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IIA-CIA-Part3 Certified Internal Auditor - Part 3, industry Analysis and Information Technology

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IIA-CIA-Part3 exam Dumps Source : Certified Internal Auditor - Part 3, industry Analysis and Information Technology

Test Code : IIA-CIA-Part3
Test denomination : Certified Internal Auditor - Part 3, industry Analysis and Information Technology
Vendor denomination : IIA
: 1770 existent Questions

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IIA Certified Internal Auditor -

County revokes Sweetwater college district's means to pay expenses by itself | killexams.com existent Questions and Pass4sure dumps

The San Diego County office of education on Tuesday took away the Sweetwater Union high college District’s means to pay bills by itself, citing original findings from outdoor auditors on the approaches the district is missing in inner fiscal controls.

One auditing enterprise hired by using the county workplace found that Sweetwater qualifies as “high possibility” and failed in 5 out of 5 areas evaluated for required fiscal controls. That firm, Wilkinson Hadley King & Co. LLP, begun its evaluation of Sweetwater in January and submitted its document to the county remaining week.

The company’s document provides to an inventory of not facile findings uncovered currently concerning the cost purview of Sweetwater, California’s greatest secondary school district with about 39,000 students.

In December, a state fiscal group found that Sweetwater has been misrepresenting its finances and has been relying on interfund borrowing to obtain payroll, amongst different findings. Sweetwater can exist audited by means of the state in coming months and is under investigation by way of the U.S. Securities and change fee.

A Sweetwater spokesman did not supply a remark for this story.

in this most fresh report, the auditing enterprise raised considerations in regards to the indisputable fact that anybody in Sweetwater’s finance department can log an accounting transaction or journal entry with out authorization.

The solid additionally eminent considerations with Sweetwater’s interior audit branch.

for instance, the inner audit fork isn't fully unbiased from the americans it is supposed to audit. The department stories to the superintendent and the district’s audit subcommittee, which comprises the executive monetary officer.

The inner audit department furthermore doesn't verify monetary journal entries and does not employ licensed inside auditors or licensed public accountants, the document pointed out.

The auditing company talked about Sweetwater should rent an authorized inside auditor — that position is at present vacant in the district — and they should still audit the capabilities of the district’s finance branch.

Sweetwater additionally may still require that fiscal journal entries exist authorized and audited, the company pointed out.

The county workplace in November engaged a separate auditing enterprise to prepare cash flood projections of Sweetwater’s cost range. but that solid found that it turned into almost not workable to garner and check Sweetwater’s economic facts for an accurate cash movement or accounting analysis.

“After six weeks of interaction, their enterprise is unable to tangle hold of this baseline facts in a format that their company, beneath the most challenging circumstances, would assume a week and in the better of situations, just a few hours” to research, wrote Caroline Larson, partner with the auditing company, Vavrinek, Trine, Day & Co., LLP. The enterprise additionally does exterior audits for Sweetwater.

The enterprise advised the county it's going to not work on preparing money movement projections unless Sweetwater’s monetary facts are fastened.

primarily based off of both organisations’ findings, the San Diego County office of education on Tuesday revoked Sweetwater’s fiscal accountability fame, or its means to pay providers without delay. That ability the county workplace, which has fiscal oversight powers over college districts, can now audit Sweetwater’s funds to vendors and that Sweetwater requisite to pay providers in the course of the county education office, as most smaller college districts within the county do.

On exact of the issues raised via both auditing enterprises, the county schooling office mentioned it has “grave considerations” concerning the district’s recent attempts to enforce a original monetary gadget.

The state fiscal team spoke of in 2015 and final December that Sweetwater wants an information rig that integrates its human resources, payroll, finances and finance capabilities. the shortcoming of concord between those areas is partly what resulted in Sweetwater’s inaccurate economic reporting, in line with the state fiscal team's most fresh file.

at the moment, the county workplace and 54 faculty districts and constitution schools within the county spend an integrated finance rig called PeopleSoft, which is the county’s suggestion for Sweetwater.

Sweetwater turned into about to transition to PeopleSoft in 2016, nevertheless it modified its intellect and saved the spend of its existing device, TrueCourse.

Some districts had difficulty imposing PeopleSoft closing college yr, to the aspect that the county partly refunded districts’ implementation costs, mentioned Michael Simonson, the county education office’s aide superintendent of enterprise features. Simonson observed an advisory board is working on addressing improvements for PeopleSoft.

As of final month, Sweetwater become planning to endorse a brand original monetary system, Infor, without going through the required request for proposals technique, based on the county training office. Sweetwater at present uses Infor as its human resources device. No different California school district makes spend of Infor, Simonson noted, which raised considerations for the county.

“Our office changed into shocked, to title the least, at the District’s intent to enter prerogative into a compress for a brand original monetary gadget without any prior observe, analysis or dialog with their office," Simonson wrote in a epistle to Sweetwater Superintendent Karen Janney on Tuesday.

“moreover, the District’s want to continue to operate an independent gadget which isn't utilized in any California faculty district, corresponding to your latest TrueCourse device, motives issues that the District may additionally no longer entirely recognize the extent of the current fiscal disaster.”

Simonson additionally mentioned in his epistle that Sweetwater has failed to bear a pair of files that the county has been asking of the district due to the fact that November.

