RISK | Finanspolicy [23]

RISK | Finanspolicy


VIDEO | AUDIO

På begäran kommer här finanspolicy på ENG och nu också på SWE. 

PÅ ENGELSKA – SE SVENSKA NEDAN

FINANCE POLICY

  1. Introduction

This Finance Policy is included in COMPANY’s main Risk Policy as an Appendix. The Finance Policy is adopted for all group companies within COMPANY AB, reg.no 55xxxxx-xxx (“COMPANY”).

2. Risks and opportunities

Every business is subject to financial risk. Financial risks that are managed well can be transformed into finance opportunities. Well managed financial risk is a business driver for sustainable growth and profitability.

3. Purpose

The purpose of this Finance Policy is to create a framework and guidelines in terms of risk mandate and limits for the finance operations.

The finance policy purpose is to:

  • Set the goals for the finance operations and the CFO
  • Provide clarity in the roles, and responsibilities
  • Give guidance for the finance organization
  • Provide guidance and limits for the management of the financial risks in the finance operations
  • Set the framework and guidance for follow up and reporting from the finance department.

4. Finance operations goal

The finance operations goal is to:

  •  Support the business and operations to achieve strategic goals for growth and profitability.
  •  Secure the company’s payment capacity in short and long-term and to optimize the capital structure
  • ·Within the Finance Policies framework and guidance control and manage the groups financial risks and minimize financial costs’
  •  Ensure that the finance operations operate with good internal control.

5. Roles and responsibilities

The Board

The board has the overall responsibility for an efficient framework for internal control and risk management.  The Board decides on COMPANY’s risk appetite and risk strategy and regularly evaluate and update it if so required. The Board is responsible for reviewing this policy once per year. The Board can take decisions about temporary  deviations from this policy.

The responsibilities to maintain an efficient control environment and the ongoing work with internal control and risk management are delegated by the board to the CEO.

The CEO

The CEO ensures that COMPANY have a sound risk culture that takes account of the decided risk appetite. The CEO is responsible to maintain an efficient control environment and the day-to-day work with internal control and risk management.  The CEO-instructions empower the CEO to make limited day-to-day decisions about financing, asset management and the groups financial risk exposure within the framework of this Finance Policy. The CEO is responsible to yearly review this policy and if needed, propose changes to the policy for the Boards decision.

The CFO  and the finance organization

The CFO is reporting to the CEO. The CFO is responsible for the  finance operations. The Groups finance operations is centrally organized in order to control the groups total financial risk exposure, work efficiently, develop talents within finance and to serve the Groups overall interest. The CFO is responsible to support the CEO in the yearly review of this policy.

[Adjust roles Business Area Heads, Department Heads] 

The [Adjust roles]  are responsible for efficient payment plans and customer risks is handled within each business area with support from the finance operations.

6. Reporting and follow up

The CEO is responsible, the CEO instructions, to ongoing report and inform the Board about the Groups financial position, liquidity and development in the quarterly CEO-report and in the Board meetings.

The report shall be prepared by the Finance organization and includes, among other things:

  • Liquidity status, available funds and forecast 12 month rolling – board report
  • Debt portfolio, volumes, counterpart risk, duration and interest rate
  • Compliance with key ratios – covenants in loan agreements
  • Customer credit risk
  • Risks in financial reporting
  • Any deviations from this finance policy

 

The CFO reports on an ongoing basis to the Board about the the work with risk management, the development of financial risks and internal control.

7. Financial risks

The financial risks and market volatility has been divided into the following categories:

  • Financing and liquidity risks
  • Interest rate risks
  • Credit and counterparty risks
  • Currency risks
  • Financing and liquidity risk
  • Financial reporting

To secure financing to support the company’s organic and acquisition driven growth strategy and ongoing operations.

This policy is proposed to be adopted on board meeting in xxxx 201X and should be reviewed in xxxx  201x ahead of the Year-End.

The CEO is responsible for this policy.


PÅ SVENSKA – ENGELSKA SE OVAN

FINANSPOLICY

  1. Introduktion

Denna finanspolicy är en del av BOLAGETs övergripande riskpolicy. Finanspolicyn omfattar alla bolag i gruppen för BOLAGET AB, org.nr. 55xxxx-xxxx (“BOLAGET”)

2. Risk och möjligheter

Alla företag och verksamheter är exponerade mot finansiella risker. Medvetna val och god riskhantering kan omvandla finansiella risker till finansiella möjligheter.  En väl fungerande hantering av finansiella risker är en framgångsfaktor för hållbar tillväxt och lönsamhet.

3. Syfte

Syftet med denna finanspolicy är att sätta ramverk och riktlinjer för vilket riskmandat och vilka befogenheter finansfunktionen ska ha inom BOLAGET.

Finanspolicyn syftar till:

  • Sätta mål för finansfunktionen och CFO
  • Skapa tydlighet i roller och ansvar
  • Ge riktlinjer till finansfunktionen
  • Ge riktlinjer och sätta limiter för de finansiella riskerna och finansfunktionen
  • Sätta ramverk och riktlinjer för att följa upp och rapportera från finansfunktionen

4. Mål för finansfunktionen

Målet för finansfunktionen är att:

  •  Hjälpa affären och verksamheten att uppnå strategiska mål för tillväxt och lönsamhet.
  •  Säkerställa BOLAGETs betalningsförmåga på kort och lång sikt samt att optimera BOLAGETs kapitalstruktur för verksamheten
  • Inom ramverket för finanspolicyn vägleda, kontrollera och hantera BOLAGETs finansiella risker för att minimera BOLAGETs finansiella kostnader
  •  Säkerställa att aktiviteterna inom finansfunktionen genomförs med god intern kontroll och styrning 

5. Roller och ansvar

Styrelsen

Styrelsen har det övergripande ansvaret för ett väl fungerande ramverk för intern kontroll, styrning och riskhantering. Det är BOLAGETs styrelse som beslutar om BOLAGETs riskaptit och riskstrategi. Det är BOLAGETs styrelse som regelbundet utvärderar och vid behov uppdaterar riskaptit, riskstrategi och riskpolicy inklusive finanspolicy. Styrelsen har möjlighet att fatta beslut om att göra tillfälliga avvikelser från denna policy. Ansvaret för att underhålla en effektiv kontrollmiljö och ett löpande arbete med intern kontroll, styrning och riskhantering har delegerats av styrelsen till VD.

