Crisis Management and Crisis Communication Management

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Crisis Management and Crisis Communication Management

Guidance for Leaders in the Global South

In today’s interconnected and unpredictable world, no government, corporation, or public institution is immune to crisis. Natural disasters, cyber-attacks, economic shocks, public scandals, and misinformation campaigns can emerge suddenly, threatening stability, credibility, and public confidence. For leaders, particularly in the Global South, where governance systems often face chronic resource constraints, limited institutional capacity, and fragmented decision-making, the ability to manage crises decisively and communicate effectively is not just beneficial, it is essential for survival and legitimacy.

Inspired by the work of luminaries such as Olga Algayerova (former UN Under-Secretary-General), Adnan Shihab-Eldin (former OPEC Secretary-General), Ana Birchall (former Prime Minister Deputy) and Dimitris Avramopoulos (former EU Commissioner), as well as Brussels-based specialists like Anna Meusburger – to mentioned but few, the following lines examine the core principles of crisis management and crisis communication,  as outlined by the Global Academy for Future Governance (GAFG) under the guidance of Professor Anis H. Bajrektarević and Dr. Philipe Reinisch. Their framework aims to strengthen leadership capacity and institutional resilience in these critical areas, particularly in contexts where public institutions and key private sectors are under pressure from unforeseen events, rapid socio-economic and technological change and weaker institutional infrastructures.

Understanding Crisis Management

Crisis management involves preparing for, responding to, and recovering from unexpected events that disrupt operations or threaten an organization’s reputation. It is not merely reactive; it encompasses systems and practices that allow leaders to anticipate risks, act decisively, and recover with minimal damage. In the Global South, these crises often intersect with systemic challenges, including limited technological infrastructure, uneven regulatory oversight, and vulnerabilities in public service delivery.

Crisis management typically unfolds in three stages: Preparation, Response, and Recovery. The preparation stage occurs before a crisis, encompassing risk identification, vulnerability assessment, emergency planning, and staff training. In many Global South contexts, preparation also requires prioritizing low-cost, high-impact interventions that can compensate for limited resources.

Response involves swift actions during the crisis to protect people, assets, and reputation. Recovery focuses on learning lessons, repairing relationships, and rebuilding trust after the occurrence of the crisis. In contexts where public trust may already be fragile, recovery strategies must prioritize transparent communication and visible accountability to reinforce institutional legitimacy.

A notable illustration of effective crisis management is Johnson & Johnson’s response to the 1982 Tylenol poisoning incident. The company withdrew products nationwide, communicated transparently, and prioritized public safety over profit. Although prior preparation was limited, the effectiveness of the response and recovery phases transformed a potential catastrophe into a benchmark of responsible corporate leadership.

Similarly, Iceland’s management of the 2010 Eyjafjallajökull volcanic eruption demonstrates effective governance under pressure. Rapid coordination, clear public communication, and strong international cooperation enabled Iceland to mitigate disruption while maintaining public confidence. These cases underscore the assertion that preparedness, transparent communication, and decisive action form the backbone of successful crisis management. However, the author notes that while these two cases offer universal lessons, leaders in the Global South often face additional constraints, such as fragmented governance structures and weaker emergency coordination networks, that make even straightforward interventions challenging.

Conversely, several high-profile crises illustrate the consequences of poor preparation and flawed communication. The 2010 BP Deepwater Horizon oil spill was exacerbated not only by technical failures but also by slow, inconsistent messaging, which undermined public trust and escalated reputational damage. The 2015 Volkswagen “Dieselgate” scandal revealed how delayed, hesitant responses to internal ethical lapses can escalate into global reputational crises. The 2003 European heatwave, which caused over 15,000 deaths in France, highlighted the fatal consequences of inadequate preparation and weak public communication.

Effectively, these examples show that strong crisis management and communication are foundational to building resilience, especially in the Global South. Clarifying roles, improving collaboration, and accessing reliable data must be prioritized to avoid confusion, delays, and reputational damage during crises.

Understanding Crisis Communication Management

Crisis communication is the public-facing dimension of crisis management. It involves how institutions convey information to citizens, partners, investors, employees, and the media during moments of uncertainty. The tone, timing, and clarity of communication often determine whether one recovers swiftly or suffers long-term loss of public trust. In the Global South, effective communication is often complicated by limited media penetration, low public literacy rates, and rapid spread of misinformation via informal channels, making clarity and credibility even more critical.

Effective crisis communication relies on four principles:

  1. Clarity – Messages must be precise, consistent, and free of technical jargon.
  2. Credibility – Communication should be truthful, evidence-based, and transparent. Misleading information erodes trust.
  3. Empathy – Leaders must acknowledge the human and social impact of crises.
  4. Timeliness – Information should be shared early and regularly, even if all facts are not yet known. Silence fosters uncertainty, which fuels fear and rumor.

In the age of social media, where misinformation spreads rapidly, these principles are more crucial than ever. Timely, transparent communication is both an ethical imperative and a strategic necessity. For Global South leaders, these principles must be adapted to resource-constrained and socially diverse environments, where miscommunication can quickly exacerbate public fear and distrust.

The Situational Crisis Communication Theory (SCCT) offers guidance for tailoring communication strategies to the type of crisis. External crises, such as natural disasters, require empathy and solidarity, whereas internal failures, such as negligence or corruption, demand accountability, apology, and corrective action. In all cases, actions and messages must align: strong communication reinforces effective decisions, but cannot compensate for poor ones. In contexts where institutional failures are magnified by systemic resource limitations, SCCT principles must be applied with pragmatic sensitivity to local capacity and public expectations.

Integrating Management and Communication

Crisis management and communication are inseparable: management determines what an organization does, while communication shapes how it explains and justifies those actions. When the two are disconnected, confusion spreads, and public trust erodes. This dynamic is especially pronounced in the Global South, where multiple ministries, local governments, and private actors must coordinate within often fragmented systems. Here, communication acts as the critical connective tissue, ensuring coherence in both action and messaging.