The county told Sweetwater to provide budget reduce plans for the next two faculty years, money amble projections that exhibit interfund borrowing, an in depth analysis of the district’s these days applied early retirement incentive contrivance and the reputation of these vacated positions. The county’s given closing dates for these documents occupy impeccable handed and Sweetwater has yet to supply them.

A Sweetwater spokesman has stated the district plans to supply and endorse a fiscal recovery contrivance someday subsequent month. The district in the past observed it would accomplish that this month.

in view that December, the district says, it has created a “funds position ply analyst” position and a position control committee. The district furthermore says it has a contrivance to shop $2 million next yr by way of cutting 20 to 25 percent of district workplace positions.

Kristen Taketa

email: kristen.taketa@sduniontribune.com

Twitter: @Kristen_Taketa


viewpoint | What finish Auditors Even Do? | killexams.com existent Questions and Pass4sure dumps

In a robust and outspoken dialog, the coverage legend gives exciting insights into international trade, his previous battles and what the long elope holds for the trade and his business.

In 1960, Maurice “Hank” Greenberg became employed as a vp of C.V. Starr & Co. At age 35, he had already accomplished a distinguished deal.

He served his country as Part of the Allied Forces that stormed the shorelines at Normandy and liberated the Nazi death camps. He fought once more impeccable over the Korean struggle, incomes a Bronze star. He held a legislation degree from long island legislation college.

Now he was ready to obtain his outcome on the company world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the industry he situated in Shanghai in 1919 — could not occupy imagined what a outcome it might be.

Mr. Greenberg began to construct AIG as a Starr subsidiary, then in 1969, he took it public. The enterprise would, at its height, achieve a market cap of some $one hundred eighty billion and cement its region as the biggest assurance and monetary functions company in heritage.

This month, Mr. Greenberg travels to China to rejoice the a centesimal anniversary of C.V. Starr & Co. That talk over with happens at a prickly time in U.S.-Sino members of the family, as the Trump administration levies tariffs on a whole bunch of billions of greenbacks in chinese items and China retaliates.

In September, random & coverage® sat down with Mr. Greenberg in his Park Avenue office to listen to his suggestions on the centennial of C.V. Starr, the dynamics of U.S. exchange relationships with China and the way forward for the U.S. coverage industry as it faces the challenges of technology construction and skill recruitment and retention, among many others. What follows is an edited transcript of that discussion.

R&I: a hundred years is reasonably an astonishing milestone for any business. Celebrating the anniversary in China signifies the value and durability of that relationship. are you able to divulge us more about C.V. Starr’s history with China?

Hank Greenberg: we've a long legacy in China. I first went there in 1975. There become Little there, however I had industry impeccable the way through Asia, and i stopped there impeccable the time. I’d cease there a few times a 12 months and construct relationships.

when I first impeccable started traveling China, there became only 1 state-owned coverage industry there, PICC (the people’s assurance enterprise of China); it was tiny on the time. They helped them to grow.

I furthermore obtained the first overseas life insurance license in China, for AIA (The American international Assurance Co.). to this point, there was no different international existence assurance enterprise in China. It took me two decades of complicated work to tangle that license.

We furthermore brought an agency system in China. that they had none. Their lifestyles enterprise personnel would tangle a earnings whether or not they sold anything or now not. With the agency system of path you tangle paid a commission if you sell anything. as soon as that agency system was installed, it went on to create greater than a million jobs.

R&I: So Starr’s success has intended success for the chinese coverage industry as neatly.

Hank Greenberg: That’s partly why we’re going to exist celebrating that anniversary there next month. That party will betide alongside that of IBLAC (foreign industry Leaders’ Advisory Council), a world enterprise advisory community that was build collectively when Zhu Rongji became the mayor of Shanghai [Zhu is since retired from public life]. He requested me to start that to appeal to overseas companies to build money into Shanghai.

“It turns out that it's tougher [for China] to trade, as a result of they've one leader. My wager is that we’ll work it out sooner or later. Trump and Xi must meet. so that it will outcome in some agreement if you want to tangle to them and they'll should finish the leisure of the negotiations. I reckon in an effort to happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in well-liked had been just popping out of the doldrums then; there was a scarcity of international investment. Zhu requested me to chair IBLAC and to assist tangle it begun, which I did. I served as chairman of that neighborhood for a few terms. i am nevertheless Part of that board, and it'll exist celebrating its 30th anniversary along with their a centesimal anniversary.

we now occupy a superb relationship with China, and we’re candid as that you could inform from the op-ed I published in the Wall road Journal. I’m informed that my op-ed was received fairly smartly in China, by each chinese language corporations and overseas organizations doing company there.

On August 29, Mr. Greenberg posted an view piece in the WSJ reminding chinese language leaders of the productive background of U.S.-Sino relations and suggesting that chinese leaders assume pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on present trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, should you are in negotiations, each chief negotiates differently.

President Trump is negotiating in accordance with his usual strategy. What’s different now could exist that President Xi (Jinping, widespread Secretary of the Communist party of China) made himself the emperor. impeccable of the previous presidents in China before the revolution had two phrases. He’s there for life, which makes things a lot more complicated.

R&I: bound does. You’ve obtained a one- or two-time era president talking to someone who can wait it out. It’s basically pleasing.