The CEO

VD ska säkerställa att BOLAGET har en sund riskkultur som bygger på den beslutade riskaptiten. VD är ansvarig för att underhålla en effektiv kontrollmiljö för det löpande arbetet inom intern kontroll, styrning och riskhantering. VD-instruktionen ger VD befogenhet att i den löpande verksamheten fatta beslut om finansiering, likviditetshantering och BOLAGETs finansiella riskexponering inom ramen för denna finanspolicy. VD är ansvarig för att årligen granska denna policy och vid behov föreslå uppdatering och ändring till styrelsen för beslut. 

CFO

CFO rapporterar till VD. CFO är ansvarig för finansfunktionen. BOLAGETs finansfunktion är organiserad central för att upprätthålla en god kontroll över BOLAGETs övergripande finansiella riskexponering, arbeta effektivt, utveckla medarbetarna inom finans och för att säkerställa BOLAGETs övergripande intressen. CFO är ansvarig för att hjälpa VD att granska denna policy en gång om året. 

Affärsområden och gruppfunktioner [- justera efter ditt bolags organisation]

[Affärsområdeschef, Funktionschef] är ansvarig för att säkerställa betalningar enligt plan från kunder och för att hantera kundrisker i varje affärsområde med hjälp av finansfunktionen. 

6. Rapportering och uppföljning

Enligt VD-instruktionen så är VD ansvarig för den löpande rapportering och information till styrelsen om BOLAGETs finansiella ställning, likviditet och utveckling på VD-rapporten och till styrelsemöten. 

VD rapporteringen förbereds av finansfunktionen och inkluderar bl.a.:

  • Status likviditet, tillgängliga medel och prognos 12 månader löpande – styrelserapport
  • Skuldportfölj, volymer, motpartsrisker, duration och räntenivåer
  • Efterlevnad av covenanter och nyckeltal i låneavtal
  • Kreditrisker på kunder
  • Risker i den finansiella rapportering
  • Avvikelser från denna finanspolicy

CFO rapporterar löpande till styrelsen om arbetet med riskhantering, utvecklingen av de finansiella riskerna, intern kontroll och styrning. 

7. Finansiella risker

De finansiella riskerna och påverkan av svängningar i de finansiella marknaderna har delats in i följande kategorier:

  • Finansierings- och likviditetsrisker
  • Ränterisker
  • Kredit och motpartsrisker
  • Valutarisker
  • Risker i den finansiella rapporteringen

för att hantera finansiering som stöttar bolagets organiska och förvärvsdrivna tillväxtstrategi och löpande verksamhet. 

Denna policy har beslutats av BOLAGETs styrelsen den xxxx 2020 och ska granskas xxxx 2021. 

VD är ansvarig för denna policy. 



INFORMATION | Guidance & PR mall | Ev. läckage ex. vid indikativt bud MAR [25]

INFORMATION | MALL PRESSMEDDELANDE INDIKATIVT BUD OCH LÄCKAGE


Här är mallen för pressmeddelande om det blir läckage avseende diskussioner om ett indikativt bud. Video är på gång. Ladda ner mallen på SWE och ENG nedan.

MALLAR PR INDIKATIVT BUD 

 

DAG MÅNAD ÅR

 

Uttalande angående pågående spekulationer om ett potentiellt offentligt uppköpserbjudande avseende BOLAGET (publ)

 

Som en konsekvens av [kursrörelserna i [Bolaget]aktien]/[senaste tidens spekulationer i media angående ett potentiellt offentligt uppköpserbjudande avseende Bolaget], bekräftar Bolaget att styrelsen erhållit ett icke-bindande förslag från [•] och [•] avseende ett potentiellt gemensamt offentligt uppköpserbjudande avseende Bolaget.

 

Det är inte säkert att ett sådant erbjudande kommer att lämnas, eller på vilka villkor det i sådant fall skulle lämnas. Styrelsen återkommer med ytterligare information om och när det är påkallat.

 

För ytterligare information, kontakta:

 

Förnamn Efternamn, Styrelseordförande Bolaget

Telefon

E-post

 

Denna information är sådan information som BOLAGET AB är skyldigt att offentliggöra enligt EU:s marknadsmissbruksförordning. Informationen lämnades, genom ovanstående kontaktpersons försorg, för offentliggörande den 2020-00-00 00:00 CET.

 

……

 

DD MONTH 201Y

 

Statement concerning recent speculation regarding a possible public takeover offer for COMPANY (publ)

Due to [movements in [Company’s/the] share price]/[recent media speculation regarding a possible public takeover offer for Company], Company confirms that the Board of Directors (“the Board”) has received a non-binding proposal from [•] and [•] concerning a possible joint public takeover offer for Company.

There can be no certainty that such offer will be made, nor as to the terms of any such offer. The Board will provide additional information in due course if and when necessary.

 

For more information, please contact:

 

Name, Chairman of the Board

Phone

E-mail

 

This information is information that BOLAGET AB is obliged to make public pursuant to the EU Market Abuse Regulation. The information was submitted for publication, through the agency of the contact persons set out above, at 2020-00-00:00 CET.



RISK | Riskpolicy | Guidance och mall [14]

RISK | Riskpolicy


VIDEO | AUDIO

Vi går igenom en enkel och användbar riskpolicy som hänger ihop med övriga policies och riktlinjer här på BOARDA. Vi pratar om hur storbolagen gör och översätter det till ett fungerande arbetssätt för småbolag.

RISK POLICY | ENGELSKA OCH PÅ SVENSKA

Texten till policies finns nedan för att kopiera och klistra in i ditt företags word eller google-mall.

ENGELSKA – SVENSKA KOMMER NEDANFÖR

RISK POLICY

1. Introduction

This Risk Policy is adopted by the Board for all group companies within Company AB (publ), reg.no xxxxxx-xxxx (“Company”). The Finance Policy is part of this Risk Policy, see Appendix

2. Risks and opportunities

Every business is subject to risk. Risks that are managed well can be transformed into business opportunities. Well managed risk and internal control are a business driver for sustainable growth and profitability.

3. Purpose

The purpose of this Risk Policy is to create a framework and guidelines in terms of risk mandate and limits to the business and operations. 

  • Set the risk framework for risk management
  • Provide clarity about the roles, and responsibilities
  • Give guidance for the CEO and management
  • Provides guidance and limits for the CEO and management of the risk exposure to the business, and operations
  • Set the framework and guidance for follow up and reporting risk management.

4. Financial and strategic goals

Company’s ……[describe vision, strategic and financial goal] 

5. Roles and responsibilities

The Board

The board has the overall responsibility for an efficient framework for internal control and risk management.  The Board decides on Company’s risk appetite and risk strategy and regularly evaluates and update it if so required. The Board is responsible for reviewing this policy once per year. The Board can take decisions about temporary  deviations from this policy. The responsibilities to maintain an efficient control environment and the day-to-day work with internal control and risk management are delegated by the board to the CEO.

