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

Vendor Name : IIA
Exam Code : IIA-CIA-Part3
Exam Name : Certified Internal Auditor - Part 3, Business Analysis and Information Technology
Questions and Answers : 1770 Q & A
Updated On : March 18, 2019
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IIA IIA-CIA-Part3 Exam (Certified Internal Auditor - Part 3, Business Analysis and Information Technology) Detailed Information

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

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

Test Code : IIA-CIA-Part3
Test Name : Certified Internal Auditor - Part 3, Business Analysis and Information Technology
Vendor Name : IIA
Q&A : 1770 Real Questions

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IIA Certified Internal Auditor -

County revokes Sweetwater college district's means to pay expenses by itself | killexams.com Real 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 new 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 easy findings uncovered currently concerning the price range 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 make payroll, amongst different findings. Sweetwater can be 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 firm additionally noted considerations with Sweetwater’s interior audit branch.

for instance, the inner audit branch 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 financial officer.

The inner audit department also 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 be authorized and audited, the company pointed out.

The county workplace in November engaged a separate auditing enterprise to prepare cash flow projections of Sweetwater’s price range. but that firm found that it turned into almost not possible to reap and check Sweetwater’s economic facts for an accurate cash movement or accounting analysis.

“After six weeks of interaction, our enterprise is unable to get hold of this baseline facts in a format that our company, beneath the most challenging circumstances, would take 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 need 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 new financial gadget.

The state fiscal team spoke of in 2015 and last December that Sweetwater wants an information equipment 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 use an integrated finance equipment 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 use 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 assistant superintendent of enterprise features. Simonson observed an advisory board is working on addressing improvements for PeopleSoft.

As of last month, Sweetwater become planning to approve a brand new financial 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 use of Infor, Simonson noted, which raised considerations for the county.

“Our office changed into shocked, to claim the least, at the District’s intent to enter right into a contract for a brand new monetary gadget without any prior observe, analysis or dialog with our office," Simonson wrote in a letter 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 letter that Sweetwater has failed to produce a couple 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 move projections that exhibit interfund borrowing, an in depth analysis of the district’s these days applied early retirement incentive plan and the reputation of these vacated positions. The county’s given closing dates for these documents have all handed and Sweetwater has yet to supply them.

A Sweetwater spokesman has stated the district plans to supply and approve a fiscal recovery plan 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 handle analyst” position and a position control committee. The district also says it has a plan 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


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In a robust and frank dialog, the coverage legend gives exciting insights into international trade, his previous battles and what the long run 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 great 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 all over the Korean struggle, incomes a Bronze star. He held a legislation degree from long island legislation college.

Now he was ready to make his mark on the company world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the business he situated in Shanghai in 1919 — could not have imagined what a mark 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, chance & 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 business 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 tell us more about C.V. Starr’s history with China?

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

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

I also 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 get that license.

We also brought an agency system in China. that they had none. Their lifestyles enterprise personnel would get a earnings whether or not they sold anything or now not. With the agency system of path you get 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 business as neatly.

Hank Greenberg: That’s partly why we’re going to be celebrating that anniversary there next month. That party will happen alongside that of IBLAC (foreign business Leaders’ Advisory Council), a world enterprise advisory community that was put 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 put money into Shanghai.

“It turns out that it's tougher [for China] to trade, as a result of they've one leader. My bet 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 get to them and they'll should finish the leisure of the negotiations. I consider in an effort to happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in popular had been just popping out of the doldrums then; there was a scarcity of international investment. Zhu requested me to chair IBLAC and to help get 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 be celebrating its 30th anniversary along with our a centesimal anniversary.

we now have 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 opinion piece in the WSJ reminding chinese language leaders of the productive background of U.S.-Sino relations and suggesting that chinese leaders take 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 be that President Xi (Jinping, widespread Secretary of the Communist party of China) made himself the emperor. all 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 period 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 noted within the op-ed, China needs to be handled just like the 2d biggest financial system on earth, which it's. and it will be the number 1 financial system on earth in now not too many years. That means so that you can’t use the identical terms of trade that you simply did 25 or 30 years ago.

