ICC is on the verge of registering its 30,000th case, with around 1,800 matters currently pending. The caseload spans the spectrum—large and small, standard and expedited—yet remains anchored in Europe, with half of seats located there and Paris retaining a notable role. Several strategic commitments stood out. Rules are now being revised more regularly, with a new iteration targeted by 1 June 2026. Further investment in Case Connect is planned for 2026, and a new Paris hearing centre complements ICC’s recognition as a most preferred institution in recent surveys. On technology, the message was pragmatic: the time for AI will come, but not without transparency and guidance. An ICC Task Force is already examining AI use by arbitrators. Inside the ICC Court SCRUTINY, CONFLICTS AND MODERNISATION A panel of ICC Court members (Rolf Trittmann, Dirk De Meulemeester, Marieke van Hooijdonk and Julien Fouret), moderated by Françoise Lefèvre, lifted the curtain on how the Court operates. With 172 Court members, 19 Vice Presidents and one President, the Court oversees the nomination, challenge and replacement of arbitrators, scrutinizes awards and sets fees. Its scrutiny aims squarely at enforceability, and participants noted that more draft awards are being sent back for improvement—evidence of a rigorous process. Geopolitics has had limited operational impact, though sensitivities do arise, including Russian anti suit dynamics and limits on the participation of certain national Court members in specific cases. Penetration beyond Western Europe continues to deepen, with China’s evolving law and practice pointing to greater openness. On conflicts, the Court’s approach is deliberately robust. Challenges remain relatively low (33 in 2024, with 7 upheld), and approximately 25 non confirmations occurred. We also received insights on the most striking upcoming rule change summarized as “the Terms of Reference are dead”. Expect also a wholesale move away from hard copies, electronic signatures for awards, tighter disclosure requirements and a gradual rise in the threshold for expedited proceedings, with 4 million flagged for new cases. Arbitration in a changing world THE BROADER PERSPECTIVE FROM THE EUROPEAN COMMISSION Stephanie Leupold, Head of legal affairs and dispute settlement at DG Trade of the European Commission situated arbitration within a recalibrating global economy. Policy has moved from pure efficiency to economic security, supply chain resilience and strategic autonomy. She underscored the continued need for credible enforcement architecture: while the WTO’s appellate layer remains stalled, the multi-party interim appeal arrangement has attracted broad participation and is serving its purpose. Legal practitioners, arbitrators and academics, she stressed, remain central to a rules based trading order. Remarks also touched on evolving sanctions policy and its implications for recognition and enforcement. In house counsel priorities PRAGMATISM, SECURITY AND VALUE Corporate counsel Glenn Baumgarten and Cyril Dumoulin, under control of moderator Julie Otjacques, brought a grounded view from the front lines. They support arbitration, but a “horses for courses” approach prevails: ICC arbitration is preferred, but region specific arbitration and state courts have their place. Data protection and security are now venue selection factors, with predictable regimes prized. On technology, digitalization is here to stay, and AI is being embraced—cautiously. Failing to engage with AI risks becoming a stranger in your own team. The upshot for external counsel is clear: leverage tools responsibly, deliver cost efficiency and maintain human oversight. There was strong appetite for an institution managed, secure case platform to streamline filings and even tools to facilitate document production and preliminary assessments. On costs and outcomes, the message was pragmatic: arbitrators who manage proceedings efficiently—and who help parties find settlement when sensible—are valued. Try living by the benchmark: “is it legal, ethical and wise”. Mediation drew mixed views: although promising in principle, it may be harder to sell internally without predictability, though some urged a broader definition of “winning” that includes commercially optimal outcomes. A seasonal tip from finance minded participants: avoid issuing awards just before year end closes. We closed the first part of the day with remarks from Arnaud Nuyts, who noted that in an increasingly complex and unpredictable world, arbitration has a vital role to play—reminding us that order, reason, and dialogue still matter. The rest of the evening… FURTHER REFLECTION AT THE MERODE (The author also extends a warm thank you to the other member of the Belgian party committee, Julie Deré and Guillaume Croisant). Lauren Rasking Counsel A&O Shearman