CEO

The CEO ensures that Company has a sound risk culture that takes account of the decided risk appetite. The Group CEO is responsible to maintain an efficient control environment and the day-to day work with internal control and risk management. The Group’s Policies empower the CEO to make limited day-to-day decisions about the business and operations. 

[Adjust roles i.e. BA leaders, BU managers, Sales and divisional managers |Adjust roles]

[Adjust roles] are in the first line of defense, risk management performed daily by operations. The [Adjust roles] are responsible to identify relevant risks and to implement this Risk Policy in their area of responsibility.

CFO/Risk Officer 

The second line of defense is the CFO/Risk Officer. [At the moment the CFO is also the Risk Officer thanks to the size of the company.] The CFO/Risk Officer monitor, control and report the company’s strategic, operational and financial risks to the CEO and the Board. This policy includes the Finance Policy which creates the framework in terms of the risk mandate for the finance operations. The CFO is responsible for managing the risks related to financial reporting. The CFO is responsible for preparing the yearly review of this policy. The CFO is responsible for the internal control of this Policy.

Internal Audit

Internal Audit is the third line of defense and monitoring of the financial reporting ,the  internal control framework for risk management and compliance with rules and regulations for the Group. 

At the moment the company is not big enough to have an internal audit function inhouse or outsourced.[Alternative The Internal Audit function is outsourced to xxx. The yearly plan is prepared by the Audit committee and decided by the Board.]

6. Reporting and follow up

The CFO/Risk Officer is responsible to ongoing report and to inform the CEO about the Groups compliance with internal control framework and risk management of the Strategic, Operational and Financial risks. The CFO is responsible for documenting the risk report about the work with risk management, the development of financial risks and internal control covering the Strategic, Operational and Financial risks. The CFO is responsible to on ongoing monitor and report compliance with internal control framework and risk management to the CEO. The CFO is responsible to report, on quarterly basis to the Board. The report is managed via the Board [or Audit committee in order to prepare recommendations to the Board].

The first line of defense is the risk management performed daily by operations. The [Adjust roles] systematically follow up and report on identified risks in the Group Management Meeting. 

The second line of defense is the CFO for the strategic, operational and financial risks. the CFO monitor control and report the company’s risks to the CEO and to the Board.

[The third line of defense is the Internal Audit function outsourced to XX. The yearly plan and reviews are decided by the Board.]

The Board report shall be prepared by the Finance and Risk organization and includes, among other things:

  • Training and compliance corporate policies
  • Risk report – See Appendix  Template

7. Identified major risks

The following major risks have been identified:

  • Strategic risks
  • Operational risks including sustainability risks, governance and compliance risks
  • Financial risks – See Finance Policy in Appendix 1

Companys articulated risk appetite [Adjust to company specific]

Strategic risks: Company’s strategic processes and controls shall to a reasonable extent and cost, be designed to minimize surprises to the CEO and the Board.

Operational risks: Company’s operational processes, systems and controls shall to a reasonable extent and cost, be designed to minimize disruptions to customers and impact on financial performance.

Sustainability risks part of operational risks: Company’s sustainability processes and controls shall to a reasonable extent and cost, be designed to match customer demands and make it easy to be transparent vs all stakeholders.

Governance and Compliance risks part of operational risks: Company’s internal control processes shall to a reasonable extent and cost, be designed to minimize failure to comply.

Financial risks:  Company’s finance processes and controls shall to a reasonable extent and cost, be designed to minimize failure to comply.

This policy is proposed to be adopted on board meeting in xxx 201Y and should be reviewed in yyyy 201Y ahead of the Year-End.

SVENSKA – ENGELSKA OVANFÖR

RISKPOLICY

1. Introduktion

Denna riskpolicy är antagen av styrelsen och gäller för alla bolag som ingår i koncernen  BOLAGET AB, org.nr. xxxxxx-xxxx (“BOLAGET”). Finanspolicyn är en del av denna Riskpolicy, se bilaga.

2. Risk och möjligheter

Alla företag och verksamheter är exponerade mot risker. Medvetna val och god riskhantering kan omvandla risker till affärsmöjligheter.  En väl fungerande hantering av risker, intern kontroll och styrning är en framgångsfaktor för hållbar tillväxt och lönsamhet.

3. Syfte

Syftet med denna riskpolicy är att skapa ett ramverk och ge riktlinjer i förhållande till risk mandat och befogenheter inom organisationen genom att: 

  • Sätta ramverk för riskhantering
  • Skapa tydlighet i roller och ansvar
  • Ge vägledning för VD och ledning
  • Skapa vägledning och sätta gränser för VD och hanteringen av verksamhetens löpande riskexponering
  • Sätta ramverk och ge vägledning för uppföljning och rapportering av riskhantering

4. Strategiska och finansiella mål för BOLAGET

[Beskriv  bolagets vision, strategiska och finansiella mål.]

5. Roller och ansvar

Styrelsen

Det är styrelsen som är ansvarig för ett effektivt ramverk för intern kontroll och styrning samt riskhantering. Styrelsen beslutar om BOLAGETs riskaptit och riskstrategi samt utvärderar löpande och uppdaterar vid behov. Styrelsen är ansvarig för att årligen granska denna policy. Styrelsen kan fatta beslut om att tillfälligt avvika från denna policy. Ansvaret att säkerställa en effektiv kontrollmiljö i den dagliga verksamheten för inter kontroll och styrning samt riskhantering har delegerats till VD av styrelsen. 

VD

VD ska säkerställa att BOLAGET har en sund riskkultur som stämmer överens med BOLAGETS beslutade riskaptit. VD är ansvarig för att underhålla en effektiv kontrollmiljö för den dagliga verksamheten inom intern kontroll och styrning samt riskhantering. VD får genom policies och instruktioner mandat att sköta den löpande affärsverksamheten och organisationen. 

[Affärsområdeschef, Gruppfunktion Chefer etc – justera efter de roller ni använder]

[Använd relevanta roller i din organisation här] är ansvariga för första linjens försvar, riskhantering i den löpande verksamheten. [Använd relevanta roller] är ansvariga för att identifiera relevanta risker och implementera denna riskpolicy inom sitt ansvarsområde. 

CFO/Riskchef 

Andra linjens försvar är CFO/Riskchef [För närvarande har CFO ett utökat ansvar som riskchef mot bakgrund av bolagets storlek] CFO/Risk Chefen följa upp, kontrollera och rapportera BOLAGETS operationella, strategiska och finansiella risker till VD och styrelsen. Denna policy inkluderar en finanspolicy som skapar ramverk för risknivå och mandat inom finansfunktionen. CFO är ansvarig för att hantera risker relaterade till den finansiella rapporteringen. CFO är ansvarig för att granska denna policy årligen dvs. CFO är ansvarig för intern kontrollen av denna policy. 

