Organisational Regulations

Organisational Regulations of
Cham Paper Group
Based on Article 22 of the Articles of Association, the Board of Directors rules the following
Table of contents
1.
Principles ....................................................................................................................... 2
2.
The Board of Directors of Cham Paper Group ............................................................... 2
3.
2.1.
Management tasks, competences and delegation ................................................... 2
2.2.
Management instruments ........................................................................................ 3
2.3.
Constitution of the Board of Directors ...................................................................... 3
2.4.
Meetings of the Board of Directors .......................................................................... 3
2.5.
Quorum, passing of resolutions and minute-taking .................................................. 4
2.6.
Right to information and reporting ........................................................................... 4
2.7.
Compensation ......................................................................................................... 4
Board of Directors committees and delegate ................................................................. 5
3.1.
Audit Committee...................................................................................................... 5
3.2.
Compensation and Nomination Committee ............................................................. 6
3.3.
Delegate.................................................................................................................. 6
4.
Board of Directors of the subsidiaries ............................................................................ 6
5.
Executive Management Board of Cham Paper Group ................................................... 7
6.
7.
5.1.
Composition and appointment ................................................................................. 7
5.2.
Tasks and competences of the Executive Management Board ............................... 7
5.3.
Management and competences at the level of the business units ........................... 8
Further provisions .......................................................................................................... 9
6.1.
Distribution of tasks in connection with the SIX listing ............................................. 9
6.2.
Communication ....................................................................................................... 9
6.3.
Issuing advisory mandates ...................................................................................... 9
6.4.
Obligation to avoid insider problems ........................................................................ 9
6.5.
Signatory powers ...................................................................................................10
Concluding provisions...................................................................................................10
7.1.
Entry into force and implementation regulations .....................................................10
7.2.
Revision and amendment .......................................................................................10
Legal structure ............................................................................................................ Annex 1
Management structure................................................................................................. Annex 2
Competency Matrix ..................................................................................................... Annex 3
Communication Concept ............................................................................................. Annex 4
Insider Trading Regulations ......................................................................................... Annex 5
Approved by the Board of Directors on 19.03.2014, entry into force as at 19.03.2014
CPG Organisational Regulations
1. Principles
These Organisational Regulations regulate the management structure, the responsibilities
and competences, the method of working and the management instruments for the management bodies of CPG and its subsidiaries.
As a matter of principle, CPG and all the companies in which it has direct or indirect participation shall be regarded and managed as a corporate group (“Group”). The following Group
companies have particular functions:

Cham Paper Group Holding AG (“CPG”) is the controlling company listed on the SIX
Swiss Exchange

The current company structure is set out in Annex 1.

The following are operated as business units (see Annex 1):
-
Cham Paper Group Schweiz AG
-
Cham Paper Group Italia S.p.A. (Carmignano and Condino sites)
-
Champ Paper Group Asia Pte Ltd.
2. The Board of Directors of Cham Paper Group
2.1. Management tasks, competences and delegation
Except in matters that are reserved for the shareholders of the Cham Paper Group in accordance with the applicable legislation or the Articles of Association, the Board of Directors
of CPG shall have the highest decision-making authority.
The Board of Directors of CPG exercises the top-level management and supervises and controls CPG management ("Executive Management Board"). It decrees guidelines for business
policy and obtains regular information on the course of business.
In particular, it has the following tasks:

Determining the strategic focus of CPG and its business units

Specifying the organisation of CPG and its business units

Supervision of business activity and monitoring of the course of business of CPG and
its business units

Approving important acquisitions or sales

Specifying the business policy, particularly the investment and financial policy

Specifying the accounting principles of CPG and its business units

Approving budgets, including investment and financial plans for CPG and its business
units

Structuring the accounting, financial controlling and financial planning of CPG and its
business units

Appointing the members of the Board of Directors for the subsidiaries

Appointing and dismissing the persons entrusted with management and representation, and regulating the signatory powers

Supervision of the persons entrusted with managerial roles, namely with regard to
compliance with laws, articles of association, regulations and instructions

Preparation and holding of the General Meeting of Shareholders, and implementation
of its resolutions

Passing important principles pertaining to corporate governance

Specifying guidelines for the information and communication policy
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CPG Organisational Regulations

Specifying the principles for compensating the members of the CPG Board of Directors and the CPG Executive Management Board.
The CPG Board of Directors takes decides on all transactions that require approval in accordance with the applicable competency regulations (see Annex 3), and on all projects that
require funds or securities from CPG due to their size and significance.
On the basis of these Organisational Regulations, the CPG Board of Directors delegates the
management of the Group to the CPG Executive Management Board, unless the applicable
legislation or the Articles of Association specify otherwise.
2.2. Management instruments
The CPG Board of Directors exercises the supervision with the aid of the following instruments, in particular:

Reporting by the CPG Executive Management Board on the course of business and
the finances, generally on a monthly basis and/or on a quarterly and semester basis,
in particular regarding financial information, liquidity planning and compliance with financial covenants

Other reporting by the CPG Executive Management Board regarding the development of factors that are important for the course of business, e.g. finance and investment planning and significant factors in market development

Information from the CPG Executive Management Board regarding the attainment of
requirements and objectives using budgets, including investment and finance plans,
and principles for assessing potential risks

Reporting by the CPG Executive Management Board on implementation of the internal control system, including observation of standards (compliance) within the Group.
2.3. Constitution of the Board of Directors
In accordance with the Ordinance to counter excessive remunerations in listed companies
(VegüV), the members and the Chairman of the Board of Directors of Cham Paper Group
shall each be elected by the General Meeting of Shareholders for a period of one year. The
Board of Directors may appoint a Vice-Chairman and a Delegate. It may additionally appoint
a secretary, who does not have to be a member of the CPG Board of Directors.
2.4. Meetings of the Board of Directors
 The CPG Board of Directors shall meet whenever business requires it, but at least
four times a year.

The Chairman shall be responsible for convening and preparing the meetings of the
CPG Management; in the event that the Chairman is prevented from doing so, this
task shall fall to the Vice Chairman or another member of the Board of Directors.

Invitations for the meetings of the CPG Board of Directors shall, with the exception of
urgent cases, be sent to the individual members of the Board of Directors, together
with the agenda and the motions, at least one week prior to the meeting. Motions to
accept additional items for the agenda for the CPG Board of Directors meetings must
be addressed to the Chairman at least two days prior to the meeting.

The secretariat shall coordinate the invitations and the dispatch of the agendas, including the motions and documents.

The members of the CPG Executive Management Board shall participate in the meetings if invited to do so. Depending on the topic, third parties may also participate, if
invited to do so. For each meeting, a Chair (generally the Chairman) and a person to
take the minutes shall be appointed.
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CPG Organisational Regulations

Minutes of the negotiations and resolutions shall be kept. These must be signed by
the Chairman and the secretary and approved in the next meeting.
2.5. Quorum, passing of resolutions and minute-taking
 The CPG Board of Directors shall have quorum when there is a majority of the Board
of Directors members present.