Hank Greenberg: So, clearly loads of alternate is going on in China. some of it is decent. but as I eminent within the op-ed, China needs to exist handled just like the 2d biggest monetary system on earth, which it's. and it will exist the number 1 monetary system on earth in now not too many years. That means so that you can’t spend the identical terms of trade that you simply did 25 or 30 years ago.

They requisite to occupy access to their market and different markets. pleasant, but you must occupy reciprocity, and that they occupy not been very satisfactory at that.

R&I: What stands in the manner of that going on?

Hank Greenberg: I reflect there are a number of distinguished challenges. One, their constitution makes it very tricky. they occupy a senior official, a regulator, who runs a division inside the executive for coverage. He continues that job as long as he does what leadership needs him to do. He may additionally now not obtain sure what they want him to do.

for example, the president made a speech many months in the past asserting they'll open up banking, assurance and a pair of additional sectors to international funding; nothing came about.

The intent turned into that the top of that division got modified. a brand original administrator got here in who changed into now not inescapable what the president wanted so he did nothing. Time went on and the international community pointed out, “Wait a minute, you promised that you just had been going to finish that and you didn’t try this.”

So the structure is such that it is awfully complex. China can’t react as posthaste because it should. with a view to alternate, nonetheless it goes to assume time.

R&I: That’s pleasing, as a result of throughout the monetary pass in 2008 there turned into speak that China, given their greater centralized authority, might react greater promptly, now not less quickly.

Hank Greenberg: It seems that it's tougher to change, as a result of they occupy got one chief. My wager is that we’ll work it out at some point. Trump and Xi must meet. if you want to outcome in some agreement with a purpose to tangle to them and they're going to must finish the ease of the negotiations. I believe so one can turn up.

R&I: definitely, you've got a really wonderful perspective and sustain in China. For American groups coming to China, what are one of the crucial present challenges?

Hank Greenberg: well, they very a whole lot are looking to finish enterprise in China. That’s as a result of the sheer dimension of the country, at 1.4 billion individuals. It’s a very huge market and never just for insurance corporations. It’s a whole purview of companies that could like to occupy access to China as simply as chinese language organizations occupy access to the U.S.. As I spoke of in the past, that needs to exist resolved.

It’s not going to exist effortless, because China has a historical past of no longer being treated well via different nations. The U.S. has been relatively first rate in that method. They haven’t taken capabilities of China.

R&I: Your op-ed changed into very enlightening on that subject.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China become, a superb country. a Part of that turned into his takeover of the South China Sea rock islands prerogative through the Obama Administration; they did nothing. It’s a Little late now to are attempting and finish something. They promised they might in no way militarize these islands. Then they did. That’s a suitable difficulty in Southern Asia. The different international locations in that region aren't satisfied about that.

R&I: One constituent that has differentiated your enterprise is that it isn't a public enterprise, and it is not a mutual enterprise. They reflect you’re the handiest significant coverage industry with that constitution at that scale. What advantages does that tender you?

Hank Greenberg: Two things. firstly, we’re greater than an assurance enterprise. they occupy the ordinary funding unit with the coverage company. Then we've a separate funding unit that they started, which is terribly a hit. So they occupy a source of profits that is diverse. They don’t must underwrite enterprise that goes to lose a lot of money. now not knowingly anyway.

R&I: And that’s since you are a non-public enterprise?

Hank Greenberg: sure. They entice a special category of person in a non-public enterprise.

R&I: finish you feel that permits you to react greater at once?

Hank Greenberg: fully. after they left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to elope the interior financials and Ed Matthews become the funding guy popping out of Morgan Stanley when i used to exist putting AIG together. They started with three people and now we've 3,500 and turning out to be.

“I believe technology can play a job in cutting back working fees. within the final 70 years, you occupy seen the fee ratio of the industry upward push, and that i’m now not inescapable the industry can occupy the funds for a 35 % fee ratio. but whereas expertise can aid, some extra primary changes will even exist required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being pressured to depart AIG in 2005 in fact became an injustice, incidentally. AIG wouldn’t occupy been in the position it become in 2008 in case you had still been there.

Hank Greenberg: completely no longer. They had the entire prerogative things in vicinity. They met with the monetary services division once a day every day to obtain sure they stuck to what they were speculated to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand prerogative through my trial and spoke of that if I’d been on the enterprise, it wouldn't occupy imploded the style it did.

R&I: And that fateful altenative the AIG board made in fact affected the path of the country.

Hank Greenberg: So many individuals lost impeccable of their internet worth. the brand original administration changed into taking on billions of greenbacks’ worth of risk with out a collateral. they had decimated the internal risk administration controls. And the govt takeover of the enterprise when the fiscal catastrophe blew up turned into grossly unfair.

From the time it went public, AIG’s cost had expanded from $300 million to $180 billion. due to Eliot Spitzer, it’s now worth a fraction of that. His changed into a outrageous misuse of the Martin Act. It gives the legal professional close the vigor to examine without probable cause and convey fraud expenses with no requisite to expose intent. handiest in manhattan does the law supply the AG that lots power.

R&I: It’s exceptionally irritating if you betide to believe the nice of his own personality, and the scandal he turned into worried in.

In early 2008, Spitzer was caught on a federal wiretap arranging a gathering with a prostitute at a Washington lodge and resigned almost immediately thereafter.