< Back < Previous | Next > Updated Global Framework for Responsible Environmental Marketing Communications 7 Nov 2025 ICC has released its updated 2025 Framework for Responsible Environmental Marketing Communications, providing global guidance to ensure environmental claims are accurate, transparent and evidence-based. ICC has published 2025 ICC Framework for Responsible Environmental Marketing Communications a global reference designed to ensure environmental claims are truthful, clear and properly substantiated. Now in its fifth revision since its introduction in 2009, the framework aims to help brands communicate sustainability with integrity at a time when environmental messaging has become central to marketing strategies. Alongside the Framework, the Checklist is a practical tool for users in applying the principles. The updated framework aligns with the revised 2024 ICC Advertising and Marketing Communication Code and includes expanded guidance on emerging claim areas such as climate-related assertions (including “net zero” and “carbon neutral”), circularity, “free-of” claims, recyclability, degradability, compostability, reuse, recycled content, ESG and extended producer responsibility. While avoiding the creation of new definitions for environmental terminology, the ICC emphasises that marketers must follow local regulations and support all claims with reliable scientific evidence. The framework cautions against vague or exaggerated statements that could mislead consumers, undermine trust or invite regulatory scrutiny. Applicable across the entire marketing ecosystem, from global brands and agencies to small businesses and influencers, the framework is media-neutral and relevant to traditional, digital and emerging formats. It includes practical tools such as a glossary of key terms, an environmental claims checklist, and a comparative chart linking ICC Code principles to environmental guidance. The release comes amid heightened concern over mis- and disinformation and increased regulatory attention to greenwashing, reinforcing the ICC’s role in setting internationally recognised standards for responsible environmental communication. 2025_ICC-Environmental-Framework .pdf Download PDF • 2.44MB

< Back < Previous | Next > Integrity & Culture Navigating the divide: Acting with integrity when cultural adaptation is required Danielle Dielissen 6 May 2025 Danielle Dielissen shows how personal background shapes integrity in business and emphasizes self-awareness, role models, and diversity to uphold ethical behavior across cultures. Danielle Dielissen Starting in marketing and advertising, Danielle Dielissen gained extensive experience in corporate communication, change management, risk culture, and reputation management, with behavior as a key focus. Her journey reflects a profound understanding of the intricate interplay between behavior and organizational success. Now, Danielle Dielissen leads the Behavioral Risk & Integrity team at Rabobank , driving risk culture and managing behavioral risks. Culture and integrity are two fundamental aspects that shape our identities, actions, and interactions. In international business contexts, organizational factors such as targets and incentives drive behavior, but social and individual factors also play a significant role in shaping individuals’ moral standards and how they act with integrity. Growing up in a working-class environment while maintaining upper-class friendships, I have always been fascinated by the unique challenges and social norms of each environment, especially when transitioning into a business context where the background of senior management dictates the social norms. Individual experiences and personality Growing up in a working-class culture often means being surrounded by values such as hard work, resilience, and community support. These values are instilled from a young age and become integral to one’s identity. However, individuals face several challenges, including limited access to educational and professional opportunities, financial constraints, and societal stereotypes. When individuals from working-class backgrounds enter the business world, they often encounter a stark contrast in cultural norms. When upper-class culture is dominant in business settings, individuals from other backgrounds encounter a range of different social behaviors, communication styles, and expectations. This can create a sense of alienation and pressure to conform to these norms, which may conflict with one’s ingrained values and sense of integrity. Navigating Cultural Dynamics Adapting to a business culture that differs from the norms and beliefs that shaped you growing up requires understanding and learning new social norms without losing one’s identity. This involves observing and mimicking certain behaviors while staying true to one’s values. A strong sense of integrity is crucial in bridging this cultural divide. Individuals must find a balance between adapting to new norms and maintaining their core values. Confidence is key to overcoming the challenges of cultural adaptation. Individuals should recognize their unique strengths and contributions, which can add value to the business environment. The Role of Integrity in Cultural Adaptation Integrity is the cornerstone of navigating cultural dynamics. It involves being honest and having strong moral principles, which guide individuals in making ethical decisions. In a business context, integrity means adhering to ethical and professional standards, even when faced with pressure to conform to different cultural norms. This can be particularly challenging when the dominant culture in a business setting prioritizes profit over ethical considerations. Individuals must remain steadfast in their commitment to integrity, ensuring that their actions align