If the Chairman considers that the circumstances or urgency require it, the CPG
Board of Directors may hold its consultations in the form of telephone or video conferences, whereby the same prerequisites for quorum shall apply.

The CPG Board of Directors shall reach its decisions in line with the majority of the
votes cast. In the event of a tie, the Chairman shall have the casting vote.
On the orders of the Chairman, or the Vice Chairman if the Chairman is not able to issue
such orders, decisions of the CPG Board of Directors may be:

Reached by means of circulation in letter, fax or e-mail form, in so far as no members
request a meeting for consultation purposes Decisions reached through this circulation process must be incorporated into the next meeting minutes

Reached by one member only, if it is a case of determining the successful implementation of a capital increase and the corresponding changes to the Articles of Association.
2.6. Right to information and reporting
Each member as a right to information on all Group matters as follows:

All persons entrusted with managerial roles are obliged to provide the Board of Directors or its members with comprehensive information.

In so far as it is necessary to carry out a task, each member may submit a request to
the Chairman asking that books and files belonging to the Group, or further information from the Group companies, are presented to him/her.

In each meeting, the CPG Board of Directors must be updated on the ongoing course
of business and the most significant business incidents and prospects by CPG Executive Management Board. Extraordinary incidents must be notified to the CPG Board
of Directors immediately by means of the circulation process or by telephone.
2.7. Compensation
The CPG Board of Directors determines the level of the compensation paid to its members in
accordance with their tasks. The principles for remuneration and the compensation payments
for the CPG Board of Directors are drawn up in the Compensation and Nomination Committee and submitted to the CPG Board of Directors as an application for approval.
Paid mandates that are awarded to members of the CPG Board of Directors, and transactions between persons close to the CPG Board of Directors and the Group must be disclosed
and shall require the approval of the majority of the CPG Board of Directors.
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CPG Organisational Regulations
3. Board of Directors committees and delegate
From its members, the CPG Board of Directors makes up committees existing of two or three
members, which analyse specific subjects or personnel areas in depth and report to the CPG
Board of Directors to allow it to prepare its resolutions or carry out its supervisory role.

The members and Chairman of the Audit Committee shall be appointed by the Board
of Directors of CPG. The members of the Compensation and Nomination Committee
shall each be elected by the General Meeting of Shareholders for a period of one
year. The Chairman is then appointed by the Board of Directors from the members of
each committee.

The majority of the members of the Audit Committee should be independent. Members of the Board of Directors who have never belonged to the CPG Executive Management Board, or last did so more than three years ago, and who have no business
relations with the companies, or only comparatively minor such relations, shall be
deemed to be independent.

The regulations of the CPG Board of Directors shall apply accordingly for the committees. The committees of the CPG Board of Directors meet regularly, but at least twice
a year separately under the control of a chair.

The committees report to the CPG Board of Directors on activities and outcomes and
send the meeting minutes to the CPG Board of Directors. External experts may also
be called in to support the decisions and recommendations.
The overall responsibilities for the tasks assigned to the committees shall remain with the
CPG Board of Directors.
3.1. Audit Committee
The key tasks of the Audit Committee include:

Checking of the Group and annual financial statements together with the Head of Finance & Controlling and the external audit body

Evaluation of the suitability and effectiveness of the Group accounting principles in
use

Evaluation of the effectiveness of the internal control system with inclusion of the
check on the level of compliance with standards (compliance) within the Group and
incorporation of risk management

Evaluations and selection of the external audit body for the nominations to be voted
on by the General Meeting of Shareholders

Evaluation of the performance of the external audit body and ascertaining its independence

Check on the fees paid to the external audit body and whether the audit work can be
reconciled with any consultancy mandates

Check on the information regarding Corporate Governance in accordance with the
guidelines of the SIX Swiss Exchange pertaining to information on Corporate Governance.
The majority of the members of the Audit Committee must have sufficient experience and
skills in the fields of accounting and financial management.
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3.2. Compensation and Nomination Committee
The key tasks of the Compensation and Nomination Committee include:

Drawing up the foundations for the principles concerning incentives and compensation

Evaluation of the performance of the Executive Management Board of CPG

Drawing up the principles for the selection of candidates for election to the Board of
Directors of CPG and the Executive Management Board

Checking and reporting to the CPG Board of Directors on the status of the pension
provisions of CPG
The Competence Regulations in Annex 3 indicate the form which information, applications or
decisions in this committee should take.
3.3. Delegate
The Board of Directors of CPG may appoint one of its members as a delegate. The delegate
may be commissioned by the Board of Directors to carry out overall management or with
individual tasks at CPG Executive Management Board level. The delegate is bound by
his/her duties to the overall Board of Directors of CPG and/or the committees and shall report
to these bodies.
4. Board of Directors of the subsidiaries
The Board of Directors of the subsidiaries are appointed by the CPG Board of Directors at
the request of the Compensation and Nomination Committee. In general, these posts are
filled by the Head of Finance & Controlling for the Group and one other person. Moreover,
the members of the Board of Directors for the subsidiaries must follow the instructions of the
CPG Executive Management Board.
Persons who, in the context of their employment with a Group company, are active as a
member of the Board of Directors in (another) Group company, shall not receive any additional payment for this.
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5. Executive Management Board of Cham Paper Group
5.1. Composition and appointment
The CPG Board of Directors appoints the CPG Executive Management Board. Its composition can be seen in Annex 2. The members of the Executive Management Board are appointed by the CPG Board of Directors at the request of the Compensation and Nomination
Committee. Their payment is also determined by the CPG Board of Directors at the request
of the Compensation and Nomination Committee.
5.2. Tasks and competences of the CPG Executive Management Board
The Executive Management Board is the highest-ranking operational management committee and is responsible for the operational management of the Group. The Executive holds all
competences that are not reserved for higher-ranking bodies on the basis of legislation, Articles of Association or these Organisational Regulations. In this respect, the following applies:

The CPG Board of Directors determines the Chair of the Executive Management
Board. The Chair and the members of the Executive Management Board are fully liable and accountable to the CPG Board of Directors for the operational activity of the
Group, the implementation of Board of Directors decisions and the flow of information
to the Board of Directors.

The Executive Management Board is responsible for ensuring that the regulations of
all business areas are drawn up in an analogue, level-appropriate manner (including
organigrams).

The Executive Management Board guarantees the introduction and the functioning of
necessary and appropriate internal organisational regulations and coordination within
the scope of the Group’s principles.