They need to have access to our market and different markets. pleasant, but you must have reciprocity, and that they have not been very good at that.

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

Hank Greenberg: I think there are a number of great challenges. One, their constitution makes it very tricky. they have 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 make 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 couple of additional sectors to international funding; nothing came about.

The intent turned into that the top of that division got modified. a brand new administrator got here in who changed into now not certain 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 do that and you didn’t try this.”

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

R&I: That’s pleasing, as a result of throughout the financial crisis 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 have got one chief. My wager is that we’ll work it out at some point. Trump and Xi must meet. if you want to effect in some agreement with a purpose to get to them and they're going to must finish the rest of the negotiations. I believe so one can turn up.

R&I: definitely, you've got a really wonderful perspective and experience 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 do 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 range of companies that could like to have access to China as simply as chinese language organizations have access to the U.S.. As I spoke of in the past, that needs to be resolved.

It’s not going to be 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. We 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 right through the Obama Administration; we did nothing. It’s a little late now to are attempting and do something. They promised they might in no way militarize these islands. Then they did. That’s a true difficulty in Southern Asia. The different international locations in that region aren't satisfied about that.

R&I: One element that has differentiated your enterprise is that it isn't a public enterprise, and it is not a mutual enterprise. We think you’re the handiest significant coverage business with that constitution at that scale. What advantages does that offer you?

Hank Greenberg: Two things. firstly, we’re greater than an assurance enterprise. we have the ordinary funding unit with the coverage company. Then we've a separate funding unit that we started, which is terribly a hit. So we have a source of profits that is diverse. We 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. We entice a special category of person in a non-public enterprise.

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

Hank Greenberg: fully. after we left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to run the interior financials and Ed Matthews become the funding guy popping out of Morgan Stanley when i used to be putting AIG together. We 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 have seen the fee ratio of the industry upward push, and that i’m now not certain the industry can have the funds for a 35 % fee ratio. but whereas expertise can aid, some extra primary changes will even be 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 have been in the position it become in 2008 in case you had still been there.

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

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

Hank Greenberg: So many individuals lost all of their internet worth. the brand new 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 disaster 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 gross misuse of the Martin Act. It gives the legal professional familiar the vigor to examine without probable cause and convey fraud expenses with no need to show intent. handiest in manhattan does the law supply the AG that lots power.

R&I: It’s exceptionally irritating if you happen 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. analyze 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 abuse 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 do you deal with the problem of attracting talent?

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

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

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

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

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

How rapidly the change comes and how some distance it will go will rely on particular person agencies and individual countries. Some should be greater brave than others. but alternate will take place, there isn't any doubt about it.

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

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

So, alternate is inevitable. You need 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, Business Analysis and Information Technology

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Auditor Certificate Programs and Certifications | killexams.com real 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 experience in the area of the certification. However, having an associate, bachelor's or master's degree waives some of the experience requirements. Certified biomedical, HACCP and quality auditors must also complete 18 recertification units in a 3-year period to maintain certification.

Popular Careers

Certified IT auditors may find a wide range 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 large 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 demand for accountants and auditors will increase by about 11% from 2014-2024 due to the increase demand for business and organizations to provide accountability in spending to meet financial 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 have completed a minimum of two years of internal auditing experience. Each segment of the exam must be completed within two years of each other. Those that have 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 take and pass national certification exams required by the Residential Energy Services Network and the Building Performance Institute Inc. Students may also 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 experience in IT auditing and complete the CISA exam. CISA's must also complete a minimum of 20 hours of CPE annually to maintain certification.