Internrevision

Internrevision är tredje försvarslinjen för att följa upp efterlevnad av BOLAGETS ramverk för finansiell rapportering, intern kontroll, styrning och riskhantering.

För närvarande är BOLAGET inte tillräckligt stort för att ha en internrevisionsfunktion i organisationen eller som outsourcad verksamhet. [Alternativt – Funktionen för Internrevision har outsourcas till xxxx. Den årliga planen förbereds av revisionsutskottet och beslutas av av styrelsen.]

6. Rapportering och uppföljning

CFO/Riskchef är ansvarig för den löpande rapporteringen och information till VD om regelefterlevnad av policies och ramverk för intern kontroll och styrning samt hantering av operationella, strategisk och finansiella risker. CFO/Riskchef är ansvarig för att dokumentera riskrapport för arbetet med riskhanteringen, utvecklingen av finansiella risker samt intern kontroll, styrning och hantering av BOLAGETS strategiska, operationella och finansiella  risker. CFO/Riskchef är ansvarig för att löpande följa upp och rapportera organisationens efterlevnad av policys och ramverk för intern kontroll, styrning och riskhantering till VD. CFO/Riskchef är ansvarig för att rapportera till styrelsen varje kvartal. Riskrapporten hanteras av styrelsen [eller förbereds av revisionsutskottet för rekommendation till styrelsen.]

Första försvarslinjen är riskhantering i den löpande verksamheten. [Affärsansvarig etc. justera roller] är ansvariga för att systematiskt följa upp och rapportera identifierade risker på ledningsgruppsmöten. 

Andra försvarslinjen är CFO för hantering av de strategiska, operationella och finansiella riskerna. CFO följer upp kontroller och rapporterar bolagets risk till VD och styrelsen. 

[Tredje försvarslinjen är internrevision som är outsourcad till xxxx. Den årliga planen granskas och beslutas av styrelsen.]

Riskrapporten från finans- och riskfunktionen ska bl.a. innehålla:

  • Utbildning och efterlevnad av bolagets policies och riktlinjer
  • Riskrapport – se bilaga

7. Stora och identifierade risker

Följande stora riskområden har identifierats:

  • Strategiska risker
  • Operationella risker inklusive hållbarhetsrisker, intern styrning, kontroll och riskhantering
  • Finansiella risker – se finanspolicy

BOLAGETS uttalade riskaptit [OBS justera – Bolagsspecifik]

Strategiska risker: Bolagets strategiska processer och kontroller ska till en rimlig omfattning och kostnad utformas för att minimera överraskningar för VD och styrelsen.

Operationella risker: Bolagets operationella processer, system och kontroller ska till en rimlig omfattning och kostnad utformas för att minimera risken för störningar för kunder och finansiell påverkan för bolaget.

Hållbarhetsrisker är en del av de operationella riskerna: Bolagets processer och kontroller för hållbarhet ska till en rimlig omfattning och kostnad utformas för att matcha kundernas efterfrågan och göra det enkelt för bolaget att vara transparent med sina intressenter. 

Risker i styrning och regelefterlevnad är en del av de operationella riskerna: Bolagets processer för intern kontroll och styrning ska till en rimlig omfattning och kostnad utformas för att minimera risken för att inte följa bolagets policies och riktlinjer. 

Finansiella risker:  Bolagets finansiella processer och kontroller ska till en rimlig omfattning och kostnad utformas för att minimera risken för att inte följa bolagets policies och regelverk.

Den här policyn antogs på styrelsemötet den xx 2020 och ska granskas xx 2021.

VD är ansvarig för denna policy.

TILLBAKA TILL MIN STARTSIDA


RISK | Uppförandekod på ENGELSKA | Code of conduct in English [44]

RISK | Uppförandekod ENG | Code of Conduct English


Här finns uppförandekoden på engelska, Code of Conduct.

Markera och kopiera texten för att klistra in i ditt eget word-dokument eller google-dokument. Byt ut BOARDA till ditt företags namn. Gå igenom inledningen så att det stämmer med hur ni arbetar i just ert företag. Ändra till mallen så att den blir företagsanpassad.


EXAMPLE

©ROPA management AB

CODE OF CONDUCT

 

BOARDA’s Code of Conduct is a summary of the rules and guidelines that form the basis for our business and for our relationships with customers, business partners, employees and other stakeholders. BOARDA’s code of conduct applies to both employees and the Board.

Principles

BOARDA complies with laws and regulations and respects the cultures and traditions of all countries where we work. BOARDA offers benefits that follow the law and good business practice. BOARDA’s employees will follow good business practices and act ethically in all their activities and relationships with stakeholders. BOARDA employees may not receive payments or other third-party benefits that may affect or may be perceived as affecting our independence when making business decisions. All financial transactions shall be reported. The basis for the account must describe all transactions in a correct and non-misleading manner. Employees and managers of the company should take care of their own personal and / or financial interests in a way that does not conflict with and cannot be perceived as contravening BOARDA’s financial interests. BOARDA strives to have a relationship with its stakeholders. BOARDA supports and respects measures to protect internationally recognized human rights. BOARDA encourages diversity at the workplace. BOARDA does not tolerate forced labor or child labor in any form. BOARDA recruits and takes care of all employees regardless of sex, beliefs, age, disability, sexual orientation, nationality, political conviction, union membership, and social and ethnic origin. The right to freedom of association shall be respected in all activities. All employees are entitled to a safe and healthy working environment. BOARDA will contribute to achieve more sustainable development both through the tasks that the company performs and through its own business activities.

 

BOARDA’s code of conduct is based on the UN Global Compact’s ten principles for companies in the areas of human rights, labor, environment and anti-corruption.

UN Global Compact | The ten principles

Human Rights

  • Companies shall support and respect the protection of internationally recognized human rights and rights,
  • make sure they do not commit themselves to human rights violations.
  • working conditions,

 

  • Companies will ensure that freedom of association is maintained and supports the right to collective agreements,
  • abolish all forms of forced labor,
  • abolish child labor and,
  • comply with the principle of non-discrimination in employment and in the workplace.

Environment

  • Companies should promote the precautionary principle for environmental challenges,
  • take the initiative to promote a greater environment
  • encourage the development and dissemination of environmentally friendly technologies.’

Combating corruption

  • Companies will fight corruption in all forms, including extortion and bribery.