Hank Greenberg: yes. And it’s been successive. dissect Eric Schneiderman. He resigned previous this yr when it came out that he had abused a few ladies. And this became after he got here out so strongly in opposition t different men accused of the identical factor. To me it demonstrates hypocrisy and maltreat of vigour.

Schneiderman adopted in Spitzer’s footsteps in leveraging the Martin Act in opposition t a lot of establishments to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You spoke of you’re at three,500 people and still growing. As you proceed to extend, how finish you deal with the problem of attracting talent?

Hank Greenberg: They did anything closing week.

On September sixteenth, St. John’s tuition introduced the largest reward in its 148-yr background. The Starr groundwork donated $15 million to the college, setting up the Maurice R. Greenberg leadership Initiative at St. John’s college of possibility administration, coverage and Actuarial Science.

Hank Greenberg: they occupy recruited from St. John’s for a lot of, many years. These are young people who want to exist within the assurance industry. They don’t tangle into it by accident. They keep at to develop into trained in this and we've recruited some very qualified individuals from that college. however they furthermore recruit from many other universities. On the investment aspect, backyard of the insurance trade, they additionally recruit from Wall road.

R&I: We’re very attracted to the way you and other leaders during this industry view know-how and the way they’re going to obtain spend of it.

Hank Greenberg: I believe know-how can play a role in decreasing working fees. in the final 70 years, you occupy got considered the expense ratio of the industry upward thrust, and that i’m now not sure the industry can occupy the funds for a 35 percent fee ratio. but whereas technology can help, some extra primary changes will furthermore exist required.

R&I: So as the pre-eminent chief of the coverage business, what finish you survey in terms of where insurance is now an where it’s going?

Hank Greenberg: The nation and the realm will at impeccable times want coverage. That doesn’t suggest that what they occupy nowadays is what we’re going to occupy 25 years from now.

How rapidly the change comes and how some distance it will retreat will reckon on particular person agencies and individual countries. Some should exist greater heroic than others. but alternate will assume place, there isn't any doubt about it.

extra will retreat on in house, there is no query about that. We’re involved in it presently as an insurance company, and it will tangle broader.

one of the most belongings you ought to worry about is it’s now a nuclear world. It’s a greater immoral world. And once again, they occupy to find a way to cope with that.

So, alternate is inevitable. You requisite people who can deal with exchange.

R&I:  Is there the rest, Mr. Greenberg, you want to touch upon?

Hank Greenberg: I believe I’ve lined it. &


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Certified Internal Auditor - Part 3, industry Analysis and Information Technology

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Auditor Certificate Programs and Certifications | killexams.com existent questions and Pass4sure dumps

Certifications for auditors exist in several other fields and include certified biomedical, HACCP and quality auditors. The certifications are offers through the American Society for quality (ASQ). To apply for these certification exams, applicants must possess five years of job sustain in the locality of the certification. However, having an associate, bachelor's or master's degree waives some of the sustain requirements. Certified biomedical, HACCP and quality auditors must furthermore complete 18 recertification units in a 3-year era to maintain certification.

Popular Careers

Certified IT auditors may find a wide purview of entry- to mid-level positions within various companies or organizations. With a residential energy auditor certificate, graduates may find entry-level positions in construction, technology, manufacturing and engineering fields. The following positions are career choices graduates of the certificate program may take.

  • Energy auditor
  • Energy conservation representative
  • Field energy consultant
  • Process assurance analyst
  • Information systems audit manager
  • Senior auditor
  • Employment Outlook and Salary Info

    Certified auditors may obtain entry-level positions within big corporations in the internal auditing department and may eventually become Chief Audit Executives. According the U.S. Bureau of Labor Statistics (www.bls.gov), the exact for accountants and auditors will augment by about 11% from 2014-2024 due to the augment exact for industry and organizations to provide accountability in spending to meet monetary regulations. Accountants and auditors earned a median yearly salary of $67,190 in 2015, as per data released by the BLS.

    Professional Certification and Continuing Education

    Students seeking to become CIAs (certified internal auditors) must pass the 4-part exam administered by the Institute of Internal Auditors. They must hold a bachelor's or master's degree and occupy completed a minimum of two years of internal auditing experience. Each segment of the exam must exist completed within two years of each other. Those that occupy become certified in internal auditing must maintain their certification by completing Continuing Professional Education (CPE) hours every two years.

    To receive a certification as a residential energy auditor, students must assume and pass national certification exams required by the Residential Energy Services Network and the edifice Performance Institute Inc. Students may furthermore further their education by enrolling in an associate degree program in energy performance and resource management.

    Certification for IT auditing is offered by the Information Systems Audit and Control Association (ISACA) for a certified information systems auditor (CISA) certification. To qualify for the certification, graduates must hold five years of sustain in IT auditing and complete the CISA exam. CISA's must furthermore complete a minimum of 20 hours of CPE annually to maintain certification.

    The exact for auditors is expected to grow by 11% over the next decade, and prospective students occupy many different certificate programs to select from including internal auditing, residential energy, and IT.