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


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

    (EDGAR Online via COMTEX) -- Item 7. Management's Discussion and Analysis of Financial 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. Our industry-based, consultative approach helps customers envision, build and run more innovative and efficient businesses. Our services include digital services and solutions, consulting, application development, systems integration, application testing, application maintenance, infrastructure services and business process services. Digital services are becoming an increasingly important part of our portfolio of services and solutions and are often integrated or delivered along with our other services. We tailor our services and solutions to specific industries and use 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, we executed on our strategy to grow revenues and expand operating margins while completing our previously announced capital return 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, we expect to continue to invest in our digital capabilities, including the extensive training and re-skilling of our technical teams and the expansion of our local workforces in the United States and other markets around the world. We expect these investments to contribute significantly to our organic revenue growth. Additionally, we plan to supplement our organic growth through select strategic acquisitions, joint ventures, investments and alliances that can expand our digital capabilities, geographic footprint or industry capabilities. In 2018, we 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 business 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 development 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 business processes and technologies; and SaaSfocus, a Salesforce services provider in Australia.

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

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

    Table of Contents

    In 2018, we announced a plan to modify our non-GAAP financial measures. Our historical non-GAAP financial 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 our non-GAAP diluted EPS2 additionally excluded net non-operating foreign currency exchange gains or losses and the tax impacts of all applicable adjustments. Our new non-GAAP financial 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 foreign currency exchange gains or losses and the tax impact of all applicable adjustments. We are also introducing two new non-GAAP financial measures, free cash flow2 and constant currency revenue growth2. Free cash flow2 is defined as cash flow from operating activities net of purchases of property and equipment. Constant currency revenue growth2 is defined as revenues for a given period restated at the comparative period's foreign currency exchange rates measured against the comparative period's reported revenues. See "Non-GAAP Financial Measures" for more information.

    Increase 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 Financial 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 business segment and geography for the years ended December 31, 2017 and 2018:

    Table of Contents

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

    Revenues in our Financial Services segment grew below Company average as certain banking customers continue to optimize the cost of supporting their legacy systems and operations, including moving 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 our customers in Europe grew 18.3%, or 15.2% on a constant currency3 basis;

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

    Increased customer spending on discretionary projects;

    Expansion of our 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 business process services; and

    Increased penetration of existing customers.

    The following chart sets forth our 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 certain of our India bank accounts, relating to the 2016 India Cash Remittance. In April 2018, the Madras High Court granted our application for a stay of the actions of the ITD and lifted the ITD's attachment of our bank accounts. As part of the interim stay order, we have 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 our consolidated statement of financial position. In addition, the court has placed a lien on certain 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 remainder of the disputed tax amount related to the 2016 India Cash Remittance. The affected time deposits are considered restricted assets and we have reported them in "Short-term investments" on our consolidated statement of financial position. As of December 31, 2018, the restricted time deposits balance was $423 million, including accumulated interest. In February 2019, we completed our internal investigation focused on whether certain payments relating to Company-owned facilities in India were made improperly and in violation of the U.S. Foreign Corrupt 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, we recorded out-of-period corrections related to $4 million of potentially improper payments between 2009 and 2016 that had been previously capitalized when they should have been expensed. These out-of-period corrections were not material to any previously issued financial statements. There were no adjustments recorded during 2018 or 2017 related to the amounts then under investigation.

    On February 15, 2019, we 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 our 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, we 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 our consolidated financial statements. We expect 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 our customers may be 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 certain banking customers may continue to be negatively affected by their ongoing efforts to optimize the cost of supporting their legacy systems and operations, including moving a portion of their services to captives, as they shift their spend to transformation and digital services;

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

    Demand among our technology customers may be affected by uncertainty in the regulatory environment while significant merger and acquisition activity continues to impact our 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 foreign currency rates.

    In response to this environment, we plan to:

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

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

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

    Pursue strategic acquisitions that we believe add new technologies, including digital technologies, or platforms that complement our existing services, improve our overall service delivery capabilities, or expand our geographic presence; and

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

    Business Segments

    Our reportable segments are:

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

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

    Communications, Media and Technology, which includes our communications and media operating segment and our 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 have similar characteristics and are subject to the same factors, pressures and challenges. However, the economic environment and its effects on industries served by our operating segments may affect 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 certain financial 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, general 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 method 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 Financial 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 financial performance prepared in accordance with GAAP. See "Non-GAAP Financial Measures" for more information and reconciliations to the most directly comparable GAAP financial measures.