Whistle Blowing

If a BOARDA employee has well-founded reasons to suspect that the above criteria are not followed and if this is not possible or if it appears inappropriate for the employee to report this to the manager, the situation should be reported in accordance with BOARDA’s Whistle  Blowing function. Use the email address: whistleblower@boarda.se

 

BOARDA’s code of conduct applies throughout the Group and is updated once a year.

 

© ROPA management AB | 2018



RISK | Insiderpolicy ENGELSKA | Inside Policy [35]

RISK | Insiderpolicy ENG


Här finns Insiderpolicyn på engelska. Den är en bilaga till Informationspolicyn som också finns på engelska, se avsnitt Informationspolicy på engelska.

Markera texten nedan och “kopiera”, gå sedan till ditt word-dokument eller google-dokument och klistra in. Ändra “the Company” till ditt bolagsnamn.

EXAMPLE © ROPA management AB                                                        

Insiderpolicy

The company’s information policy has been adopted by the Board and is an important tool in our pursuit of continuing to build a growing, profitable and sustainable company. The purpose of the policy is to establish guidelines for communication, both internally and externally. This Insider Policy is an attachment to the Information Policy and covers all employees, management and board.

Principles

  • Transactions, purchases and sales of financial instruments such as shares and securities in the Company may not take place 30 days before the financial report. Date of the Company’s financial reports can be found on the Company’s website.
  • Purchases and sales of financial instruments such as shares and securities in the Company shall be done in accordance with the EU Market Abuse Regulation, (MAR). The legislation aims to ensure the integrity of financial markets and improve investor protection and trust in the marketplace.
  • The company has a list of Persons Discharging Managerial Responsibilities (PDMRs) senior executives with related persons who have insider positions in the Company. Insider persons and related persons shall report ownership changes to the Financial Supervisory Authority in accordance with MAR.
  • The Company has detailed instructions for managing Insider Information.

Roles and responsibilities

The CEO is primarily responsible for the Company’s inside information. Insider information is managed exclusively at the management level of the CEO and CFO, see → Information Policy.

Insider Information (MAR)

Insider information refers to information of a specific nature that has not been disclosed, which relates directly or indirectly to the Company or a financial instrument issued by or linked to the Company and which, if publicly, would likely have a significant impact on the price of the Company’s share or financial instrument. Examples of what may be insider information: Financial reports, orders and investment decisions, cooperation agreements or other significant agreements, purchase and sale of companies, credit or customer losses, financial difficulties, information relating to subsidiaries and associated companies,   material change in earnings or financial position. → See Information Policy

Person Discharging Managerial Responsibilities (PDMR)

The company has a list of persons discharging managerial responsibilities (PDMR) such as senior management, board of directors and related parties. Persons discharging managerial responsibilities are obliged to inform insiders, i.e. related parties, about the insider positions and to report their own and related parties’ transactions as insider trading at Finansinspektionen, see template in the ANNEX.

Persons Discharging Managerial Responsibilities (PDMR) should inform the CEO and / or CFO and obtain approval prior to transaction in the Company’s shares or securities. → Information policy.

Exceptions and special situations

In certain situations, the Company may allow transactions in the Company’s shares or securities to be executed, for example, at the time of implementation and subscription of incentive programs. Possible exceptions presuppose that the person has no access to inside information.

Delayed publication of inside information (MAR)

The starting point is that the Company is required to publish inside information as soon as possible. Under certain circumstances, however, the Company may postpone such disclosure. The Company may postpone immediate disclosure of inside information only if all three of the following conditions are met:

  • An immediate publication would likely damage the Company’s legitimate interests
  • a delay of disclosure does not mislead the public, and
  • The company can ensure that the information remains confidential.

Documentation postponed disclosure and logbook

The company shall document decisions regarding postponed disclosure of inside information according to the decision form. Persons that have access to Insider Information should be notified and confirm that they have received Insider Information notice, see templates in the ANNEX.

For financial reports, they must be treated as deferred disclosure of inside information [MAR].

Disclosure of inside information

Press release with publication of inside information shall contain the information text:

“This information is such information as the Company is obliged to disclose under the EU Market Abuse Regulation. The information was provided, through the above-mentioned contact person for publication on the xx month 201X at. . “

Information to the Swedish Financial Supervisory Authority regarding postponed publication

The Company shall inform Finansinspektionen that the Company has published inside information that has been subject to postponed disclosure.

_______

This should be done by encrypted email to Finansinspektionen on

Address: finansinspektionen@fi.se

Heading: Article 17 The company AB (publ)

Message: This email is from Company AB. The undersigned sends this message as (role, eg CFO) on Company AB.

The company has published inside information that has been subject to postponed disclosure. This has been done through a press release with the SUBJECT, which was published by (DISTRIBUTOR, eg Cision) at. XX the xx month 20XX. The press release is available on Bolaget AB’s website.

The decision to postpone disclosure of inside information was taken at. XX the xx month 20XX. The persons responsible for postponing the disclosure of inside information were: CEO / CFO, Name.

Regards. NAME, CONTACT DATA

____

© ROPA management AB | 2018 updated November 2018

ANNEX

TEMPLATE | Person discharging managerial responsibilites (PDMR)

The following persons have been informed that they are persons discharging managerial responsibilities within the company and their obligations under Article 19.

The PDMRs’ in turn, have an obligation to notify their relatives of their obligations under Article 19, and to retain a written copy of this notification.

List of all PDMRs in the company and to related persons:

       First name

       Surname

       Personal ID number

       Email

       Mobile

       Other phone numbers

       Private postal address

       Company and address

       Function and reason for inside information

       Related persons covered

       First name

       Surname

       Personal ID number

       Private postal address

TEMPLATE | Notice of inclusion in logbook

COMPANY – Project XXX – Log – Insider MAR

You must confirm receipt of the information below by responding to this email. By confirming the receipt, you acknowledge that you are aware of the legal obligations listed below and the sanctions applicable to insider dealing and illegal disclosure of inside information.

You have been submitted to BOLAGET AB (“Board”) insider list (logbook) regarding Persons Discharging Managerial Responsibilities (PDMR) who have access to inside information relating to the Company. The reason for this is your access to information about Project XXX.

When you have access to inside information, you may not, directly or indirectly, acquire or sell financial instruments to which this information relates (insider trading), on your own or on behalf of others. You may not divulge inside information to another person except in the case of clearing as a normal part of the service, business or duties. Anyone who is guilty of insider breach or unauthorized disclosure of inside information may be sentenced to fines or imprisonment. Unauthorized action may alternatively lead to an obligation to pay a penalty.