with their values. Challenges of Cultural Adaptation Adapting to a business culture can lead to several challenges. One significant challenge is the risk of groupthink, where individuals prioritize harmony and conformity over critical thinking and integrity. This can result in a lack of peer pressure resistance, where individuals may compromise their values to fit in with the dominant culture. Another challenge is confirmation bias, where individuals seek out information and opinions that reinforce their adopted values while ignoring or dismissing evidence to the contrary. Balancing aspirations with a strong sense of self and a healthy dose of critical thinking helps to avoid these pitfalls. Personal strategies for maintaining Integrity Maintaining integrity while adapting to a new business culture requires several strategies. First, individuals should develop a strong sense of self-awareness, understanding their values and how they influence their actions. This involves reflecting on one’s experiences and identifying the core principles that guide decision-making. Second, individuals should seek out mentors and role models who exemplify integrity in their actions. These individuals can provide guidance and support, helping to navigate the complexities of cultural adaptation. Third, individuals should engage in continuous learning, staying informed about ethical standards and best practices in their industry. This helps to ensure that their actions align with their values and the expectations of their professional environment. Business strategies for maintaining integrity Promoting diversity and inclusion of different perspectives in business settings is essential for fostering a culture of integrity. When individuals with different backgrounds and different perspectives are included, heard and valued for providing their input, it creates an environment where different views are respected and considered. This helps to prevent groupthink and confirmation bias, encouraging critical thinking and ethical decision-making and can signal drivers that might lead to misconduct. Conclusion Navigating the divide between culture and integrity in business contexts is a complex and ongoing process. It requires individuals to adapt to new social norms while maintaining their core values and commitment to integrity. By developing self-awareness, engaging in continuous learning, and promoting diverse perspectives and inclusion, individuals can successfully bridge this cultural divide. Ultimately, integrity is the foundation of ethical behavior, guiding individuals in making decisions that align with their values and contribute to a positive and sustainable business performance.

< Back < Previous | Next > ICC Netherlands calls on Dutch Parliament to accelerate adoption of MLETR 1 Sept 2025 ICC Netherlands, together with a broad coalition of companies, banks and business associations, has presented a whitepaper to the Dutch Parliament calling for swift adoption of the UNCITRAL Model Law on Electronic Transferable Records (MLETR) – a move that will cut costs, reduce delays and strengthen the Netherlands’ competitive position. On 1 September, ICC Netherlands, together with a broad coalition of companies, banks and business associations, presented a whitepaper to the Dutch Parliament urging swift adoption of the UNCITRAL Model Law on Electronic Transferable Records (MLETR) . What may appear to be a technical legal change has enormous practical impact. Adoption of MLETR could: Save Dutch businesses hundreds of millions of euros in unnecessary costs Shorten trade document processing from 6–10 days to less than 24 hours Reduce bureaucracy and cut administrative burdens for SMEs by up to 35% Strengthen the Netherlands’ competitiveness as a global trading nation Why it matters International trade is the lifeblood of the Dutch economy: imports and exports together represent more than €1.6 trillion annually – nearly four times GDP . Yet many critical trade documents are still only legally valid on paper. This causes delays, higher costs, and a loss of efficiency. Other countries are moving faster. The UK, France, Germany and Singapore have already updated their legislation. The UK is even ready to advance digital cooperation with the Netherlands, but progress is stalled because eight key documents cannot yet be issued electronically under Dutch law . Clear call to action ICC Netherlands and its partners urge Parliament to: Quickly approve legislation for the electronic bill of lading Launch the legislative process for the remaining seven MLETR documents The digital future of trade starts now. With one simple legislative step, the Netherlands can unlock major efficiency gains and safeguard its position as Europe’s digital gateway and trade hub. The business community is ready to help make this a reality. 👉 Read the executive summary here: EN- Executive summary - Electronic transferable records (1) .pdf Download PDF • 1.84MB 👉 The whitepaper is available in Dutch, here De adoptie van de UNCITRAL‘Model Law on Electronic Transferable Records’ in NL (6) .pdf Download PDF • 3.28MB About this initiative The whitepaper was prepared by representatives of ICC Netherlands, ICISA, ING Bank, Port of Rotterdam and other experts, supported by a broad coalition of companies, banks and business associations.