Decision-making (see Annex 3) at Group level is based on a regular management
process that, under the leadership of the Chair, includes all members of the Executive
Management Board.
The following main tasks must be carried out at Executive Management Board level, and in
particular by the Chair:

Implementing the decisions of the Board of Directors

Chairing the Executive Management Board (planning, coordination, realisation,
checks) within the scope of the principles laid down by the CPG Board of Directors

Setting income targets and controlling these

Providing immediate information to the Board of Directors in the event that extraordinary incidents occur that could have a significant impact on the course of business
(deaths, accidents, cases of damage or loss, etc.)

Regular reporting to the Chairman and the CPG Board of Directors with regard to the
course of business and the company result

Implementation of the internal control system and ensuring standards are adhered to
at all levels within the Group (compliance)

Drawing up applications regarding investments and organisations, as well as for developing the Group strategy

Management of the Group companies and their bodies

Use of specialist groups to deal with specific tasks.
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The Chair of the Executive Management Board is supported in the following main tasks by
the Head of Finance & Controlling:

Management of finances and creation of the organisational prerequisites necessary
for this

Drawing up of financial reports

Sub-consolidation and processing of the “formalities” for the subsidiaries (Board of Directors meetings, etc.)

Organisation of the checks and monitoring of the significant risk factors

Securing the risks by proposing suitable measures at the level of insurance (including
D&O) and financial hedging

Financial planning and central financial management (financing, cash management)

Tax planning for CPG and its companies

Carrying out the necessary decision-making as a member of the Board of Directors /
organ of the other Group companies and reporting on this to the CPG Executive
Management Board.
As a committee, the Executive Management Board’s tasks include the following in particular:

Operational overall management of the Group and reporting on this to the Board of
Directors

Involvement in development and control of departmental policy and strategy within
the scope of the Group principles (involvement in strategy development, approval of
the objectives and decisions on important business transactions)

Development and compliance with quality standards, security aspects and environmental protection.
5.3. Management and competences at the level of the business units
Supervision of the management of the business units is carried out by the CPG Executive
Management Board.
Management of the business units is carried out by a management team led by a head of a
business unit (hereinafter referred to as “Managing Director”), as follows:

The Managing Directors are appointed by the CPG Board of Directors at the request
of the Compensation and Nomination Committee.

The Managing Directors are responsible for their management of their business units,
in so far as this is not reserved for the Executive Management Board of CPG on the
basis of legislation, Articles of Association or in line with these Organisational Regulations. Motions and decisions must be minuted. The CPG Executive Management
Board shall receive a copy of each set of minutes.

The Managing Directors are responsible to the CPG Executive Management Board
for the operational activity and reporting of the subsidiaries and for the implementation of the Executive Management Board’s rulings.
The subsidiaries are responsible for ensuring that the regulations of their business areas are
drawn up in an analogue, level-appropriate manner (including Organisational Regulations
and organigrams). They guarantee the introduction and the functioning of necessary and
appropriate internal organisational regulations and coordination within the scope of the Executive Management Board’s instructions. The Executive Management Board must monitor
these tasks.
The compensation paid to the members of the management teams of the business units are
established by the Managing Directors, approved by the Chair of the Executive Management
Board and passed on to the CPG Compensation and Nomination Committee for information.
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6. Further provisions
6.1. Distribution of tasks in connection with the SIX listing
The secretariat of the CPG Executive Management Board carries out the following tasks and
notifies the Chairman in good time of these:

Drawing up of all relevant reports in accordance with the Swiss Stock Exchange Act
[Börsengesetz – BEHG] and the Listing Rules [Kotierungsreglement – KR] for submission to the SIX Swiss Exchange and its supervisory bodies

Drawing up of the other reports that are necessary in connection with the listing and
the half-year report and management report

Monitoring the shifts in the existing shareholders, monitoring the entries in the register
of shareholders and preparing for the General Meeting of Shareholders

Monitoring compliance with the guidelines issued by the SIX Swiss Exchange pertaining to Corporate Governance.
6.2. Communication
As a matter of principle, any communication with shareholders and third parties who are not
in a contractual relationship with CPG, and with media representative and analysts, falls within the exclusive competence of the Chairman, unless defined otherwise in the Communications Concept (Annex 4). The same applies with regard to all matters concerning registration
of shareholders and capital market monitoring.
The following activities must therefore only be carried out under the leadership of the Chairman, and in each case only following express approval and in consultation with him/her:

Maintaining contact with shareholders, acting as a point of contact for questions from
shareholders, administrative processing of the applications for registration, letters to
shareholders