The list includes personal and contact information regarding persons who have access to inside information, and the reason that the person has received the information as well as the date and time the person was given access to the information. The company’s obligation to keep a logbook follows from the EU Market Abuse Regulation.

The list contains no data in addition to what is required by the Market Abuse Regulation and the associated Implementing Regulation. The Company AB is responsible under the Data Protection Ordinance, GDPR.

The Company is obliged to submit the list to Finansinspektionen on request and may also issue the list to other authorities or bodies investigating suspected violations of the rules of the Market Abuse Regulation relating to the Company’s shares or other financial instruments. The list will not be used for any purpose other than those contained in the Market Abuse Regulation and the associated Implementing Regulation. You are entitled to obtain an extract with the information contained in the list regarding yourself and the Company must correct incorrect, incomplete or misleading information upon request.

If you have any questions regarding the above, please feel free to contact XXXX

PS Confirm that you have received this email.

ANNEX

TEMPLATE | Documentation postponed disclosure

TEMPLATE | Documentation postponed disclosure | BOLAGET AB | MAR Project XXX

Insider Issue:

1   The decision to postpone publication

a)     Date of first insider information at the Company Date and time project Name
b)     The time when the decision was taken to postpone disclosure of inside information Date and time, usually the same as above project Name
c)     Time when the Company estimates that the inside information will be published Usually when the project ends.

For financial reports, date of report.

d)     Reason for prolongation of initial suspension period (if applicable)

2   Persons responsible for having made the decision to postpone the disclosure and the decision of the start of the postponement and its probable end

3   Persons responsible for ensuring the ongoing control of the conditions for postponement

4   Person responsible for making decisions to disclose inside information

5   Person responsible for providing information and written declaration to Finansinspektionen

6   Justification for the initial fulfillment of the terms of article 17.4 Market Abuse Regulation

a)     Justification / Proof that immediate disclosure would likely harm the Company’s legitimate interests (Ongoing negotiations whose output or normal dynamics would be harmed by publication)
b)     Justification / Evidence that a postponement does not mislead the public (No decision has been made, a postponed publication does not mislead the public)
c)     Justification / Proof that the Company can ensure that the information remains confidential (Insider list has been established and logbook is taken)

7   Description of obstacles and systems to ensure the confidentiality of inside information

a)     Description of the information barriers established to prevent access to inside information for persons other than those who need it as a normal part in the performance of their duties, activities or duties with the Company (Usually all persons with inside information have been notified and confirmed to the Company that they have been informed of inside information and MAR.)
b)     Description of the systems established to publish relevant inside information as soon as possible when confidentiality is no longer guaranteed. (A draft on leakage release how written)

 

TEMPLATE |   INSIDER LIST | LOGBOOK

 Date and time when the logbook was created and when inside information was found:

 Date when Finansinspektionen was announced:

 Alternate date when it was found that inside information is no longer available and the logbook closes:

——————————

       First name

       Surname

       Personal

       E-mail

       Mobile

       Other phone numbers

       Private postal address

       Company and address

       Function and reason for inside information

       Date when the person received inside information



RISK | Informationspolicy på ENGELSKA | Communication Policy [29]

RISK | Communication Policy ENGLISH version


On demand, here comes the BOARDA Communication Policy in ENGLISH. The Corporate language for most Nordic companies. Vi på BOARDA försöker jobba kundnära så om det är någon annan del du skulle vilja ha på ENGELSKA så fixar vi det. Uppdaterad 181002.

COMMUNICATION POLICY


Content

Principles Page 1
Roles and responsibilities Page 1
Spokespeople Page 2
Insider Information (MAR) Page 2
Internal communication | Coworker Page 3
External communication | News, Marketing and Social Media Page 3
External communication | Financial information | Insider information Page 5
Other Obligations to Disclose Information | Regulations Page 6
Crisis management Page 8
Existing regulations Page 10
This is a translation of the Swedish Information Policy which is the master document

The company’s communication policy has been adopted by the Board and is an important tool in our pursuit of continuing to build a growing, profitable and sustainable company. The purpose of the policy is to establish guidelines for communication, both internally and externally.

The intention is that the COMPANY (publ) should live as a listed company / prepare for a listing / listed on a marketplace (Nasdaq Stockholm, First North, NGM Equity, NGM Growth Market or Spotlight Stock market, former Aktietorget). This policy covers the COMPANY including its subsidiaries (“the Company”). Companies listed on a marketplace must comply with the EU Market Abuse Regulation (“MAR”) on insider information and the stock exchange’s current regulatory framework for disclosure, “Disclosure Rules,” see page 9.

Principles
+ All communications from the Company should be characterized by speed, pro activity, reliability and transparency.

+ Information published by the Company shall be accurate, relevant and clear and may not be misleading

+ All communications from the Company must comply with the Disclosure Rules.

 

Roles and responsibilities

The CEO is primarily responsible for the Company’s communication. Their responsibilities include the development of communication activities and monitoring the communication of decisions. The Chairman of the Board is responsible for communication from the Company’s Board and owners.

The entire organization is accountable for reliable internal reporting, which is a prerequisite for proper external communication. Employees shall not express themselves externally without the consent of CEO or CFO. If employees are contacted by the media, always refer to the CEO or CFO.

Insider information is managed exclusively by the CEO and CFO. All publications of information, including financial information and media relations shall be in accordance with the Disclosure Rules. The Board is ultimately responsible for the company’s interim financial statements and annual accounts. All investor and media relations are managed by the CEO and CFO. The CEO may delegate to the employee or representative of the company to comment and answer questions on information already published.

 

Spokespeople
+ General spokesperson: CEO
+ Spokesperson for Ownership and Corporate Governance: Chairman of the Board
+ Media, Analyst and Investor Relations: CEO or CFO
+ Marketing and internal communication: CEO with the opportunity to delegate

Insider Information (MAR)
Insider information refers to information of a specific nature that has not been disclosed, which relates directly or indirectly to the Company or a financial instrument issued by or linked to the Company and which, if publicly, would likely have a significant impact on the price of the Company’s share. Examples of what may be inside information: Financial reports, orders and investment decisions, cooperation agreements or other significant agreements, purchase and sale of companies, credit or customer losses, financial difficulties, information about subsidiaries and associated companies, material change in profit or financial position. → See Insider Policy

The company will ensure that all stakeholders in the stock market have at the same time access to inside information regarding the Company. The Company shall therefore ensure that inside information is treated confidentially before it is published and that no unauthorized party is given access to such information. From the above, insider information may not be disclosed to analysts, journalists or others, either individually or in groups, unless it is published simultaneously. → See Insider Policy

INTERNAL COMMUNICATION | Employees
The purposes of internal information and communication are to get the organization to pursue the Company’s long-term goals. Internal communication must be open and continuous in order for the Company’s employees and management to be well-informed and knowledgeable. Good communication increases the ability to make the right decisions and to work more efficiently.