    10-K: COGNIZANT TECHNOLOGY SOLUTIONS CORP | killexams.com existent questions and Pass4sure dumps

    (EDGAR Online via COMTEX) -- item 7. Management's Discussion and Analysis of monetary Condition and Results of Operations Executive Summary

    Cognizant is one of the world's leading professional services companies, transforming clients' business, operating and technology models for the digital era. Their industry-based, consultative approach helps customers envision, build and elope more innovative and efficient businesses. Their services include digital services and solutions, consulting, application development, systems integration, application testing, application maintenance, infrastructure services and industry process services. Digital services are becoming an increasingly faultfinding Part of their portfolio of services and solutions and are often integrated or delivered along with their other services. They tailor their services and solutions to specific industries and spend an integrated global delivery model that employs customer service teams based at customer locations and delivery teams located at customer locations and dedicated global and regional delivery centers.

    In 2018, they executed on their strategy to grow revenues and expand operating margins while completing their previously announced capital recrudesce plan. Revenues for the year ended December 31, 2018 increased to $16,125 million from $14,810 million for the year ended December 31, 2017, representing growth of 8.9%, or 8.5% on a constant currency basis1. Going forward, they await to continue to invest in their digital capabilities, including the extensive training and re-skilling of their technical teams and the expansion of their local workforces in the United States and other markets around the world. They await these investments to contribute significantly to their organic revenue growth. Additionally, they contrivance to supplement their organic growth through select strategic acquisitions, joint ventures, investments and alliances that can expand their digital capabilities, geographic footprint or industry capabilities. In 2018, they completed five acquisitions: Bolder Healthcare Solutions ("Bolder"), a provider of revenue cycle management solutions to the healthcare industry in the United States; Hedera Consulting, a industry advisory and data analytics service provider in Belgium and the Netherlands; Softvision, a digital engineering and consulting company with significant operations in Romania and India that focuses on agile evolution of custom cloud-based software and platforms for customers primarily in the United States; ATG, a United States based consulting company that helps companies plan, implement, and optimize automated cloud-based quote-to-cash industry processes and technologies; and SaaSfocus, a Salesforce services provider in Australia.

    2017 Capital recrudesce contrivance 2018 2017 Total (in millions) Dividends paid(1) $ 468 $ 265 $ 733 Share repurchases under their Board authorized stock repurchase contrivance 1,175 1,800 2,975 Total $ 1,643 $ 2,065 $ 3,708 _________________

    Beginning in 2019, their original capital recrudesce contrivance anticipates the deployment of approximately 50% of their global free cash flow1 for dividends and share repurchases and approximately 25% of their global free cash flow1 for acquisitions, as needed. For the year ended December 31, 2018, their cash flows from operating activities were $2,592 million while their global free cash flow1 was $2,215 million. They review their capital recrudesce contrivance on an on-going basis, considering their monetary performance and liquidity position, investments required to execute their strategic plans and initiatives, acquisition opportunities, the economic outlook, regulatory changes and other apropos factors. As these factors may change over time, the actual amounts expended on stock repurchase activity, dividends and acquisitions, if any, during any particular era cannot exist predicted and may fluctuate from time to time.

    Table of Contents

    In 2018, they announced a contrivance to modify their non-GAAP monetary measures. Their historical non-GAAP monetary measures, non-GAAP operating margin2, non-GAAP income from operations2 and non-GAAP diluted earnings per share2 ("non-GAAP diluted EPS")2, excluded stock-based compensation expense, acquisition-related charges and unusual items, and their non-GAAP diluted EPS2 additionally excluded net non-operating exotic currency exchange gains or losses and the tax impacts of impeccable applicable adjustments. Their original non-GAAP monetary measures, Adjusted Operating Margin2, Adjusted Income From Operations2 and Adjusted Diluted Earnings Per Share2 ("Adjusted Diluted EPS")2, exclude only unusual items and Adjusted Diluted EPS2 additionally excludes net non-operating exotic currency exchange gains or losses and the tax impact of impeccable applicable adjustments. They are furthermore introducing two original non-GAAP monetary measures, free cash flow2 and constant currency revenue growth2. Free cash flow2 is defined as cash flood from operating activities net of purchases of property and equipment. Constant currency revenue growth2 is defined as revenues for a given era restated at the comparative period's exotic currency exchange rates measured against the comparative period's reported revenues. survey "Non-GAAP monetary Measures" for more information.

    augment 2018(1) 2017 $ % (Dollars in millions, except per share data) Revenues $ 16,125 $ 14,810 $ 1,315 8.9 Income from operations 2,801 2,481 320 12.9 Net income 2,101 1,504 597 39.7 Diluted earnings per share 3.60 2.53 1.07 42.3 Other monetary Information2 Non-GAAP income from operations $ 3,345 $ 2,912 $ 433 14.9 Adjusted Income From Operations 2,920 2,553 367 14.4 Non-GAAP diluted EPS 4.57 3.77 0.80 21.2 Adjusted Diluted EPS 4.02 3.42 0.60 17.5 _____________

    The following charts set forth revenues and revenue growth by industry segment and geography for the years ended December 31, 2017 and 2018:

    Table of Contents

    The following factors impacted their revenue growth during the year ended December 31, 2018 as compared to the year ended December 31, 2017:

    Revenues in their monetary Services segment grew below Company tolerable as inescapable banking customers continue to optimize the cost of supporting their legacy systems and operations, including touching a portion of their services to captives, as they shift their spend to transformation and digital services;