Providing information to analysts and the media and fostering contacts with them
Further details are set out in the CPG Communication Concept (see Annex 4).
6.3. Issuing advisory mandates
Set out in Annex 3, Competency Regulations.
6.4. Obligation to avoid insider problems
Pursuant to Article 40 of the Swiss Federal Act on Stock Exchanges and Securities Trading
[Börsengesetz – BEHG], the members of the CPG Board of Directors and the Chair and
members of the Executive Management Board must refrain all any actions that involve exploiting confidential facts in relation to trade in CPG shares. They undertake to avoid anything that could give the impression of an insider offence.
In particular, the members of the CPG Board of Directors and the CPG Executive Management Board undertake not to purchase or sell any CPG shares within the periods of time defined in the Insider Trading Regulations (Annex 5) prior to and after the public announcement
of the annual and six-month results, as well as during critical periods of time linked to takeover projects.
Further details are set out in the CPG Insider Trading Regulations (see Annex 5).
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CPG Organisational Regulations
6.5. Signatory powers
The CPG Board of Directors regulates the signatory powers for CPG. In principle, collective
signing by two persons is applicable as a Group requirement. Moreover, the committee carrying out the appointment shall determine the signatory powers for the named persons.
7. Concluding provisions
7.1. Entry into force and implementation regulations
These Regulations and the Annexes shall enter into force on 19 March 2014.
7.2. Revision and amendment
These Regulations and Annexes are checked and adapted to new circumstances at regular
intervals.
Cham, 19.03.2014
Cham, 19.03.2014
Location, date
Location, date
_____________________________
Philipp Buhofer
_____________________________
Urs Ziegler
Chairman of the Board of Directors
Delegate of the Board of Directors
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Annex 1: Legal structure
Annex 1: Legal structure
Legal structure of Cham Paper Group Holding AG
Cham Paper Group Holding AG
(“CPG“)
100%
IVC AG
Cham Paper Group AG
100%
Cham Paper Group
Schweiz AG
100%
Cham Paper Group
Italia S.p.A.
100%
Cham Paper Group
Asia Pte Ltd.
Condino Energia S.r.l.
Version 23.02.2013
Annex 2: Management structure
Annex 2: Management structure
Management structure of Cham Paper Group Holding AG
Version 23.02.2013
Annex 3: Competency Matrix
Annex 3: Competency matrix
Levels & Generic Function:
Levels & Generic Function:
GV
Generalversammlung CPG
General Meeting of Shareholders
Sub
Subsidiary
Subsidiary
Specific Function
2nd. auth.
Second level
signature
AT
Appl. Tech
Mill
VR
Mill (Carmignano, Cham, Condino)
Mill (Carmignano, Cham, Condino)
CatMng
Category Management
Customer Service
Dept.
Department
Del-VR
Delegierter des Verw altungsrates
Consiglio di amministrazione CPG
Presidente del Consiglio di amministrazione
CPG
Delegato del Consiglio di amministrazione
Cust. Serv.
VRP
Verw altungsrat CPG
Verw altungsratspräsident CPG
Empl. Comm.
Employees Committees
Pers-CPG
Personalausschuss CPG
Comitato personale CPG
Fin
Finance
Prüf-CPG
GL-
Prüfungsausschuss CPG
Geschäftsleitung (GL) (….)
Comitato verifica CPG
Executive Management Board(GL) (….)
HR
Human Recources
IT
Information Tech
H-GL
Vorsitzender der Geschäftsleitung
Head of Executive Mangement Board
Mark
Marketing
H-Fin
Leiter Finance & Controlling
Head of Finance & Controlling
Mnf
Manufacturing
CS
Corporate Services
Corporate Services
PM
Product Management
MD
Geschäftsführer
Managing Director
S
Sales
Mng.- (….)
Manager (Leiter)
Manager (responsabile)
SCM
Suppl. Chain Mng
Dir-S
(Area Sales) Sales Director
(Area Sales) Sales Director
Sup.-
Supervisor (Verantw ortlicher / Responsabile) Supervisor (Verantw ortlicher / Responsabile)
Empl.
Employee
Employee
Deputy (….)
Deputy (Stellvertreter)
Deputy (sostituto)
Admin.- (….)
Administrator (Sachbearbeiter)
Administrator (collaboratore specializzato)
Ass.-
Assistant (Assistent)
Assistant (assistente)
Spec.- (….)
Specialist (Fachspezialist)
Specialist (specialista di settore)
RM
Relevant Member
Relevant Member
Annex 3: Competency Matrix
T he m a
T ema
A nt ra g
R ic hie s t a
R e que s t
E nt s c he id
D e c is io ne
D e c is io n
1
G e s e lls c ha f t s o rga ne / S t a t ut e n
O rga ni s o c ia li / S t a t ut i
1.1
Wahl des Verwaltungsrates
- CP G (gemäss Gesetz: GV-B eschluss)
- To chterfirmen
Elezio ne del Co nsiglio di amministrazio ne
- CP G (ai sensi di legge: delibera A G)
- Filiali
VR / VRP
P rüf-CP G
1. Unt e rs c hrif t
1. F irm a
1s t S igna t ure
2 . Unt e rs c hrif t
2 . F irm a
2 nd S igna t ure
GV
VR
VR
VR-Sub
VR
VR-Sub
Wahl der Revisio nsstelle
- CP G (gemäss Gesetz: GV-B eschluss)
- To chterfirmen
Elezio ne dell’ ufficio di revisio ne
- CP G (ai sensi di legge: delibera A G)
- Filiali
VR / P rüf-CP G
P rüf-CP G
GV
VR
VR
VR-Sub
RM
RM
Ä nderung der Gesellschaftsstatuten
- CP G (gemäss Gesetz: GV-B eschluss)
- To chterfirmen
M o difica degli statuti so ciali
- CP G (ai sensi di legge: delibera A G)
- Filiali
VR / H-GL
H-GL
GV
VR
VR
VR-Sub
RM
RM
1.4
Verabschiedung der Jahresrechnung
A ppro vazio ne del co nto annuale
P rüf-CP G
VR
VR
VR / H-Fin
1.5
Erstellen des CP G Geschäftsberichts
Redazio ne del rappo rto di gestio ne CP G
H-Fin/ H-GL
VR
-
-
2
G e s c hä f t s po lit ik / S t ra t e gie /
Unt e rne hm e ns pla nung
P o lit ic a c o m m e rc ia le / S t ra t e gia /
P ia nif ic a zio ne a zie nda le
2.1
Strategie und Unternehmensplanung
Strategia e pianificazio ne aziendale
VRP / H-GL
VR
-
-
2.2
Dreijahresplanung
P iano triennale
VRP / H-GL
VR
-
-
2.3
Kauf / Verkauf / Liquidatio nen / Fusio nen /
A usgliederung auch innerhalb der Gruppe
A cquisto / Vendita / Liquidazio ni / Fusio ni / Divisio ne
anche all’ interno del gruppo
VRP / H-GL
VR
GL
GL
2.4
Eingehen vo n A llianzen und P artnerschaften vo n
strategischer B edeutung
Co nclusio ne di alleanze e co llabo razio ni di impo rtanza
strategica
VRP / H-GL
VR
GL
GL
2.5
Erlassen vo n Grundsätzen und Richtlinien über das
Erscheinungsbild des Unternehmens
Emanazio ne di principi e direttive sull’ immagine
dell’ azienda
VRP / H-GL
VR
GL
GL
Ko m m unik a t io n
C o m unic a zio ne
Ko mmunikatio n an A ktio näre, Investo ren, A nalysten,
natio nale P resse, Lo kalpresse wenn bö rsenrelevante
Info rmatio n
Ko mmunikatio n CP G-Gro up
Co municazio ne agli azio nisti, investito ri, analisti,
stampa nazio nale, stampa lo cale in caso di
info rmazio ni rilevanti per la bo rsa
Co municazio ne interna CP G
H-GL
VR
-
-
MD
H-GL
-
-
Ko mmunikatio n an M ärkte, Kunden, Fachliteratur,
M essen
Co municazio ne ai mercati, clienti, letteratura
specializzata, fiere
MD
CS
-
-
1.2
1.3
3
3.1b
3.2
Ke nnt nis
C o no s c e nza
Inf o rm a t io n
VR
VRP / H-GL
Annex 3: Competency Matrix
3.3.
Ko mmunikatio n lo kale Stakeho lder, P o litik,
Lo kalpresse, Nachbarn, Verbände
Co municazio ne agli stakeho lder lo cali, po litica,
stampa lo cale, vicini, asso ciazio ni
MD
CS
VRP / H-GL
-