An example illustrating this principle is the BP oil spill. The technical teams worked diligently, but insensitive leadership statements exacerbated public outrage. In contrast, New Zealand’s response to the 2019 Christchurch shootings showed how empathetic, transparent communication can strengthen societal cohesion and earn international respect.

The stakes are particularly high in the Global South. Effective crisis response depends on coordination among ministries, public agencies, private actors, and communities. Communication is essential not only for conveying decisions but also for aligning diverse actors and scarce resources, while maintaining credibility under intense public scrutiny. The author argues that crisis preparedness should be viewed as a strategic investment rather than a cost, as it prevents far greater losses associated with delayed or uncoordinated responses.

The Role of GAFG

The Global Academy for Future Governance (GAFG) provides tailored support to governments, institutions, and corporations. Through capacity-building, advisory services, and leadership development, GAFG strengthens your crisis management and communication capabilities.

GAFG’s mission is to build better governance systems for the future, helping leaders anticipate challenges, respond effectively, and maintain credibility during turbulent times. This is realized through training, leadership development, advisory services, and international networking.

a. Capacity Building and Training

GAFG’s executive programs integrate academic insights with practical simulations to enable leaders to:

  • Build crisis response systems within ministries, agencies, or companies.
  • Develop crisis communication protocols and leadership messaging.
  • Coordinate responses across multiple stakeholders.
  • Communicate calmly, credibly, and compassionately during emergencies.

b. Advisory and Strategic Support

GAFG provides direct advisory services, helping organizations:

  • Design crisis management frameworks tailored to local realities.
  • Establish crisis communication offices or spokesperson systems.
  • Create early-warning and response mechanisms linking operational, reputational, and communication responses.
  • Review and improve governance structures post-crisis to rebuild trust and resilience.

In many parts of the Global South, where responsiveness is low and institutional coordination is often fragmented, these advisory services provide the clarity and structure necessary to act effectively under pressure.

c. Leadership Development and Global Networking

Through programs like the Future Governance Leadership Programme, GAFG connects leaders across the Global South. These programs foster peer learning, expert mentorship, and international cooperation. This network helps leaders gain context-specific strategies for both crisis management and communication.

d. Cost-Saving and Value Creation

Crisis preparedness is not an expense but an investment. Political fallout, social disruption, environmental damage, and reputational loss are far more costly than prevention. Capacity building and credible communication reduce long-term risks while enhancing resilience. In Global South contexts, early preparedness prevents disproportionately high political, social, and financial costs due to weak institutional barriers.

Building a Culture of Preparedness – Reputational Crisis Resilience

Investing in crisis management and communication is not optional but necessary. For governments and corporations in the Global South, where institutional fragility can amplify the impact of crises, embedding a culture of readiness is critical for legitimacy and social stability.

With support from the Global Academy for Future Governance (GAFG), leaders gain the knowledge, frameworks, and networks required to anticipate, manage, and communicate effectively in moments of uncertainty. Such preparation is not a cost but an investment that reduces the political, social, financial, and ethical consequences of poor decisions, delays, or miscommunication. Importantly, it also strengthens resilience against reputational crises, which can be severe, persistent, and deeply damaging to long-term public trust. This proactive approach is particularly vital in resource-constrained environments, where delayed responses can rapidly escalate into political, social, or reputational crises.

Embedding preparedness into governance and corporate culture enables institutions to enhance responsiveness, safeguard legitimacy, and ensure continuity even in the face of unexpected challenges. Organisations that cultivate a culture of readiness do not merely survive crises; they learn from them, adapt, and emerge stronger, transforming potential threats into opportunities for resilience and sustainable value creation.

Crisis management concerns what an organisation does. Crisis communication concerns how the organisation explains what it does. Together, they form the foundation of credible and competent leadership.

In regions where governance systems may lack responsiveness and resources can be limited, effective crisis leadership depends on preparation, knowledge, and moral authority. Through training, advisory support, and international networking, GAFG equips decision-makers with the tools required to lead responsibly under pressure.

Engaging with GAFG is not an expenditure — it is an investment in institutional resilience. Crises are inherently costly: financially, socially, politically, environmentally, and ethically. Poor crisis handling often leads to reputational crises, whose consequences can be long-lasting and damaging to public confidence and stakeholder relationships. Preparedness reduces risks, preserves trust, and prevents avoidable losses.

By supporting leaders in contexts with systemic governance challenges, GAFG transforms reactive crisis handling into proactive resilience, turning potential threats into opportunities for strengthened institutions and sustainable governance.

About the author:

Silvie DrahoĆĄovĂĄ

Silvie DrahoĆĄovĂĄ is a Vienna-based, Central European University fellow (CEU Culture, Politics, and Society) with experience in research, strategy, communications, and project coordination across international organizations.

She recently joined the GAFG as a Project and Information Officer, where she supports research activities, conference development, and stakeholder engagement. Silvie is fluent in Czech, English, German, and proficient in French. Her work is driven by a strong interest in sustainability, youth engagement, and fostering initiatives that strengthen dialogue across cultures and institutions.

International Law Fatigue and the Uneven Burden of Global Rules

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International Law Fatigue and the Uneven Burden of Global Rules

By Ayesha Asim

A quiet but growing frustration is emerging in contemporary international relations. It is increasingly referred to as ‘International Law Fatigue’, a condition in which states recognise the existence of international legal rules but question their authority due to arbitrary and selective application. This fatigue does not indicate a rejection of law in general. Rather, it indicates a growing scepticism about whether international law still serves as a truly protective framework, or if it has become subservient to power and political expedience.

International law was never intended to get rid of politics. Its purpose, as illustrated by the United Nations Charter, treaty obligations, and customary international law, was to balance political dominance by formulating common rules of conduct. For many states, particularly those with limited military or economic power, these rules provide some predictability and protection. Inconsistent application of legal norms causes more than just doctrinal damage. It undermines trust in the system as a whole. International law fatigue occurs when states demonstrate consistent compliance while similar obligations are ignored elsewhere with little consequence.