Channels
The primary channels for internal communication are meetings, intranets, the company’s chat features, phone, email and website.

 

Informed employees

An informed employee cannot help taking responsibility. Therefore, the Company is working to ensure that all employees have the information they need, partly to increase understanding of the company and partly to create commitment to achieving our goals. The company strives to communicate decisions and events that affect the employees at the same time as they communicated externally, in case it is inside information, otherwise as soon as possible. All employees must ensure that inside information that has not yet been published is not distributed within or outside the Company. Insider information is confidential information.

EXTERNAL COMMUNICATION | News, Marketing, Social Media
The purpose of marketing is to strengthen the company’s image and increase awareness of the Company and its activities among existing and new customers, partners, employees and other stakeholders. The communication should be long-term and in accordance with the company’s brand, vision, business concept, strategies, goals and values. Communication will strengthen trust in the company’s brand, its employees, management, products and services.

Channels
The primary channels are digital marketing, social media, the website, advertising campaigns, presentation materials and news releases (not press releases).

Social Media
Social media such as LinkedIn, Facebook, Instagram and Twitter are fast-moving media channels while being difficult to control. For the company’s social media accounts:
+ All communications posted must be approved by the CEO or CFO
+ We avoid speculating or leading opinion
+ Confidential information and inside information may not be posted
+ Take responsibility and think twice before posting. Information shared on social media can not be deleted.
+ Communication on social media must comply with the Disclosure Rules

Media Relations
CEO and CFO are responsible for managing media relations. All contacts with the media must be approved by the CEO or CFO. For interviews and articles, the CEO or CFO shall approve quotes and, if possible, correct content before publishing an article.

What we do if contacted by a journalist:
+ Inform that it is the CEO and CFO who are spokespeople and ask if you should ask any of them to call up, record name, phone and e-mail to the reporter
+ Find out where he or she is calling from and what questions he or she wants to ask
+ Contact CEO or CFO and ensure that they receive contact information and information about when the journalist expects a contact
+ Think through the questions and prepare messages
+ The CEO or CFO will call back, as promised, on time
+ Before the interview ends, ask for your quotes for approval

 

News Release
News Release and Marketing PR should contain the heading “News Release” (not press release) with responsible employees and / or CEO as spokespersons.

Here’s how we do:

+ The organization is responsible for producing news announcements and marketing activities.
+ The CFO coordinates all information activities and is responsible for approving news releases and activities (not inside information).

CFO is responsible for coordinating with the CEO and the organization to ensure that the time of distribution does not violate a press release according to the Disclosure Rules.

EXTERNAL COMMUNICATION | Financial information, Insider information and information under the Disclosure Rules | MAR
The purpose of disclosure of insider information and information under the Disclosure Rules  is to provide prompt, simultaneous, accurate, relevant and reliable information to all shareholders, stock markets, the media and other stakeholders.

Information disclosure shall be in accordance with the Disclosure Rules, i.e. Information should always be published first through press release and on the website.

Channels
The primary channel is a press release through an approved news distributor for regulatory news and website, video, phone conferences, analyst meetings, investment events, roadshows, capital markets and other educational events.

Immediate Publication | Press Release (MAR) | Regulatory News
Insider information should be immediately published through a press release according to the Disclosure Rules.

Press Release | Insider and financial information | Regulatory News
In order to comply with the Disclosure Rules, all press releases must contain the heading Press Release (or Regulatory News), and the following information.

Date and time of publication (as indicated in the following section),
+ The company’s full name,
+ The company’s website, contact person, together with position in the company and contact details,(For companies on First North | Company Certified Adviser and telephone number)
+ a clear title summarizing the most important content,
+ a summary introduction with the most important content, as well
+ The most important information clearly presented at the beginning of the message.
+ The press release should contain the following information text “This information is such information as COMPANY ORG.No. xxxxxx-xxxx is required to publish under the EU Market Abuse Regulation. The information was provided, through the contact of the above contact person, for publication on [•] 2018 at. [•] CET. “

Here’s how we do
The CFO coordinates all information activities and is responsible for:
+Manage and internally distribute requests, produce press releases,
+ obtain the CEOs or the board’s chairman’s permission for distribution and publication,
+ distribute written information that has undergone internal quality assurance and is approved for the media,

+ ensure distribution lists are up to date,
+ publish press releases on the website directly related to distribution through news distribution service,

+monitor press and report this internally

CFO is responsible for producing and distributing information in accordance with the Disclosure Rules. CFO is responsible for publishing press releases distributed immediately after distribution on the company’s website. The CFO is responsible for informing (Exchange and / or) Certified Adviser in accordance with the Disclosure Rules.

Any of the Company’s spokespersons should always be available to answer questions from the stock market surveillance. This is especially important when press releases have been published and when there are still unpublished activities that are of interest to the capital market.

 

Suspended publication of inside information (MAR)
The starting point is that the Company is required to publish inside information as soon as possible. Under certain circumstances, however, the Company may postpone such disclosure. The Company may postpone immediate disclosure of inside information only if all three of the following conditions are met:
+ An immediate publication would likely damage the Company’s legitimate interests
+ a delay does not mislead the public, and
+ The company can ensure that the information remains confidential.
→ See Insider Policy

In special cases where information is given as a normal part of the service, business or obligation, and the person receiving the information is obliged not to disclose it. Information may be disclosed prior to the disclosure, if the person is actively involved in the decision-making process, or, as a result of his/her professional role takes part in the process of obtaining the information. For example, it may refer information to major shareholders or prospective shareholders upon prospecting for a planned new issue, to advisors that the Company employs, for example, with the prospectus for a planned issue or other business of a greater extent, to a prospective bidder or target company in the course of negotiations on purchase offer, to so credit-rating agencies or creditors prior to important credit decisions. → See Insider Policy

Business media, analyst contacts and investor relations
Working with investor relations and capital market players should be characterized by providing good service, training and informing investors, analysts, savers and business media about the Company. The purpose is to create a prerequisite for a correct and fair valuation of the Company’s share, thus ensuring continued financing opportunities through the stock market and minimizing the risk of rumours and speculation. Relationships with business media and investors are managed exclusively at the management level of the CEO and CFO.

If the company is asked to comment on a draft analysis, comments should be given to correct a mistake regarding previously published information. The financial model should not be commented or corrected. It is okay to speak in general terms and about the factors that affect the market.