    Sustained strength in the North American market;

    Revenues from their customers in Europe grew 18.3%, or 15.2% on a constant currency3 basis;

    Revenues from their ease of Europe customers increased 25.2%, or 22.2% on a constant currency basis3; Revenues from their United Kingdom customers increased 10.8%, or 7.6% on a constant currency basis3. Revenue growth in the United Kingdom continues to exist negatively affected by weakness in the banking sector in that region; Revenues from their customers in their ease of World region grew 3.4%, or 6.1% on a constant currency basis3;

    Increased customer spending on discretionary projects;

    Expansion of their service offerings, including consulting and digital services, next-generation IT solutions and platform-based solutions;

    Continued expansion of the market for global delivery of technology and industry process services; and

    Increased penetration of existing customers.

    The following chart sets forth their GAAP operating margin, Adjusted Operating Margin3 and non-GAAP operating margin3 for the years ended December 31, 2017 and 2018:

    Table of Contents

    Other Matters

    In March 2018, the ITD placed an attachment on inescapable of their India bank accounts, relating to the 2016 India Cash Remittance. In April 2018, the Madras high Court granted their application for a stay of the actions of the ITD and lifted the ITD's attachment of their bank accounts. As Part of the interim stay order, they occupy deposited 5 billion Indian rupees ($71 million at the December 31, 2018 exchange rate), representing 15% of the disputed tax amount related to the 2016 India Cash Remittance, with the ITD. This amount is presented in "Other current assets" on their consolidated statement of monetary position. In addition, the court has placed a lien on inescapable time deposits of CTS India in the amount of 28 billion Indian rupees ($404 million at the December 31, 2018 exchange rate), which is the balance of the disputed tax amount related to the 2016 India Cash Remittance. The affected time deposits are considered restricted assets and they occupy reported them in "Short-term investments" on their consolidated statement of monetary position. As of December 31, 2018, the restricted time deposits equipoise was $423 million, including accumulated interest. In February 2019, they completed their internal investigation focused on whether inescapable payments relating to Company-owned facilities in India were made improperly and in violation of the U.S. exotic pervert Practices Act ("FCPA") and other applicable laws. The investigation was conducted under the oversight of the Audit Committee, with the assistance of outside counsel. During the year ended December 31, 2016, they recorded out-of-period corrections related to $4 million of potentially unseemly payments between 2009 and 2016 that had been previously capitalized when they should occupy been expensed. These out-of-period corrections were not material to any previously issued monetary statements. There were no adjustments recorded during 2018 or 2017 related to the amounts then under investigation.

    On February 15, 2019, they announced a resolution of the previously disclosed investigations by the U.S. Department of Justice ("DOJ") and the U.S. Securities and Exchange Commission ("SEC") into the matters that were the subject of their internal investigation. The resolution required the Company to pay approximately $28 million to the DOJ and SEC, an amount consistent with the Company's accrual ("FCPA Accrual") recorded during the quarter ended September 30, 2018.

    During the years ended December 31, 2018, 2017 and 2016, they incurred $16 million (not including the FCPA Accrual), $36 million and $27 million, respectively, in costs related to the above investigations and the legal matters described in Note 15 to their consolidated monetary statements. They await to continue to incur legal fees and other expenses, including indemnification and expense advancement obligations, related to stockholder litigation and other legal proceedings pertaining to the matters that were the focus of the now completed FCPA investigations described above.

    Our customers' dual mandate of simultaneously achieving cost savings while investing in transformation and innovation;

    Continued focus by customers on directing technology spending towards cost containment projects;

    Discretionary spending by their customers may exist negatively affected by international trade policies as well as other macroeconomic factors;

    Uncertainty related to the potential economic and regulatory impacts of the 2016 United Kingdom referendum to exit the European Union (the "Brexit Referendum");

    Table of Contents

    Demand from inescapable banking customers may continue to exist negatively affected by their ongoing efforts to optimize the cost of supporting their legacy systems and operations, including touching a portion of their services to captives, as they shift their spend to transformation and digital services;

    Demand from their healthcare customers may continue to exist affected by the uncertainty in the regulatory environment and industry-specific trends, including industry consolidation and convergence;

    Demand among their technology customers may exist affected by uncertainty in the regulatory environment while significant merger and acquisition activity continues to impact their customers in the communications and media industry;

    Uncertainty regarding regulatory changes, including potential regulatory changes with respect to immigration and taxes;

    Legal fees and other expenses, including indemnification and expense advancement obligations, related to stockholder litigation and other legal proceedings pertaining to the matters that were the focus of now completed FCPA investigations described above; and

    Volatility in exotic currency rates.

    In response to this environment, they contrivance to:

    Continue to invest in their talent base, including through local hiring and re-skilling, and original service offerings, including digital technologies and original delivery models;

    Partner with their existing customers to garner an increased portion of their customers' overall spend by providing innovative solutions;

    Focus on growing their industry in Europe, the Middle East, Asia Pacific and Latin America, where they believe there are opportunities to gain market share;

    Pursue strategic acquisitions that they believe add original technologies, including digital technologies, or platforms that complement their existing services, ameliorate their overall service delivery capabilities, or expand their geographic presence; and

    Focus on operating discipline in order to appropriately manage their cost structure.