Consider the practice of recognising breakaway or contested territories. International law does not forbid recognition, but it embeds it within principles such as territorial integrity and non-intervention. When recognition decisions seem driven by strategic calculations rather than consistent legal criteria, it creates uncertainty. Smaller and medium-sized states, in particular, fear that the selective application of these norms could weaken the protection that maintains national and regional stability. Inconsistent precedents, even if quietly accepted, can accumulate over time, eroding confidence in legal frameworks that were meant to protect all states equally.

Treaties illustrate a similar pattern. Agreements codified under instruments like the Vienna Convention on the Law of Treaties are intended to be binding and performed in good faith. Yet when obligations are suspended or reinterpreted for political convenience, and international responses are slow or muted, trust begins to be shattered. States may start to ask themselves: if compliance carries cost but violations are tolerated for others, why adhere strictly to agreements? This perception fuels fatigue and can weaken the very rules designed to provide predictability.

At a structural level, international law relies on coercion than on shared expectations. States comply not because sanctions are guaranteed, but because predictable behaviour benefits everyone. When powerful actors appear insulted by consequences, these expectations reode. Legal norms then risk becoming rhetorical, invoked when convenient, ignored when inconvenient. The result is a system in which obligations are unevenly distributed, and the stability that law is meant to ensure begins to fray.

International law fatigue is not about rejecting norms. It is a warning sign. Persistent inconsistency pushes states towards unilateral actions, informal arrangements, or regional solutions, all of which carry higher risks of tension and conflict. Smaller and medium-sized states may feel particularly vulnerable, as the protection law is supposed to provide seems negotiable. In this environment, legal compliance is no longer just a duty; it has become a strategic calculation which weighs against the likelihood that others will follow suit.

The challenges are visible in multiple areas, from treaty compliance and humanitarian law to the regulation of contested territories. States that rely on law to stabilise borders, manage shared resources, or resolve disputes peacefully find that selective enforcement undermines these very protections. Over time, this can shift the focus from the law as a stabilising tool to law as a political instrument which can easily be invoked when convenient.

Yet international law fatigue is not inevitable. It is a symptom of selective application, uneven enforcement, and the perception that powerful actors can flout rules with little consequence. If addressed early, it can be managed through consistent adherence, transparent decision-making. And multilateral coordination. Upholding law consistently is not a moralistic exercise; it is a practical necessity for stability, predictability, and trust in international affairs.

The question facing the international community is whether states are willing to defend legal constraints even when doing so limits their political freedom. A rules-based order cannot survive if rules operate differently depending on influence, power, or strategic convenience. If legal norms are applied unevenly, trust diminishes, states may disengage, and international law risks being reduced to a language of convenience.

The stakes are not abstract. When the law is perceived as uneven or unreliable, disputes are more likely to be resolved through unilateral action or informal arrangements, increasing the risk of instability. Conversely, when states uphold shared norms consistently, even in politically inconvenient situations, law demonstrates its value not as an idealistic abstraction, but as a stabilising force.

Ultimately, international law fatigue is a warning, but it is also an opportunity. It reminds states and international organisations that the credibility of legal rules depends on consistent application. Law cannot be treated as optional or negotiable without undermining the very order it is meant to protect. For diplomats, policymakers, and practitioners, the challenge is clear: ensure that international law remains binding, consistent, and meaningful. Only then can the rules-based international system continue to provide the predictability and stability on which all states, large and small, depend.

About the author:

Ayesha Asim

Ayesha Asim, PhD Scholar in law and LLM International Law Analyst, lecturer, and extensive experience in legal research, advisory, policy analysis and teaching.

Fraudulent call centres in Ukraine rolled up 

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Fraudulent call centres in Ukraine rolled up 

Authorities from the Czech Republic, Latvia, Lithuania and Ukraine with the support of Eurojust took action against a criminal network operating call centres in Dnipro, Ivano-Frankivsk and Kyiv, Ukraine that scammed victims across Europe. The criminal group established a professional organisation with employees who received a percentage of the proceeds for each completed scam. The estimated damage to more than 400 known victims is over EUR 10 million.

The fraudsters used various scams, such as posing as police officers to withdraw money using their victims’ cards and details, or pretending that their victims’ bank accounts had been hacked. They convinced their victims to transfer large sums of money from their ‘compromised’ bank accounts to ‘safe’ bank accounts controlled by the network. They also lured victims into downloading remote access software and entering their banking details, enabling the criminal group to access and control the victims’ bank accounts. 

The criminal network recruited their employees from the Czech Republic, Latvia, Lithuania and other countries and brought them to their call centres in Dnipro, Ivano-Frankivsk and Kyiv to extort money from victims in these and other European countries. Members of the criminal group had different roles in the organisation, ranging from making calls and forging official certificates from the police and banks to collecting cash from their victims. Investigations showed that around 100 people from different European countries worked in the call centres. 

Employees who successfully obtained money from their victims would receive up to 7% of the proceeds to encourage them to continue the scam. If callers obtained more than EUR 100 000 in proceeds, the criminal leaders promised bonuses such as cash, a new car or an apartment in Kyiv. However, these bonuses were never distributed as the employees never reached this goal. 

A joint investigation team was set up at Eurojust to ensure smooth and efficient cooperation between the authorities. The authorities met at the Agency’s premises in The Hague three times to share information and plan actions to dismantle the call centres in Ukraine. Financial support from Eurojust enabled authorities from the Czech Republic, Latvia and Lithuania to join the action day in Ukraine and work together with their Ukrainian counterparts.