    Revenues - Overall

    Table of Contents

    Revenues from our 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

    (c) 1995-2019 Cybernet Data Systems, Inc. All Rights Reserved


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

    In a robust and frank 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 great 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 New York Law School.

    Now he was ready to make his mark on the business 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 have imagined what a mark 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 place as the largest insurance and financial 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 development 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 importance and longevity of that relationship. Can you tell us more about C.V. Starr’s history with China?

    Hank Greenberg: We have a long history in China. I first went there in 1975. There was little there, but I had business throughout Asia, and I stopped there all the time. I’d stop there a couple 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. We helped them to grow.

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

    We also introduced an agency system in China. They had none. Their life company employees would get a salary whether they sold something or not. With the agency system of course you get 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 be celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International Business Leaders’ Advisory Council), an international business advisory group that was put together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.

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

    Shanghai and China in general were just coming out of the doldrums then; there was a lack of foreign investment. Zhu asked me to chair IBLAC and to help get it started, which I did. I served as chairman of that group for a couple of terms. I am still a part of that board, and it will be celebrating its 30th anniversary along with our 100th anniversary.

    We have a good relationship with China, and we’re candid as you can tell 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 foreign companies doing business there.

    On August 29, Mr. Greenberg published an opinion piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders take 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, General Secretary of the Communist Party of China) made himself the emperor. All 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 be treated like the second largest economy in the world, which it is. And it will be the number one economy in the world in not too many years. That means that you can’t use the same terms of trade that you did 25 or 30 years ago.

    They want to have access to our market and other markets. Fine, but you have to have reciprocity, and they have not been very good at that.

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

    Hank Greenberg: I think there are several substantial challenges. One, their structure makes it very difficult. They have 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 be sure what they want him to do.

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

    The reason was that the head of that division got changed. A new 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 do that and you didn’t do that.”

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

    R&I: That’s interesting, because during the financial crisis 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 have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.

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

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

    It’s not going to be easy, because China has a history of not being treated well by other countries. The U.S. has been pretty good in that way. We haven’t taken advantage 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 great country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; we did nothing. It’s a little late now to try and do something. They promised they would never militarize those islands. Then they did. That’s a real problem in Southern Asia. The other countries in that region are not happy 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. We think you’re the only large 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. We have the traditional investment unit with the insurance company. Then we have a separate investment unit that we started, which is very successful. So we have a source of income that is diverse. We don’t have to underwrite business 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. We attract a different type of person in a private company.

    R&I: Do you think that enables you to react more quickly?

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

    “I think technology can play a role in reducing operating expenses. In the last 70 years, you have 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 also be 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 have been in the position it was in 2008 if you had still been there.

    Hank Greenberg: Absolutely not. We had all the right things in place. We met with the financial services division once a day every day to make 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 have 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 all of their net worth. The new 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 financial crisis 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 gross misuse of the Martin Act. It gives the Attorney General the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in New York does the law grant the AG that much power.

    R&I: It’s especially frustrating when you consider 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. Look 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 same thing. To me it demonstrates hypocrisy and abuse 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 do you deal with the challenge of attracting talent?

    Hank Greenberg: We did something last 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: We have recruited from St. John’s for many, many years. These are young people who want to be in the insurance industry. They don’t get into it by accident. They study to become proficient in this and we have recruited some very qualified individuals from that school. But we also recruit from many other universities. On the investment side, outside of the insurance industry, we also 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 use it.

    Hank Greenberg: I think technology can play a role in reducing operating expenses. In the last 70 years, you have 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 also be required.

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

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

    How quickly the change comes and how far it will go will depend on individual companies and individual countries. Some will be more brave than others. But change will take place, there is no doubt about it.

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

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

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

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

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



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