    Business Segments

    Our reportable segments are:

    Healthcare, which consists of their healthcare and life sciences operating segments;

    Products and Resources, which consists of their retail and consumer goods, manufacturing and logistics, travel and hospitality, and energy and utilities operating segments; and

    Communications, Media and Technology, which includes their communications and media operating segment and their technology operating segment.

    Our chief operating decision maker evaluates the Company's performance and allocates resources based on segment revenues and operating profit. Segment operating profit is defined as income from operations before unallocated costs. Generally, operating expenses for each operating segment occupy similar characteristics and are subject to the very factors, pressures and challenges. However, the economic environment and its effects on industries served by their operating segments may impress revenues and operating expenses to differing degrees.

    Table of Contents

    Results of Operations for the Three Years Ended December 31, 2018

    The following table sets forth inescapable monetary data for the three years ended December 31, 2018:

    % of % of % of Increase/Decrease 2018(1) Revenues 2017 Revenues 2016 Revenues 2018 2017 (Dollars in millions, except per share data) Revenues $ 16,125 100.0 $ 14,810 100.0 $ 13,487 100.0 $ 1,315 $ 1,323 Cost of revenues(2) 9,838 61.0 9,152 61.8 8,108 60.1 686 1,044 Selling, universal and administrative expenses(2) 3,026 18.8 2,769 18.7 2,731 20.2 257 38 Depreciation and amortization expense 460 2.9 408 2.8 359 2.7 52 49 Income from operations 2,801 17.4 2,481 16.8 2,289 17.0 320 192 Other income (expense), net (4 ) 174 68 (178 ) 106 Income before provision for income taxes 2,797 17.3 2,655 17.9 2,357 17.5 142 298 Provision for income taxes (698 ) (1,153 ) (805 ) 455 (348 ) Income from equity mode investment 2 2 1 - 1 Net income $ 2,101 13.0 $ 1,504 10.2 $ 1,553 11.5 $ 597 $ (49 ) Diluted EPS $ 3.60 $ 2.53 $ 2.55 $ 1.07 $ (0.02 ) Other monetary Information (3) Non-GAAP income from operations and non-GAAP operating margin $ 3,345 20.7 $ 2,912 19.7 $ 2,636 19.5 433 $ 276 Adjusted Income From Operations and Adjusted Operating Margin $ 2,920 18.1 $ 2,553 17.3 $ 2,289 17.0 367 264 Non-GAAP diluted EPS $ 4.57 $ 3.77 $ 3.39 0.80 0.38 Adjusted Diluted EPS $ 4.02 $ 3.42 $ 2.98 $ 0.60 $ 0.44 _________________

    (2) Exclusive of depreciation and amortization expense.

    (3) Non-GAAP income from operations, Adjusted Income from Operations, non-GAAP operating margin, Adjusted Operating Margin, non-GAAP diluted EPS and Adjusted Diluted EPS are not measurements of monetary performance prepared in accordance with GAAP. survey "Non-GAAP monetary Measures" for more information and reconciliations to the most directly comparable GAAP monetary measures.

    Revenues - Overall

    Table of Contents

    Revenues from their top customers as a percentage of total revenues were as follows:

    For the years ended December 31, 2018 2017 2016 Top five customers 8.6 % 8.9 % 10.0 % Top ten customers 15.4 % 14.9 % 16.7 %

    . . .

    Feb 19, 2019

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    Perspective | What finish Auditors Even Do? | killexams.com existent questions and Pass4sure dumps

    In a robust and outspoken conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.

    In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a distinguished deal.

    He served his country as Part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from original York Law School.

    Now he was ready to obtain his outcome on the industry world.

    Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not occupy imagined what a outcome it would be.

    Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its status as the largest insurance and monetary services company in history.

    This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

    In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology evolution and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.

    R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the significance and longevity of that relationship. Can you divulge us more about C.V. Starr’s history with China?

    Hank Greenberg: We occupy a long history in China. I first went there in 1975. There was Little there, but I had industry throughout Asia, and I stopped there impeccable the time. I’d stop there a pair of times a year and build relationships.

    When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. They helped them to grow.

    I furthermore received the first exotic life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other exotic life insurance company in China. It took me 20 years of hard work to tangle that license.

    We furthermore introduced an agency system in China. They had none. Their life company employees would tangle a salary whether they sold something or not. With the agency system of course you tangle paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

    R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

    Hank Greenberg: That’s partly why we’re going to exist celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International industry Leaders’ Advisory Council), an international industry advisory group that was build together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract exotic companies to invest in Shanghai.

    “It turns out that it is harder [for China] to change, because they occupy one leader. My guess is that we’ll work it out sooner or later. Trump and Xi occupy to meet. That will result in some agreement that will tangle to them and they will occupy to finish the ease of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

    Shanghai and China in universal were just coming out of the doldrums then; there was a lack of exotic investment. Zhu asked me to chair IBLAC and to assist tangle it started, which I did. I served as chairman of that group for a pair of terms. I am still a Part of that board, and it will exist celebrating its 30th anniversary along with their 100th anniversary.

    We occupy a satisfactory relationship with China, and we’re candid as you can divulge from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and exotic companies doing industry there.