On 9 December, a total of 72 searches in three cities were carried out in Ukraine. Offices, residences and vehicles were searched where items were seized such as forged police officers and bank employee ID’s, computers, laptops, hard drives and mobile phones and a polygraph machine. Authorities also seized cash, 21 vehicles and various weapons and ammunition. Twelve suspects were arrested during the action day on 9 December. During the entire investigations in the Czech Republic, Latvia, Lithuania and Ukraine, 45 people have been identified as suspects.  

The actions were carried out by the following authorities:

  • Czech Republic: Municipal Public ProsecutorÂŽs Office Prague; National Counter Terrorism; Extremism and Cyber Crime agency; Criminal Police and Investigation Service
  • Latvia: Municipal Public ProsecutorÂŽs Office Prague; National Counter Terrorism; Extremism and Cyber Crime agency; Criminal Police and Investigation Serviceof the Central Criminal Police Department of the State Police of Latvia
  • Lithuania: Vilnius Regional Prosecutor’s Office; Vilnius County Police Headquarters
  • Ukraine: Prosecutor General’s Office; National Police of Ukraine

Are you allowed to dismiss a drunken employee?

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Are you allowed to dismiss a drunken employee?

Is it lawful to dismiss an employee for being drunk at work?

By Jan Dop

What shall we do with the drunken employee? Sack him? That isn’t always allowed. Alcohol abuse may be the result of an addiction and in that case the prohibition on termination during illness may apply. What do you have to take into account when dismissing an employee due to alcohol consumption?

In the event of an incident at work involving alcohol consumption, employers have several options. First, they can choose to request the subdistrict court to terminate the employment contract, for instance, on the basis of imputable acts of the employee, a disturbed employment relationship, inadequate performance or the remaining ground. Second, the employer can dismiss the employee with immediate effect. In that case there must be an urgent cause for dismissal. When is that the case? How does the court assess this and what facts and circumstances will be weighed against each other?

Dismissal with immediate effect

In dismissal cases involving alcohol consumption of an employee, the following circumstances are relevant for the assessment of whether or not there is an urgent cause:

Does the employer have a clear and consistent alcohol policy (or, more broadly, an alcohol, drugs and medication policy, or ADM policy) that is known to employees? Does the corporate culture permit drinking, or does the employer have a zero-tolerance policy? Another factor is whether employees are asked or encouraged to report alcohol addiction, and whether appropriate provisions have been made for this. These could include appointing an internal confidential advisor and/or offering (preventive) consultation hours with the company doctor at work.

Does the employee have an exemplary role? (The drunken district manager of a bank who rode on his bike naked could not stay in service any longer, just like the purser who set the wrong example for the stewardesses during her flight.)

What kind of work does the employee perform? (The bus conductor who drank shortly before starting work was rightly dismissed.)

Were there any warnings given before?

Prohibition of termination in the event of alcoholism

Another question that has to be raised is whether it concerns an incident at work involving alcohol consumption or alcoholism. Alcoholism is considered to be an illness, and in the case of illness a prohibition of termination applies. Only if an employee has been ill for two consecutive years this prohibition of termination does not apply any more.

The prohibition on termination during illness does not apply if the request for termination is unrelated to the illness or if the employment contract must be terminated in the interests of the employee. In practice, it is difficult to prove that there is no connection between the request for termination and the illness. Furthermore, it is difficult to determine alcohol consumption, as the employer is not permitted to conduct alcohol or drug tests without justification. In case of repeated relapsing, which occurs a lot, the employer may be confronted with an employee who is ill for more than two years but not consecutively and, as a consequence, cannot be dismissed.

How does the court rule?

Imputable acts of the drunken employee

An alcoholic cleaner failed to fulfil his reintegration obligations, whereupon the employer claimed that this constituted culpable conduct. The employer therefore requested the subdistrict court to terminate the employment contract. The court rejected this request. Failure to comply with reintegration obligations is consistent with the clinical picture of addiction. The employee had therefore not acted culpably.

Disturbed employment relationship

The Employee Insurance Agency requested the subdistrict court to terminate the employment contract of one of its medical advisers addicted to alcohol as it considered the working relationship to be impaired. The subdistrict court dismissed this request as the request was related to his illness and would therefore be subject to prohibition of termination. Though the medical adviser had been ill for more than three years, he had not been unfit for work for two consecutive years so that the prohibition of termination was still effective. Another important factor was that the medical adviser cooperated in the treatment.

In another case, things did not turn out so well for the employee. A street lawyer (an expert in the field of addiction) was no longer addicted at the time of the request to terminate the employment contract. According to the judge, the employer could no longer be expected to have confidence in the employee, given the specific nature of his job and the vulnerability of the target group (homeless people). The court therefore granted the request.

Inadequate performance

The employer of a lawyer with an alcohol addiction was dissatisfied with his performance. The court rejected the employer’s request for termination, referring to the prohibition on termination during illness. The employer was unable to substantiate that the employee had been performing poorly even before his alcohol addiction. Since the poor performance cannot be separated from the addiction, the court rejected the request on the grounds of poor performance.

Other circumstances

In the above-mentioned case involving a lawyer with an alcohol addiction, the employer also invoked other circumstances that would justify termination of the employment contract, the so-called safety net provision or h-ground. The employee could relapse and, because he had not been honest about his alcohol problem, trust had been damaged. The court rejected this request because it only related to the employee’s illness. Therefore, a prohibition on termination applied.

In another case, an employee was less fortunate: he had lost his licence to work as a security guard after driving under the influence. This meant that his employment contract had become meaningless. According to the court, the employer’s request to terminate the employment contract was unrelated to the addiction. The prohibition on termination during illness therefore did not prevent termination.

Dismissal with immediate effect

A cleaner with a longstanding alcohol problem was not that lucky because her alcoholism led to incidents at work. Therefore, her dismissal with immediate effect was regarded as fair. Even after a warning she had turned up intoxicated at work. In addition, she had failed to follow adequate treatment for her addiction in time for which her employer had given her sufficient opportunity. However, the court ruled that she had not committed an imputable act and therefore she was entitled to transition compensation. An employee who is rightly dismissed with immediate effect may be entitled to transition compensation after all.