 

OTHER OBLIGATIONS TO PUBLISH INFORMATION | REGULATIONS
Financial reports / statements
The Company shall prepare and publish financial statements / statements in accordance with applicable legislation and relevant accounting standards. Year-end report and interim reports shall be published no later than two months after the end of the report / reporting period. The interim report / statement shall state whether the Company’s auditor conducted a review or not.
Audit Report
The audit report forms part of the annual report. An unclear audit report or audit report that does not have a standard content shall be published.
Forecasts and forward looking statements
The company does not provide any forecasts or other forward-looking information.
Annual General Meeting
Notice of Annual General Meeting shall be published. The Company shall disclose information about decisions taken by the AGM, unless a decision is of minor importance.
Issues of financial instruments
The Company shall publish proposals and decisions that change the Company’s share capital or number of shares or other equity-related financial instruments, unless the proposal or the decision is irrelevant. The conditions and conditions for the issue shall be published as well as the outcome of the issue.
Changes to the Board, Management and Auditors
Proposals and changes regarding the Company’s Board of Directors and senior management shall be published.
Share-based incentive programs
The Company shall publish all decisions to introduce share-related incentive programs.
Transactions with related parties
Decisions on transactions between the Company and a related party shall be disclosed unless the transaction is a part of the Company’s normal business or is of minor importance to the parties involved.
Transparent changes in the Company’s operations
If the Company undergoes a major change or changes its business to such an extent that the Company appears as a new company, the Company shall disclose information about the change and its consequences. The information shall correspond to the information requirements applicable to the preparation of a prospectus.

Decision on listing
The Company shall publish when the Company applies for its financial instruments admitted to trading on the stock exchange for the first time and if the Company applies for secondary listing in another market place. The Company shall also disclose any decision that the Company applies for delisting from the Exchange or other market place. The company shall also publish the outcome of such an application.
Disclosure of information deemed necessary in order to provide fair and orderly trade
If the stock exchange considers that particular circumstances cause material uncertainty regarding the Company or the financial instruments traded, the stock exchange may require the Company to disclose the additional information that the stock exchange considers necessary to provide fair and orderly trading in the Company’s financial instruments. The Exchange may order the Company to disclose further information, whether or not certain information constitutes inside information.
Company calendar
The company will draw up a calendar with details of the date when the Company is expected to publish the year-end report, interim reports and the date of the Annual General Meeting. The company shall also state what week the annual report is intended to be published. The company’s calendar shall be published before the beginning of the financial year. If a publication can not be made on the predetermined date, the Company shall publish information about the new date. If possible, the new date should be published at least one week before the original date. The company should also, if possible, try to specify what time of day the reports will be published. The Company’s calendar is usually published on the website.
Changes and corrections of previously disclosed information: Disclosure Rules
When the Company publishes significant changes to previously published information, the change notice, the press release, shall be provided through the same distribution channels as the previous press release. Corrections of errors in information published and disclosed by the Company shall be disclosed as soon as possible unless the error is insignificant. Regarding changes to information in a financial report, it is usually not necessary to send out the entire report again, but just comment on the change. The change message, the press release, should also go into the same distribution channels as the previous financial report.


Quiet period
The company will observe a silent period beginning 30 days before the publication of financial reports. During this period, the Company’s spokespersons must refrain from answering questions or commenting on the financial results.

Corporate governance
The company applies Swedish code of corporate governance. The website also includes a corporate governance department, which contains information about the CEO and management, board, board work, committees, auditors, reward system, articles of association etc.

 

Website
The company must have its own website where all published information should be available for at least five years. However, financial reports should be available on the website for at least 5 years after publication. The published information shall be made available on the website as soon as possible after publication. The website will also contain a corporate governance section.

The company uses a third party provider for news, distribution and archiving. CFO is responsible for ensuring that website content complies with the requirements of the Disclosure Rules. CFO is also responsible for updating the website in accordance with the requirements of the Disclosure Rules. The publication of press releases and interim reports on the website is handled by the CFO, or by a person whom it has designated, which is responsible for coordinating the uploads with the external company that the Company has engaged.

CRISIS MANAGEMENT
A crisis is an event that poses a threat to the Company and the brand – which risks the business and disturbs the normal processes. By ensuring that everyone is well prepared and continuously identifies potential crises, the Company can reduce the risk of harmful effects as a result of a crisis.

 

All types of damage in terms of negative publicity and reduced confidence in both internal and external relationships must be minimized through appropriate media relations management and effective communication.

 

Responsibilities and Spokespeople

 

The CEO has overall responsibility for the Company’s crisis communication. In a crisis situation, a crisis group is formed. CEO leads the crisis group. The crisis group consists of a spokesperson (CEO) and a person responsible for all the facts. Depending on the type of problem, different parts of the organization may be involved. The Board can address the crisis group’s areas of responsibility and work in serious cases.

 


Channels
The main external channels are press releases and the website.

 

Routines for requests from the media
Employees shall refer all media requests to the CEO or CFO and not make statements externally.


Here’s how we do if we get information leakage
The CEO or CFO should be contacted immediately if information has been leaked out of the company or if inside information is suspected may have leaked. The CFO is responsible for the disclosure of information that has leaked. The CEO or CFO should immediately contact the Exchange if inside information has leaked.

 

  • Council for Crisis Management: CEO and CFO
    Be available.
  • Do not avoid criticism by not answering questions from media or customers. It only makes things worse because it leaves the field free of previous employees, interest groups, unions and others to share their potentially negative image of the organization, product or what the outside world has responded to.
  • Criticism has to be taken seriously, although the criticisms are internally perceived as small and insignificant. Ask test questions like “Is there anything in the criticism?”, “Should we change our working methods, routines or products?”.
  • Show compassion.
  • If a customer, employee or someone else has felt ill-treated and turned to the media to dispel his dissatisfaction, it is better to seek dialogue than confrontation.


    REGULATORY INFORMATION

    Stock exchange rules and the like
    Nasdaq Stockholm
    Nasdaq First North Premier
    NGM Equity
    NGM Growth Market
    Aktietorget | Spotlight Stock Market
    Swedish Code of Corporate Governance

    EU Market Abuse Regulation
    Regulation (596/2014 / EU) of the European Parliament and of the Council on market abuse, including supplementary acts and guidance from the European Securities and Market Authority.

    Swedish law
    Applies to regulated marketplaces like Nasdaq Stockholm and NGM Equity.
    The Act (1991: 980 on Trade in Financial Instruments.
    Act 2007: 528) on the securities market

    Guidance is available at ropa.se/guidance

 

©ROPA management AB | 2018

©ROPA management AB | 2018