-
3.4
Ko mmunikatio n innerhalb CP G
Co municazio ne interna CP G
Sup.
MD
H-GL / CS
-
-
4
P e rs o ne lle s
P e rs o na le
4.1
Einstellung / Entlassung
- H-GL und M itglieder des GL
A ssunzio ne / Licenziamento
- H-GL e membri del GL
P ers-CP G
VR
GL
HR
Entlassung vo n mehr als 10% der M A einer
Gesellschaft / Einheit
Licenziamento di più del 10% dei co llabo rato ri di una
so cietà / unità
P ers-CP G / H-GL
VR
Dept-RM
HR
Festlegung A uswahlkriterien
- H-GL
- GL / M D
Determinazio ne criteri di selezio ne
- H-GL
- GL / M D
P ers-CP G
P ers-CP G / H-GL
VR
VR
-
-
P ers-CP G
H-GL
VR
VR
-
-
H-Fin
P ers-CP G
-
-
Sup.
MD
-
-
-
-
4.2
4.3
4.4
4.5
4.6
Grundsätze der Entschädigung und Festlegung der
Saläre
- H-GL
- GL / M D
P rincipi di indennizzo e determinazio ne dei salari
- H-GL
- GL / M D
P ers-CP G
Grundsätze / Entscheide über die P ensio nskasse
- Erhö hung der Ko sten für Firma (Versicherungen,
B eiträge)
P rincipi / Decisio ni sulla cassa pensio ni
- A umento dei co sti per l’ azienda (assicurazio ni,
co ntributi)
Stellenplan & P erso nelles
MD
H-GL
- Ernennungen in M ill Team
- B efö rderung in Kader
P iano dell’ o rganico & P erso nale
- P o sizio ni all’ interno del piano dell’ o rganico / B udget
FTE (so stituzio ne)
- P o sizio ni al di fuo ri del piano dell’ o rganico / B udget
FTE
- No mine nel M ill Team
- P ro mo zio ne nei quadri
GL-RM
GL-RM
MD
MD
- A nstellung (GA V- / EA V -Inhalt) / Kündigung
- A ssunzio ne (co ntenuto CCL / RFA ) / Licenziamento
Sup.
MD
Sup.
HR
- Lo hn A ngestellte
- Tempo räreinsatz
- Ferien, Überzeit
- Urlaub unbezahlt
- Verwarnung
- Reglemente
- Salario dipendenti
- Impiego tempo raneo
- Vacanze, strao rdinari
- Vacanze no n retribuite
- A vvertimento
- Rego lamento
Sup.
Dept
Empl. / Sup.
Empl. / Sup.
Sup.
HR, Empl.Co mm.
MD
MD
MD
MD
MD
MD
Sup.
Sup.
Sup.
MD
HR
HR
HR
HR
- Stellen innerhalb Stellenplan / FTE-B udget (Ersatz)
- Stellen ausserhalb Stellenplan / FTE-B udget
H-GL
HR
HR
HR
Sup.
Annex 3: Competency Matrix
5
F ina nze n
5.1
Jährliche Finanz-, Ertrags- und Investitio nsbudgets
F ina nze
- CP G
B udget annuale finanziario , eco no mico e
d’ investimento
- CP G
5.2 (ex. 5.4)
Rechnungslegungsgrundsätze
P rincipi di co ntabilità
5.3 (ex. 5.5)
Kreditaufnahme (Erhö hung Kreditlinie auf Sub Stufe)
Rico rso a credito (aumento linea di credito su livello
Sub)
> 2 M io CHF
> 2 milio ni di CHF
- 2 M io CHF
- 2 milio ni di CHF
Kreditaufnahme (Ä nderung B anken innerhalb der
Kreditlinien auf Sub Stufe)
Reduktio n Kreditlimiten
Rico rso a credito (mo difica banche all’ interno delle
linee di credito su livello Sub)
Riduzio ni limiti di credito
5.4 (ex. 5.6)
Überprüfen der Risiko management P ro zesse
Verificare pro cessi di management del rischio
5.5 (ex. 5.7)
Versicherungsabschlüsse
- D&O
- Internatio nale / Gruppe (Haftpflicht / Sach / Transpo rt
/ Kredit)
- Lo kale / Sub (Gebäude / Fahrzeuge / B esucher /
P erso nen etc.)
Co ntratti assicurativi
- D&O
- Internazio nale / Gruppo (respo nsabilità / co se /
traspo rto / credito )
5.6 (ex. 5.8)
5.7 (ex. 5.9)
5.8 (ex. 5.9)
H-Fin
VR
GL
-
-
P rüf-CP G / H-Fin
VR
H-GL
-
-
P rüf-CP G / H-GL
/ H-Fin
H-Fin
VR
GL
F-RM
F-RM
H-GL
P rüf-CP G
F-RM
F-RM
M D / Fin
H-Fin
GL
H-Fin
VR
GL
F-RM
F-RM
P rüf-CP G / GL
VR
-
-
H-Fin
VR
F-RM
F-RM
H-Fin
H-GL
F-RM
F-RM
- Lo cale / Sub (edifici, veico li, visitato ri / perso ne ecc.)
Sup.
MD
H-Fin
Sub-HR / F-RM
Sub-HR / F-RM
B ürgschaften / Verpfändungen, A bgabe vo n Garantien
/ Letter o f Co mfo rt zugunsten Dritter + eigenen
Gesellschaften ( e xk l. B a nk ga ra nt ie n)
> 0,5 M io CHF
- 0,5 M io CHF
Fideiussio ni / Co stituzio ne in pegno , prestazio ne di
garanzie / Letter o f Co mfo rt a favo re di terzi + so cietà
pro prie (escluse garanzie bancarie)
> 0,5 milio ni di CHF
- 0,5 milio ni di CHF
P rüf-CP G / H-Fin
H-Fin
VR
H-GL
VR / P rüf-CP G
MD
MD
RM
RM
Gewährung vo n Darlehen an Organe
Co ncessio ne di prestiti agli o rgani
H-GL
VR
VRP
H-GL
Gewährung vo n Darlehen an M A und Dritte im
Einzelfall
> 150'000 CHF
- 150'000 CHF
- 50'000 CHF
Co ncessio ni di prestiti ai co llabo rato ri e a terzi in
singo li casi
> 150'000 CHF
- 150'000 CHF
- 50'000 CHF
H-GL
HR
HR
VR
H-GL
MD
MD
MD
MD
Sub-HR
Sub-HR
Sub-HR
VRP
Annex 3: Competency Matrix
6
C P G C re dit M a na ge m e nt / C re dit T e rm s a nd C P G C re dit M a na ge m e nt / C re dit T e rm s a nd
c o lle c t io n P ro c e dure s (siehe auch CP G Credit
c o lle c t io n P ro c e dure s ( v e di a nc he C P G
M anagement P o licy & Guidelines)
C re dit M a na ge m e nt P o lic y & G uide line s )
6.1
Festlegung vo n allgemein gültigen
Zahlungsbedingungen
Determinazio ni di co ndizio ni di pagamento
generalmente valide
6.2
Entscheid über Vergabe vo n Zahlungsbedingungen
ausserhalb der Richtlinien
Decisio ne sull’ assegnazio ne di co ndizio ni di
pagamento al di fuo ri delle direttive
Freigabe vo n Lieferungen bei Zahlungsverzug, o ffene
Rechnungen
Überfällig seit > 30 Tagen - 60 Tagen (B eiträge
kumulativ, nicht pro Freigabe)
- ausserhalb Kreditlinie Versicherung > 500'000 CHF
- ausserhalb Kreditlinie Versicherung - 500'000 CHF
- ausserhalb Kreditlinie Versicherung - 10'000 CHF
- innerhalb Kreditlinie Versicherung
Überfällig seit > 60 Tagen (B eiträge kumulativ, nicht pro
Freigabe)
> 500'000 CHF
- 500'000 CHF
- 10'000 CHF
6.4
6.5
6.6
6.7
7
7.1
S / Fin
GL
S
MD
F
A uto rizzazio ne di co nsegne in caso di mo ra, fatture
aperte
In so fferenza da > 30 gio rni – 60 gio rni (co ntributi
co mulativi, no n per singo la auto rizzazio ne)
- assicurazio ne al di fuo ri della linea di credito > 500'000
- assicurazio ne al di fuo ri della linea di credito - 500'000
- assicurazio ne al di fuo ri della linea di credito - 10'000
- assicurazio ne all’ interno della linea di credito
MD
S
S
S
H-GL / H-Fin
MD / F
F
F
H-GL / H-Fin
S
S
In so fferenza da > 60 gio rni (co ntributi co mulativi, no n
per singo la auto rizzazio ne)
> 500'000 CHF
- 500'000 CHF
- 10'000 CHF
MD
S
S
H-GL / H-Fin
MD / F
F
H-GL / H-Fin
S
MD
H-GL / H-Fin
F
S
MD / F
-
MD
S
H-GL / H-Fin
MD / F
F
S
GL
GL
M D / Sub
Sub
VR
VRP
H-GL
MD
VR
VRP
GL
A ssegnazio ne di limiti di credito int e rni per singo li
Sub
> 500'000 CHF
> 500'000 CHF
- 500'000 CHF o der bei Versicherungslinien >2'500'000 - 500'000 CHF o in caso di linee assicurative
CHF 20% vo n Linie
>2'500'000 CHF 20% della linea
Vergabe vo n int e rne n Kreditlimiten für einzelne Sub's
Freigabe vo n Lieferungen bei Limitenüberschreitungen
(A usnahmefälle)
> 500'000 CHF
- 500'000 CHF
A uto rizzazio ne di co nsegne in caso di superamento
dei limiti (casi eccezio nali)
> 500'000 CHF
- 500'000 CHF
V e rt rä ge , Inv e s t it io ne n / D e s inv e s t it io ne n
(siehe auch Capital expenditures (Capex) Guideline)
C o nt ra t t i, inv e s t im e nt i / dis inv e s t im e nt i
(vedi anche Capital expenditures (Capex) Guideline)
Investitio nen / Desinvestitio nen innerhalb der
genehmigten B udgets
> 5 M io CHF
- 5 M io CHF
- 3 M io . CHF
- 200'000 CHF
Investimenti / disinvestimenti all’ interno del budget
auto rizzato
> 5 milio ni di CHF
- 5 milio ni di CHF
- 3 milio ni di CHF
- 200'000 CHF
MD
MD
MD
MD
M ng.-RM
M ng.-RM