In another case, a municipal official was under the influence several times during working hours. After he appeared clearly drunk in an online meeting with citizens, the municipality ultimately dismissed him with immediate effect. The employer claimed to have been unaware of the alcohol addiction. The court took a different view. Precisely because the employee had repeatedly been under the influence during working hours, the municipality, as a good employer, should have seen reason to call in the company doctor (again). That examination could have clarified whether there was an underlying addiction. Because the employer had skipped that step, the court reversed the dismissal.

Employment lawyer

Would you like to know more about dismissal because of alcohol consumption and what you, as an employer, must take care of? Or do you have any other questions concerning employment law? Please contact Russell Advocaten

About the authors:

Jan Dop Russell Advocaten’s Partner

Jan is a specialist in employment law and corporate law / jan.dop@russell.nl / +31 20 301 55 55

Cindy Ting, Russell Advocaten

Cindy Ting advises national and international entrepreneurs and employers / cindy.ting@russell.nl

+31203015555

La France renforce son soutien aux victimes Ă  la CPI

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La France renforce son soutien aux victimes Ă  la CPI

La RĂ©publique française, État partie Ă  la Cour pĂ©nale internationale (CPI) depuis 2000, a effectuĂ© une contribution volontaire de 150 000 EUR au Fonds au profit des victimes Ă  la CPI, rĂ©affirmant ainsi son engagement en faveur de la justice internationale et des droits des victimes de crimes relevant du Statut de Rome. Cette contribution volontaire de la France est non affectĂ©e et sera utilisĂ©e pour rĂ©parer les prĂ©judices subis par les victimes, par le biais des rĂ©parations ordonnĂ©es par la CPI et d’autres programmes mis en Ɠuvre Ă  leur bĂ©nĂ©fice. 

S.E. Kevin Kelly, membre du Conseil de direction du Fonds au profit des victimes à la CPI, a déclaré : 
« Cette nouvelle contribution de la France envoie un message fort sur l’importance de la justice rĂ©paratrice pour les victimes dans le cadre du systĂšme du Statut de Rome et de la CPI. PrĂ©cisĂ©ment en ces temps difficiles, la France continue de dĂ©montrer qu’elle est une ardente dĂ©fenseure du droit international, de la responsabilitĂ© et du soutien aux victimes de crimes les plus graves. Je salue la gĂ©nĂ©rositĂ© de la France et j’exhorte les autres États Ă  apporter un soutien similaire aux activitĂ©s du Fonds au profit des victimes Ă  la CPI ». 

S.E. François Alabrune, Ambassadeur de la RĂ©publique française auprĂšs du Royaume des Pays-Bas, a dĂ©clarĂ© : « La Cour punit, mais elle rĂ©pare aussi. La France demeure engagĂ©e auprĂšs des victimes, au cƓur du systĂšme du Statut de Rome. Elle rĂ©affirme l’importance du Fonds au profit des victimes, pilier indispensable pour assurer la rĂ©paration et renforcer l’état de droit Ă  la suite de la commission des crimes les plus graves ». 

La RĂ©publique française soutient de maniĂšre constante les programmes mis en Ɠuvre par le Fonds au profit des victimes Ă  la CPI. Elle est le 10ᔉ plus grand contributeur du Fonds, ayant versĂ© plus de 1 740 000 EUR de contributions volontaires depuis 2005. Le total des contributions reçues de la RĂ©publique française reprĂ©sente environ 3 % du budget programmatique global du Fonds au profit des victimes Ă  la CPI depuis 2004. 

China–Netherlands Technology Dispute over Nexperia Enters a Negotiated Phase

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China–Netherlands Technology Dispute over Nexperia Enters a Negotiated Phase

Tensions between China and the Netherlands have escalated significantly following the Dutch government’s intervention in Nexperia, a major semiconductor manufacturer headquartered in Nijmegen and majority-owned by the Chinese technology group Wingtech. The dispute has become one of the most notable flashpoints in the broader global competition over technology supply chains.

In September 2025, the Netherlands invoked the rarely used Goods Availability Act to place Nexperia under temporary state supervision, citing national security concerns and the need to safeguard essential semiconductor production capabilities on Dutch and European soil. The government argued that actions by the company’s Chinese leadership risked the transfer of technology and intellectual property out of Europe, potentially weakening critical supply chains for industries such as automotive and consumer electronics. (Government.nl)

China reacted sharply. Beijing condemned the Dutch intervention as a violation of international norms and “improper interference” in corporate affairs, accusing the Netherlands of disrupting the global semiconductor supply chain. In response, Chinese authorities briefly blocked exports of Nexperia chips manufactured in China — components widely used in automobiles and everyday electronics — aggravating concerns among European manufacturers about production slowdowns. (Reuters)

The export ban and resulting supply disruptions contributed to production challenges for auto makers across Europe and Asia, with industry players warning of material shortages and operational strain. China has repeatedly urged the Netherlands to reverse its actions and remove obstacles to stabilizing the global chip market. (Reuters)

In mid-November 2025, the Dutch government suspended its state control of Nexperia as part of diplomatic efforts to ease tensions and foster constructive dialogue with Chinese authorities. Dutch officials characterized the suspension as a goodwill gesture, while affirming that safeguards remain in place should security concerns re-emerge. The Netherlands continues to engage in negotiations with Beijing and coordinate with European partners, seeking a durable resolution that protects both economic security and supply continuity. (Anadolu Ajansı)

The Nexperia dispute underscores the strategic importance of semiconductors in international geopolitics. It reflects growing global competition over technology governance, investment security, and supply chain resilience — issues that are likely to persist as countries balance economic openness with national security imperatives.