    On August 29, Mr. Greenberg published an view piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders assume pragmatic steps to ease trade tensions with the U.S.

    R&I: What’s your outlook on current trade relations between the U.S. and China?

    Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

    President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, universal Secretary of the Communist Party of China) made himself the emperor. impeccable the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

    R&I: Sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

    Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to exist treated like the second largest economy in the world, which it is. And it will exist the number one economy in the world in not too many years. That means that you can’t spend the very terms of trade that you did 25 or 30 years ago.

    They want to occupy access to their market and other markets. Fine, but you occupy to occupy reciprocity, and they occupy not been very satisfactory at that.

    R&I: What stands in the way of that happening?

    Hank Greenberg: I reflect there are several substantial challenges. One, their structure makes it very difficult. They occupy a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not exist sure what they want him to do.

    For example, the president made a speech many months ago adage they are going to open up banking, insurance and a pair of additional sectors to exotic investment; nothing happened.

    The intuition was that the head of that division got changed. A original administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to finish that and you didn’t finish that.”

    So the structure is such that it is very difficult. China can’t react as posthaste as it should. That will change, but it is going to assume time.

    R&I: That’s interesting, because during the monetary pass in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

    Hank Greenberg: It turns out that it is harder to change, because they occupy one leader. My guess is that we’ll work it out sooner or later. Trump and Xi occupy to meet. That will result in some agreement that will tangle to them and they will occupy to finish the ease of the negotiations. I believe that will happen.

    R&I: Obviously, you occupy a very unique perspective and sustain in China. For American companies coming to China, what are some of the current challenges?

    Hank Greenberg: Well, they very much want to finish industry in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very vast market and not just for insurance companies. It’s a whole purview of companies that would like to occupy access to China as easily as Chinese companies occupy access to the United States. As I said previously, that has to exist resolved.

    It’s not going to exist easy, because China has a history of not being treated well by other countries. The U.S. has been pretty satisfactory in that way. They haven’t taken edge of China.

    R&I: Your op-ed was very enlightening on that topic.

    Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a distinguished country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; they did nothing. It’s a Little late now to try and finish something. They promised they would never militarize those islands. Then they did. That’s a existent problem in Southern Asia. The other countries in that region are not jubilant about that.

    R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. They reflect you’re the only big insurance company with that structure at that scale. What advantages does that give you?

    Hank Greenberg: Two things. First of all, we’re more than an insurance company. They occupy the traditional investment unit with the insurance company. Then they occupy a separate investment unit that they started, which is very successful. So they occupy a source of income that is diverse. They don’t occupy to underwrite industry that is going to lose a lot of money. Not knowingly anyway.

    R&I: And that’s because you are a private company?

    Hank Greenberg: Yes. They attract a different type of person in a private company.

    R&I: finish you reflect that enables you to react more quickly?

    Hank Greenberg: Absolutely. When they left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to elope the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. They started with three people and now they occupy 3,500 and growing.

    “I reflect technology can play a role in reducing operating expenses. In the final 70 years, you occupy seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore exist required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

    R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t occupy been in the position it was in 2008 if you had still been there.

    Hank Greenberg: Absolutely not. They had impeccable the prerogative things in place. They met with the monetary services division once a day every day to obtain sure they stuck to what they were supposed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not occupy imploded the way it did.

    R&I: And that fateful decision the AIG board made really affected the course of the country.

    Hank Greenberg: So many people lost impeccable of their net worth. The original management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the monetary pass blew up was grossly unfair.

    From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a outrageous misuse of the Martin Act. It gives the Attorney universal the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in original York does the law concede the AG that much power.

    R&I: It’s especially frustrating when you reckon the quality of his own character, and the scandal he was involved in.

    In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

    Hank Greenberg: Yes. And it’s been successive. keep at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the very thing. To me it demonstrates hypocrisy and maltreat of power.

    Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

    R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and still growing. As you continue to expand, how finish you deal with the challenge of attracting talent?

    Hank Greenberg: They did something final week.

    On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

    Hank Greenberg: They occupy recruited from St. John’s for many, many years. These are young people who want to exist in the insurance industry. They don’t tangle into it by accident. They study to become proficient in this and they occupy recruited some very qualified individuals from that school. But they furthermore recruit from many other universities. On the investment side, outside of the insurance industry, they furthermore recruit from Wall Street.

    R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to spend it.

    Hank Greenberg: I reflect technology can play a role in reducing operating expenses. In the final 70 years, you occupy seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore exist required.

    R&I: So as the pre-eminent leader of the insurance industry, what finish you survey in terms of where insurance is now an where it’s going?

    Hank Greenberg: The country and the world will always requisite insurance. That doesn’t express that what they occupy today is what we’re going to occupy 25 years from now.

    How quickly the change comes and how far it will retreat will depend on individual companies and individual countries. Some will exist more heroic than others. But change will assume place, there is no doubt about it.

    More will retreat on in space, there is no question about that. We’re involved in it prerogative now as an insurance company, and it will tangle broader.

    One of the things you occupy to worry about is it’s now a nuclear world. It’s a more unsafe world. And again, they occupy to find some way to deal with that.

    So, change is inevitable. You requisite people who can deal with change.

    R&I:  Is there anything else, Mr. Greenberg, you want to remark on?

    Hank Greenberg: I reflect I’ve covered it. &



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