< Back < Previous | Next > Trade & Investment Reimagining WTO Dispute Settlement: a business case for mediation 14 May 2025 Mediation under the World Trade Organization (WTO) Dispute Settlement Understanding can help governments resolve trade frictions faster, cheaper and more constructively – if they’re willing to use it. ICC is making the case. Most trade frictions never reach WTO dispute settlement. Many business concerns – licensing delays, technical barriers or opaque procedures – disrupt trade but are too small, sensitive or costly to escalate to formal dispute settlement. That’s where alternative dispute resolution (ADR), and more specifically mediation, comes in. WTO rules already allow for it, but the tool has not been used, among other things, due to a lack of clear procedures. That’s changing. As part of the WTO reform process, WTO Members are discussing procedural rules to make mediation a workable option – and we can help accelerate this process by supporting governments willing to pilot mediation in practice. Why it matters For business Companies face real costs from unresolved trade frictions. Mediation offers a practical and quicker way to resolve issues – and businesses can help identify where it’s needed. For governments Mediation gives WTO Members a lower-risk, lower-cost path to resolve trade issues early. It is especially important for developing countries that may lack resources for litigation. The benefits of WTO mediation Enables early, informal resolution of trade concerns Reduces time, cost, and legal burden Promotes cooperation—not confrontation Offers a flexible and confidential process No imposed ruling —outcomes are mutually agreed What we are doing ICC is advocating for the use of ADR, and in particular mediation within the WTO dispute settlement system as part of broader reform efforts. Drawing on ICC’s extensive experience as the world’s leading institution in cross-border dispute resolution, we’re supporting efforts to make mediation a practical option for resolving trade frictions more effectively. How you can get involved We are actively seeking companies with unresolved trade concerns who are willing to engage their governments in pilot mediation cases. These cases can help demonstrate how WTO mediation can deliver fast, practical outcomes and strengthen trust in the rules-based system. Contact Valerie Picard, Head of Trade, ICC, Valerie.Picard@iccwbo.org to learn more or explore a pilot case.

< Back Bartholomeus Leijnse Leijnse Artz Arbitrator Biography Bartholomeus P.H. Leijnse (1962) graduated in Dutch law (1988) and in philosophy (1994); practicing lawyer since 1992, at Nauta Dutilh until 2001; founding partner of the boutique firm Leijnse Artz in Rotterdam (2001), focusing on commercial interests in highly regulated markets (food, consumer goods, health care and pharma). Counsel in numerous domestic and international arbitrations under various rules; chair, co-arbitrator, emergency and sole arbitrator in numerous cases in institutional (NAI, ICC, WIPO) and ad hoc arbitrations. Contact Details Netherlands +31 10 2444344 b.leijnse@leijnseartz.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 Specialisation Joint Ventures, Corporate Law / M&A, Product Liability, Life Sciences and Healthcare, Shareholder Disputes, International Trade Contracts Bar Admission(s) Credentials CV