U.S. Military Operation in Venezuela Sparks International Tensions

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U.S. Military Operation in Venezuela Sparks International Tensions

On Saturday, January 3, 2026, the United States conducted a major military operation in Venezuela that resulted in the capture of Venezuelan President NicolĂĄs Maduro and his wife Cilia Flores. The U.S. government confirmed that both individuals were taken into custody and are now being held in Brooklyn, New York, pending prosecution on charges alleging their involvement in a narco-terrorism conspiracy.

The operation, which unfolded with significant force, has so far been linked to at least 80 deaths. Among the fatalities were 32 Cuban military and police personnel, who were in Venezuela as part of a security cooperation mission supporting the Maduro government.

The raid has triggered a sharp diplomatic backlash. Venezuela has condemned the operation, denouncing it as a violation of national sovereignty. Cuba has declared a period of mourning for its fallen service members and is demanding the immediate release of Maduro and his wife.

The unfolding situation is likely to have broad implications for regional security and U.S.-Latin America relations, raising urgent questions about international law, counter-narcotics strategy, and geopolitical stability in the hemisphere.

Technology – Mind – Health 

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Technology – Mind – Health 

It is a distinct honour to introduce the keynote address by H.E. Vladimir Norov, former Secretary-General of the Shanghai Cooperation Organisation (SCO) and former Minister of Foreign Affairs of the Republic of Uzbekistan. With decades of experience in diplomacy, multilateral cooperation, and strategic governance—most recently in the development of artificial intelligence ecosystems across Central Asia—H.E. Norov brings a uniquely global and policy-oriented perspective to today’s critical theme: Technology – Mind – Health. His address invites us to reflect on how technological progress must be guided by human-centred values, ethical governance, and a deep commitment to mental and societal well-being.

“Ladies and gentlemen, distinguished colleagues, dear friends, 

It is a pleasure and an honour to join this important gathering devoted to the intersection of technology, the human mind, and public health. To this end, my special thanks go to the Global Academy for Future Governance (GAFG) and its global partners consortium (including the Diplomat Magazine media platform) – gathered almost 20 speakers of all generations, meridians and professions, and – organised this highly topical and much- needed summit on the future of the human race, enveloped in ever-evolving technology.

In recent years, this triad has moved from an academic question to a central challenge for governments, industries, and societies. Today, the ways in which we design, regulate, and apply technologies will increasingly determine not only economic outcomes, but also the psychological resilience and social well-being of entire nations. 

As someone who has spent decades in diplomacy, international cooperation, and now in the development of artificial intelligence ecosystems across Central Asia, I have seen both the immense promise and the profound risks that accompany technological progress.  

The digital revolution has expanded access to knowledge, improved governance, and opened opportunities for millions. At the same time, it has created complex challenges for mental health, social cohesion, and the ethical foundations upon which our societies rest. 

First, let me emphasise that technological development is no longer isolated in the domain of engineers or computer scientists. It is a cross-disciplinary endeavour. Artificial intelligence influences behavioural patterns, decision-making, and emotional well-being.  Digital platforms shape public discourse and can both strengthen and weaken democratic processes.  And while new medical technologies expand diagnostic capabilities, they also introduce questions of trust, privacy, and equitable access. 

Second, the relationship between technology and the mind has become increasingly asymmetric. Machines learn faster, scale instantly, and operate without fatigue. Humans do not. The pace of innovation has begun to surpass the pace of human adaptation.  

This gap is visible not only in education, but also in governance systems and labour markets. As leaders, policymakers, and researchers, we must ensure that human capacities—intellectual, emotional, and ethical—remain at the centre of technological development. 

This is where the issue of mental health becomes crucial.  The World Health Organization now lists mental disorders among the leading causes of disability globally.  Digital dependence, information saturation, and algorithmic manipulation are emerging factors.  This brings me to the central issue: mental health. It’s a global crisis, and the digital world is a major contributor.  

We’re seeing the psychological toll of constant connectivity, algorithmic echo chambers, and the anxiety of technological displacement. We should not overlook the silent but growing psychological burden created by constant connectivity and the erosion of genuine human contact. However, technology—especially AI—can also be part of the solution.  

With proper governance frameworks, AI can strengthen psychological well-being, support early diagnosis of mental disorders, and expand access to quality care in regions where professional resources are limited. 

In Central Asia, for example, digital tools are already improving telemedicine, multilingual education platforms, and data-driven public health strategies. But for such progress to be sustainable, we need shared principles.  

Allow me to highlight three. To get this right, we need a new playbook, built on three core pillars: 

First, human-centred design. Technologies must be evaluated not only for efficiency but for their impact on human cognition, behavioural health, and social relationships. We must resist the temptation to adopt systems simply because they are powerful or fashionable. 

Second, ethical and inclusive governance. Countries at different stages of development should not be left behind. Without inclusive frameworks, digital inequality will deepen, leading to new forms of marginalisation and instability.  We need global standards and cooperation to ensure no country, no community, is left behind. This isn’t just about fairness; it’s about global stability. 

Third, strengthening resilience. Resilience is not merely the capacity to withstand shocks. It is the ability to maintain mental integrity, critical thinking, and emotional well-being amid rapid technological change. This requires interdisciplinary education, digital literacy, and policies that safeguard the mental health of young generations. 

Our legacy will not be defined by the technology we invent, but by the wisdom we show in governing it. The goal is a future where technology doesn’t replace us, but elevates us. Where it doesn’t overwhelm the mind, but strengthens it. Our era is defined not only by technological innovation but by the responsibility to guide it wisely.  

If we succeed, technology will amplify human potential, not diminish it. It will reinforce mental health, not compromise it.  It will empower societies to solve problems, rather than create new ones. I believe that the dialogue we have today—among scientists, policymakers, entrepreneurs, and thought leaders—is essential. No single institution and no single nation can address these challenges alone. But together, we can shape a future in which technological development is aligned with human dignity, ethical values, and social well-being. 

Let us approach this future with confidence, cooperation, and a commitment to placing the human mind at the centre of technological progress. 