M ng.-RM
M ng.-RM
Annex 3: Competency Matrix
7.2
7.3
8
8.1
8.2
9
Investitio nen / Desinvestitio nen ausserhalb der
genehmigten B udgets
> 2 M io CHF
- 2 M io CHF (maximal 4 M io per Jahr)
- 1M io CHF (maximal 2 M io per Jahr)
- maximal 200'000 CHF per Jahr
Investimenti / disinvestimenti al di fuo ri del budget
auto rizzato
> 2 milio ni di CHF
- 2 milio ni di CHF (massimo 4 milio ni l’ anno )
- 1milio ni di CHF (massimo 2 milio ni l’ anno )
- massimo 200'000 CHF l'anno
Kauf und Verkauf ( V e rt rä ge ) vo n Land und
Gebäuden
A cquisto e vendita ( c o nt ra t t i) di terreni e fabbricati
B e ra t unge n und V e rt rä ge ( a us s e rha lb de s
ge ne hm igt e n B udge t s )
C o ns ule nze e c o nt ra t t i ( a l di f uo ri de l
budge t a ut o rizza t o )
Erteilung vo n B eratungsmandaten (Jahresvo lumen)
auf allen Ebenen
> 200'000 CHF
- 200'000 CHF
- 100'000 CHF
- 20'000 CHF
Co nferimento di mandati di co nsulenza (vo lume
annuo ) a tutti i livelli
> 200'000 CHF
- 200'000 CHF
- 100'000 CHF
- 20'000 CHF
A bschluss vo n Verträgen mit und o hne finanzielle
Verpflichtung
> 3 Jahre Dauer o der ab 1M io . CHF p.a.
- 3 Jahre Dauer o der bis 1M io . CHF p.a.
- 1Jahr Dauer o der bis 500'000 CHF p.a.
GL
GL
MD
Sup.
VR
VRP
H-GL
MD
VR
VR
GL
MD
MD
MD
M ng.-Dept.
M ng.-RM
M ng.-RM
M ng.-RM
M ng.-P ro j.
M D / H-GL
VR
Sub-F
GL
GL
MD
MD
Sup.
VR
H-GL
MD
Dept
VRP
H-GL
Sub-RM
MD
MD
MD
MD
Dept.-RM
Dept.-RM
Dept.-RM
Dept.-RM
H-GL
MD
Sup.
VRP
H-GL
MD
VR / GL
GL
GL
MD
MD
MD
Dept.-RM
Dept.-RM
Dept.-RM
MD
GL
GL
VR
M ark
GL
Stipula di co ntratti co n e senza o bbligo finanziario
> 3 anni di durata o a partire da 1milio ne di CHF p.a.
- 3 anni di durata o fino a 1milio ne di CHF p.a.
- 1anni di durata o fino a 500'000 CHF p.a.
S o rt im e nt s po lit ik
P o lit ic a de lle s c o rt e
9.2
Vergabe vo n P ro duktenamen
A ssegnazio ne dei no mi di pro do tto
10
V e rk a uf / M a rk e t ing
V e ndit a / M a rk e t ing
10.1
A usarbeitung vo n Co rpo rate ID Richtlinien
Elabo razio ne di direttive Co rpo rate ID
10.2
Überwachung der Einhaltung Co rpo rate ID Richtlinien
Verifica dell’ o sservanza delle direttive Co rpo rate ID
10.3
Definitio n der Kundenwertigkeit
Definizio ne delle catego rie di clienti
S / M ark
MD
10.4
A usarbeitung und Definitio n M arketing M ix,
P ro duktsegmentierung
Elabo razio ne e definizio ne del M arketing M ix,
segmentazio ne di pro do tto
S / M ark
MD
10.5
A uswahl Einstellung und Entlassung vo n A genten (inkl. Scelta ingaggio e co ngedo di agenti (inclusi co ntratti,
Verträge, P reise und Ko missio nsvereinbarungen)
prezzi e acco rdi di co mmissio ne)
S
MD
CS / F
Annex 3: Competency Matrix
10.6
Festlegung M engen- und P reisziele für
Verkaufsgesellschaften und A genten
Determinazio ne di o biettivi sulla quantità e sul prezzo
per so cietà di vendita e agenti
S
MD
10.7
Richtlinien für allgemeineP reiserhö hungen
Direttive per aumenti generali dei prezzi
S
MD
GL
10.8
Vertragsabschlüsse
> 12 M o nate Dauer
- 12 M o na t e D a ue r
Stipulazio ne co ntratti
> 12 mesi di durata
- 12 m e s i di dura t a
S
S
H-GL
MD
H-GL
P reisko rrekturen
(Eingabefehler ko rrigieren)
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
Co rrezio ni dei prezzi
erro ri di inserimento )
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
Rabattstrukturen
Strutture di riduzio ne
S
MD
Credit No tes für Ko mmissio nsvereinbarungen so wie
To nnage / Turno ver B o nus
> 100'000 CHF (70'000 Euro )
- 100'000 CHF (70'000 Euro )
- 10'000 CHF ( 7'000 Euro )
Credit No tes per acco rdi di co mmissio ne e bo nus
To nnage / Turno ver
> 100'000 CHF (70'000 Euro )
- 100'000 CHF (70'000 Euro )
- 10'000 CHF (7'000 Euro )
-
-
-
Reklamatio nen
Ko sten aus Reklamatio nen (To talbetrag: P apierwert +
Fo lge- + Kulanzko sten)
- B etro ffene M enge
- Fo lgeko sten:
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
- 3'000 CHF
Reclami
Co sti derivanti da reclami (impo rto to tale: carta valo ri +
co nseguenza + co sti di co rtesia)
- Quantità interessata
- Co sti co nseguenti:
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
- 3'000 CHF
TA C
S
H-GL
Dir-S
PM
CS
Dir-S
S
S
S
Gutschriften aus Reklamatio nen:
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
A ccrediti per reclami:
> 100'000 CHF
- 100'000 CHF
- 10'000 CHF
11
B e s c ha f f ung
F o rnit ura
11.2
Vertragsabschlüsse
> 1Jahre Dauer
- 1Jahr Dauer
Stipulazio ne co ntratti
> 1anno di durata
- 1anno di durata
10.10
10.11
(co rreggere
MD
MD
SCM / P ro c
H-GL
MD
MD
Dir-S
CS
Dir-S
ES
CS-RM
MD
Dir-S
CS
Dir-S
ES
CS
MD
Dir-S
CS
Dir-S
ES
S
MD
SCM
P ro c.
P ro c.
Annex 3: Competency Matrix
12
12.1
12.2
13
13.1
13.2
R e c ht s f ra ge n
Q ue s t io ni giuridic he
Führung und Einstellung vo n P ro zessen mit einem
Streitwert
> 500'000 CHF
- 500'000 CHF
-100'000 CHF
Gestio ne e archiviazio ne di pro cessi co n un valo re
della causa
> 500'000 CHF
- 500'000 CHF
-100'000 CHF
B enachrichtigung des Richters im Falle der
Überschuldung
- der CP G bzw. einer To chterfirma (Sub)
VR
H-GL
MD
VRP / H-GL
VR
VRP
H-GL
Co municazio ne al giudice in caso di inso lvenza
- del CP G o di una filiale (Sub)
V e rs c hie de ne s
V a rie
Verbände / Interessenso rganisatio nen
(Eintritt/A ustritt/Vereinbarungen)
- CP G
- einer To chterfirma (Sub)
A sso ciazio ni / Organizzazio ni di interessi
(entrata/uscita/acco rdi)
- del CP G
- di una filiale (Sub)
A usarbeitung und Implementierung vo n GeschäftsP ro zessen, Systemen und Werkzeugen zur Steuerung
des Geschäftsablaufs
Elabo razio ne e implementazio ne di pro cessi
co mmerciali, sistemi e strumenti di co ntro llo
dell’ andamento degli affari
Safety & Enviro nmental (Italy - Legge 231)
H-GL
MD
H-GL
MD
VR / VRP
VR / VRP / H-GL
Sub
GL
IT / P &QS
MD
H-GL
Annex 4: Communication Concept
Annex 4: Communication Concept
Communication Concept of Cham Paper Group Holding AG
1.
Introduction
This Communication Concept sets out the guidelines and methodology for the external media reporting of Cham Paper Group and the allocation of responsibilities at the level of Cham
Paper Group Holding AG (“CPG”) as a company listed on the stock exchange.
2.
Guidelines
In order to guarantee a fair market valuation of CPG shares, trust is placed in the following
principles:
Transparency: Disclosure aims to achieve better comprehension of the economic factors
with an influence on the company and the business results.
Consistency: Disclosure should be consistent and comparable within each reporting period
and between the individual reporting periods.
Clarity: The information should be presented as clearly as possible, so that the reader can
form a clear image of the course of business.
Relevance: In order to avoid a flood of information, information is only disclosed when it is of
significant importance for the CPG contact groups or where this is necessary reasons connected to supervisory law or the Articles of Association.
3.
Methodology
In a pre-defined cycle (see Section on Information Cycle), the CPG shall issue information on
the course of business, as well as reporting on current events of relevance on an ad-hoc
basis.