Common Fund for Commodities Concludes Thirty-Seventh Governing Council Annual Meeting in The Hague

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Common Fund for Commodities Concludes Thirty-Seventh Governing Council Annual Meeting in The Hague

The Hague, 10 December 2025 – The Common Fund for Commodities (CFC) successfully concluded the Thirty-Seventh Annual Meeting of its Governing Council, held from 9 to 10 December 2025 in The Hague, the Netherlands. The meeting brought together delegations from 76 countries, with 38 Member States delivering national statements and six regional groups intervening, underscoring broad engagement and strong collective ownership of the Fund’s strategic direction.

A Landmark Governance Milestone

A defining outcome of the meeting was the activation of the amended Agreement Establishing the Common Fund for Commodities. Adopted without opposition, the decision brings into force amendments approved by the Board of Governors in 2014, marking their long-awaited entry into effect after eleven years.

This milestone reflects a decisive collective commitment by Member States to strengthen the Fund’s governance, modernise its institutional framework, and enhance its capacity to deliver development impact in commodity-dependent economies.

Opening of the Session

The meeting was formally opened by H.E. Ms. Mirjam Blaak Sow, Alternate Governor of the CFC for the Republic of Uganda and Chairperson of the Governing Council. In her opening remarks, she welcomed participants and reaffirmed the CFC’s mandate to empower commodity-dependent communities while advancing inclusive and sustainable development across global value chains.

High-Level Addresses and Strategic Leadership

The Governing Council featured a series of high-level interventions, beginning with remarks by Dr. Martin Fregene, Director of the Agriculture and Agro-Industry Department at the African Development Bank (AfDB), representing the Chief Guest and keynote speaker, Dr. Sidi Ould Tah, President of the African Development Bank Group.

The session also included a keynote video message from Ms. Maryam Bukar Hassan, United Nations Global Advocate for Peace, who emphasised the importance of placing people and communities at the centre of development strategies.

H.E. Ambassador Sheikh Mohammed Belal, Managing Director of the CFC

The annual address by Ambassador Sheikh Mohammed Belal, Managing Director of the CFC, highlighted the Fund’s progress throughout 2025 and reaffirmed its commitment to sustainable, inclusive, and people-centred commodity value chains—an approach he described as “humanising the value chains.”

Operational Highlights: 2025 Performance

The Governing Council reviewed the CFC’s operational performance and noted several significant achievements:

  • 496 projects financed to date, with a total project value of USD 357.21 million, delivered through grants, loans, and equity investments, including participation in nine agricultural impact investment funds.
  • 21 new projects approved in 2025 under the 25th and 26th Open Calls for Proposals, representing a total project value of USD 161.3 million, with USD 21.02 million financed directly by the CFC, alongside extensive administrative and legal support.

These results reaffirm the CFC’s role as a catalytic financier, supporting value creation, resilience, and inclusive growth in commodity-dependent economies.

Governance, Appointments, and Strategic Direction

The Governing Council approved key financial and administrative decisions essential to maintaining the Fund’s strong governance and operational stability.

The Ambassador of Tanzania to the Netherlands, H.E. Caroline Chipeta.

Member States unanimously elected H.E. Ms. Caroline Kitana Chipeta, Ambassador of the United Republic of Tanzania to the Kingdom of the Netherlands, as Chairperson of the Governing Council for the forthcoming term—reflecting broad confidence in her leadership.

By consensus, the Council also approved the Strategic Framework 2025–2035, providing the CFC with a clear and forward-looking roadmap for the decade ahead. Developed through extensive consultations within the Open-Ended Working Group, the process was led by Mr. Tom Fabozzi (Ireland) and H.E. Ms. Mmasekgoa Masire-Mwamba (Botswana). The Framework sets out shared priorities to guide the CFC’s strategic focus and institutional evolution amid emerging global development challenges.

The Ambassador of Botswana, H.E. Mmasekgoa Masire-Mwamba

Appointments of Executive Directors, Alternate Executive Directors, and Vice-Chairpersons of the Governing Council were also confirmed, underscoring Member States’ continued commitment to collaborative leadership and effective stewardship.

Looking Ahead

The Governing Council agreed that its Thirty-Eighth Meeting will be held in The Hague on 2–3 December 2026, while welcoming expressions of interest from Member States wishing to host future sessions.

The meeting concluded with closing remarks by H.E. Ms. Mirjam Blaak Sow, followed by expressions of appreciation from Ambassador Sheikh Mohammed Belal, who thanked delegations for their constructive engagement and spirit of cooperation.

The Common Fund for Commodities reaffirmed its commitment to supporting commodity-dependent communities and advancing sustainable and inclusive development across global value chains.

CFC Side Event: Empowering Smallholders for Climate-Resilient Value Chains

On the margins of the 37th Governing Council, the CFC convened a high-level Side Event titled:

“Empowering Smallholders to Drive Climate-Resilient and Sustainable Commodity Value Chains.”

The session addressed the central role of smallholders in global commodity production and the persistent challenges they face in accessing finance, technology, markets, and data—challenges intensified by evolving sustainability regulations such as the EU Deforestation Regulation (EUDR).

Distinguished Speakers and Contributors

The event featured keynote and expert contributions from:

  • Mr. Henrique Choer Moraes, Deputy Head of Mission, Embassy of Brazil to the Netherlands
  • Dr. Cheryl Barr Kumarakulasinghe, Deputy Undersecretary, Ministry of Plantation and Commodities, Malaysia
  • Mrs. Wang Yan, General Manager, Bank of China (Europe) S.A., Rotterdam Branch
  • Prof. Ajay Bailey, Chair in Geographies of Health, Inclusion and Development, Utrecht University

UNCTAD contributions included Dr. Mussie Delelegn and Dr. Andrzej Bolesta, who presented insights from the CFC–UNCTAD study on productive capacities and sustainable development.

Project Showcases

Practical examples from the field were presented by:

  • ETG, highlighting regenerative agriculture initiatives in Malawi and Mozambique
  • Planting Naturals (Goldtree Ltd.), showcasing certified organic and fair-trade palm oil production in Sierra Leone
  • Akhuwat Foundation, the world’s largest Islamic microfinance organisation, supporting millions of smallholder families

Advancing Inclusive Transitions

The Side Event fostered dialogue on climate-smart agriculture, traceable supply chains, inclusive financing, and regenerative production—emphasising collaborative approaches to ensure sustainability transitions are equitable, effective, and development-enhancing for smallholders across the Global South.

Rizal Day 2025 at the Philippine Embassy in The Hague

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Rizal Day 2025 at the Philippine Embassy in The Hague

Every December 30, Filipinos across the nation and around the world come together to commemorate Rizal Day, honoring the life, works, and martyrdom of Dr. JosĂ© Rizal. The 129th commemoration of Rizal Day marks more than a historical milestone—it reaffirms the continuing relevance of Rizal’s ideals in shaping Filipino identity, nationalism, and civic responsibility.

Rizal Day commemorates the execution of Dr. José Rizal on December 30, 1896, at Bagumbayan (now Luneta Park). His death at the hands of Spanish colonial authorities transformed him from a reformist intellectual into a symbol of peaceful resistance and national awakening. Through his novels Noli Me Tangere and El Filibusterismo, Rizal exposed social injustices and abuses, inspiring Filipinos to reflect on freedom, dignity, and the value of education.

The 129th commemoration at the Philippine Embassy in The Hague was observed through a wreath-laying ceremony, speeches, and the recitation of the poem Mi Último Adiós.

Sir Anton Lutter, KCR, Chapter Commander and founder of The Hague Chapter of the Knights of Rizal.

Sir Anton Lutter, KCR, Chapter Commander and founder of The Hague Chapter of the Knights of Rizal—the first chapter of this Philippine order of chivalry in the Netherlands—delivered his annual address. He stated:

“My remarks this year are about the term Noli Me Tangere. I was inspired by it because of the current exhibition at the Mauritshuis. The exhibition focuses on the Grand Tour—the journey undertaken by young Britons of good background after their studies between the 17th and 19th centuries to visit classical sites in Italy. The exhibition includes a large religious painting titled Noli Me Tangere. When we hear that term, we immediately think of Rizal’s great work published in 1887.

However, Noli Me Tangere originates from the Bible. How does this relate to JosĂ© Rizal? The biblical story concerns the Resurrection. Mary Magdalene visits the tomb and finds it empty. She then sees a man she believes to be the gardener and reaches out to Him. Jesus stops her and says, ‘Noli me tangere’—‘Touch me not.’

He was in a liminal phase, between the grave and glory. He was sacred, and to hold Him would have stopped His mission. He had to ascend to the Father.

We know that José Rizal was familiar with this story. In 1887, he wrote about it to his friend Félix Hidalgo. And as we know, Rizal had his own mission.

‘Touch me not’ also has a medical meaning. For centuries, doctors used this phrase, and in the 19th century it referred to a diagnosis of facial cancer, specifically of the eyelids or nose. JosĂ© Rizal himself was an eye doctor. In his book, he used the phrase to describe a social cancer.

Rizal combined these two worlds. He dedicated his book Noli Me Tangere ‘To My Country.’ He told the Philippines: you have a social cancer, so malignant that the slightest touch causes pain.

Rizal assumed the role of a surgeon. The Spanish friars were the bad doctors. They said: do not touch the system, do not criticize the Church. They claimed they were ‘sacred,’ like the Risen Christ. But Rizal disagreed. He said they were not sacred—they were a disease. Unlike the doctors of his time, he decided to operate. He chose to touch the cancer. He knew it would cause pain. He knew it might be fatal for him—and of course it was. He was executed. But he did it anyway. He exposed the sore on the steps of the temple.

Rizal wrote Noli Me Tangere in 1887. It was the first major resistance of its kind in Asia. That was over a century ago. But look around—the cancer has not disappeared; it has metastasized.

Rizal made a choice. He chose to touch the untouchable. He used the pen as a scalpel.

Today, we face the same choice. We have our own cancers in society. The instinct is to look away, to say ‘do not touch.’ Silence feels safer. But the ‘Noli’ is not a prohibition for us—it is a challenge from JosĂ© Rizal to all of us.”

Following the speech, Sir Chris Sta. Brigida Kopp, KCR, Chapter Commander of Amsterdam, recited Mi Último AdiĂłs (“My Last Farewell”), written by JosĂ© Rizal while in prison shortly before his execution by firing squad on December 30, 1896.

The highlight of the commemoration was the solemn wreath-laying ceremony led by First Secretary and Consul Irish Kay Kalaw-Ado; Sir Anton Lutter, KCR; Sir Chris Sta. Brigida Kopp, KCR; and Sir Eppo Horlings, Deputy Commander of the Knights of Rizal in The Hague and Philippine Consul General ad honorem. The ceremony was attended by members of the Knights of Rizal, embassy personnel, and members of the Philippine community.

JosĂ© Rizal’s teachings are as important today as ever. In a rapidly changing world marked by technological advancement, social challenges, and global uncertainty, his message remains deeply relevant. He believed that education is the foundation of national progress, that love of country must be guided by reason and compassion, and that true freedom begins with moral courage. The 129th Rizal Day commemoration emphasized these principles, encouraging Filipinos to practice critical thinking, respect for human rights, and active participation in nation-building.

Rizal’s heroism was not defined by violence, but by intellect, integrity, and an unwavering commitment to truth. As the nation reflects on 129 years since his martyrdom, Rizal Day serves as a reminder that patriotism can be expressed through everyday actions—serving others, standing against injustice, and striving for excellence in one’s field.

The 129th commemoration of Rizal Day is not merely a remembrance of the past, but a call to action for the present and the future. By living out Rizal’s ideals, Filipinos honor his legacy and contribute to the kind of nation he envisioned: educated, just, and free.

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