As a company listed on the stock exchange, CPG is obliged to issue information on facts of
relevance to its share price (Ad-hoc Publicity, Article 72 of the Listing Regulations). All publications will be made available to all shareholders and interested parties at the same time.
4.
Delimitation in communication from Board of Directors and Executive Management Board of CPG
Communication from the CPG Board of Directors is predominantly targeted at investors, the
media and analysts.
For its part, the CPG Executive Management Board is primarily responsible for communication to customers and employees, whilst employees will also receive press releases dispatched by CPG (via the intranet).
Depending on the content, communication with the local press is carried out either by the
CPG Board of Directors or the Executive Management Board. In this respect, the following
principle applies: Facts that are of regional interest or serve to cultivate the company’s image
are communicated by the Executive Management Board. On the other hand, information that
is relevant to the stock market is communicated at Board of Directors level. The responsibilities must be determined separately in each individual case.
In order to ensure that the information policy within the company is consistent, a round-up of
the facts with possible questions and answers must be drawn up in all cases prior to any
communication, and must be agreed between the Board of Directors and the Executive
Page 1 of 3
Version 23.02.2013
Annex 4: Communication Concept
Management Board. Responses to questions regarding the strategic direction of the Cham
Paper Group as a whole must be provided by the Board of Directors in all cases.
The Chair of the Executive Management Board is responsible for organising communication
and regulating the relevant competences at the level of the business units.
5.
Communication cycle and periodicity
Time
Form
Content
Target group
March
Press release
Turnover/qualitative explanation regarding the previous
financial year
Media, analysts
March
Financial statement, including Comprehensive financial year Shareholders,
Letter to Shareholders, conreporting (ER / BI / CF / segmedia, analysts
ference for analysts and media ment-specific reporting), explanations regarding the financial statement
August
Half-yearly report, Letter to
shareholders, tele-conference
6.
Comprehensive six-month
reporting (ER / BI / CF / Segment reporting)
Shareholders,
media, analysts
Content
The main content of the financial statement is determined by the CPG Board of Directors
each year, in consultation with the CPG Executive Management Board, in a content grid.
The requirements in terms of content for the presentations by the whole Group to the media
and analysts, and the dates for these, are notified in good time each year.
7.
Site of media and analysts' conference / half-year reporting
Following the media and analysts’ conference, the Chairman of the CPG Board of Directors
holds discussions with important shareholders and analysts, for example during a joint drinks
reception or lunch.
Analysts, media organisations (the Swiss national press, local press, commercial press and
specialist press and institutional investors will generally be invited to the tele-conference regarding the half-year result.
In addition, at the request of analysts, investors or the media, ad-hoc discussions may be
held at any time under the leadership of the Chairman of the CPG Board of Directors. In
each case, the Chairman of the CPG Board of Directors decides separately on how to procedure and, where necessary, calls on the support of the Chair of the CPG Executive Management Board or other members of said Committee.
Page 2 of 3
Version 23.02.2013
Annex 4: Communication Concept
8.
Content of communication
Time
CPG
Sites
Information regarding March
financial statement
Turnover
Turnover, order situa½ page
tion, qualitative explanation
Half-year
statement
ER, BI, CF,
EKN, qualitative forecast
ER, qualitative explana- +/- 10 pages
tion (products, markets,
raw materials, exchange
rates), qualitative forecast
financial August
Scope
The content of any quarterly information is reduced to information regarding turnover, which
is backed up by qualitative statements.
The consolidated figures section from CPG sets out the profit and loss statement, the balance sheet, the cash flow statement, the proof of equity and the segment report – including a
comparison with the previous year. The most important items are explained.
At the level of business units, the profit and loss statement is shown with details of the net
profit. Verbal explanations regarding the market, the product groups (in CHF), regions, (in
CHF), raw materials and exchange rates are issued.
When looking forward to the next financial year, no statement of quantitative objectives is
given. However, a qualitative forecast is issued for the business units. In addition, a quantitative growth target for the medium term (3-5 years) is communicated to the outside world.
9.
Management of expectations
The media and analysts are the link between companies and investors/shareholders, and are
known as intermediaries. Our intention is to develop a relationship of trust with analysts and
the media. Contacts with analysts and the media enable the company to gather information
regarding the expectations and attitudes of investors and shareholders and to take these into
account in its communications.
It is in the interest of the company and the intermediaries that their expectations are in line.
For this reason, it is permissible to provide certain indications if estimates by the intermediaries differ significantly from those of the company. However, it is not permitted, and is a criminal offence, to provide information of relevance to the stock market, which must be made
accessible to all stakeholders under the terms of the Non-Discrimination Precept [Gleichbehandlungsgebot].
Cham, 19.03.2014
Cham, 19.03.2014
Location, date
Location, date
_____________________________
Philipp Buhofer
_____________________________
Urs Ziegler
Chairman of the Board of Directors
Delegate of the Board of Directors
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Annex 5: Insider Trading Regulations
Annex 5: Insider Trading Regulations
Insider Trading Regulations of Cham Paper Group Holding AG
1. Principles
Based on Article 40 of the Swiss Federal Act on Stock Exchanges and Securities Trading
(BEHG) (Exploitation of the knowledge of confidential facts), Article 72 of the Listing Regulations of the SIX Swiss Exchange (Disclosure obligation for facts potentially relevant to share
prices) and Item 5 of the Guidelines regarding Ad-hoc Publicity of the SIX Swiss Exchange,
together with Articles 716 et seq. and 730 et seq. of the Swiss Code of Obligations, the CPG
Board of Directors lays down the following Insider Trading Regulations.
2. Definition of insiders
Insiders are defined as all employees of CPG and its subsidiaries who, due to their position
or role within CPG and its subsidiaries, have access to confidential information. In particular,
insiders are defined as:

All members of the CPG Board of Directors in line with the Corporate Governance
definition

All members of the CPG Executive Management Board in line with the Corporate
Governance definition

All employees with significant involvement in the compilation of the annual and halfyear financial statements and the budgets

All employees with significant involvement in projects relating to company acquisitions/sale, restructurings, reorganisations, strategic alliances and cooperations or
matters of similar importance

Persons providing assistance to one of the aforementioned groups of people.
3. Provisions for insiders
Insiders undertake to avoid anything that could give the impression of an insider offence.
Insiders who have a knowledge of confidential information undertake to uphold the confidentiality of that information.
3.1. Automatic black-out periods for insiders
All members of the CPG Board of Directors, the CPG Executive Management Board and all
employees with a significant involvement in the drawing up of the annual and half-year financial statements and of the budgets, are subject to the automatic black-out periods regarding
all annual and half-year statements from CPG and its subsidiaries. In particular, the aforementioned persons undertake, from 1 January until publication of the annual results and
from 1 July until publication of the half-year results of CPG and its subsidiaries, not to
carry out any trade with the CPG shares traded on the Swiss stock market and not to issue
any recommendations to purchase or sell those shares to external third parties (such as life
partners, children, parents, banks, asset managers, investors, financial analysts, media or to
persons or companies close to them either economically or personally) for up to two trading days after the date of official publication.
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Annex 5: Insider Trading Regulations
3.2. Ad-hoc black-out periods for insiders
All employees with significant involvement in projects relating to company acquisitions/sale, restructurings, reorganisations, strategic alliances and cooperations or
matters of similar importance are subject to the ad-hoc blackout periods. In particular, these persons undertake not to carry out any trade with the CPG shares traded on the Swiss
stock market and not to issue any recommendations to purchase or sell these shares to external third parties (such as life partners, children, parents, banks, asset managers, investors, financial analysts, media and persons or companies close to them either economically
or personally) during a specified period of time. These restrictions shall apply until such
time as the plans, events or transactions in question have become public knowledge and the
information regarding them has become so widely known that third parties are able to evaluate it.
Employees who are subject to the ad-hoc black-out periods will be personally informed by
the CPG Holding Secretariat of the start and end of the ad-hoc black-out periods, by email.
4. Concluding provisions
4.1. Consequences under civil and criminal law
Prohibited insider trading may have consequences under civil and criminal law.
4.2. Entry into force and implementation regulations
These Regulations shall enter into force on 19 March 2014. They shall be checked at regular
intervals and adapted in line with new circumstances.
Board of Directors resolution dated 19.03.2014
Cham, 19.03.2014
Cham, 19.03.2014
Location, date
Location, date
_____________________________
Philipp Buhofer
_____________________________
Urs Ziegler
Chairman of the Board of Directors
Delegate of the Board of Directors
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