ST0-192 exam Dumps Source : Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:
Test Code : ST0-192
Test name : Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:
Vendor name : Symantec
: 100 existent Questions
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If there’s one antivirus suite that receives americans excited it needs to live Kaspersky. The ordinary suite from Russia-primarily based company Kaspersky Labs is a favourite amongst tech varieties, and that’s regardless of the controversy from 2017 the district the company become accused of being a appliance of Russian intelligence.
Then there’s Symantec’s Norton top rate security, a go-to protection solution for decades that’s nevertheless an outstanding alternative—and their latest favourite antivirus suite.
both are conventional selections for safeguarding your workstation. Let’s remove a stare at how they evaluate in key categories during this head-to-head matchup.Norton vs. Kaspersky: App design IDG
Kaspersky complete safety
The computer apps for Norton and Kasperksy each present an easy-to-have in intellect interface using mobile-vogue tiles. With Kaspersky, the primary panoply has eight tiles representing a lot of “modules” apart from a extra equipment button that results in more alternatives. Norton, in the meantime, uses 5 category tiles that allow you to leap into the app’s elements from there.outlined in this article
Kasperksy’s approach means you need to remove fewer steps to acquire key points similar to safety scans, updates, and parental controls. The trade-off is that you own more alternate options to variety via from the fundamental dashboard.
Norton, in the meantime, requires an additional click to acquire to key aspects, but the starting dashboard is more convenient with just a yoke of categories.
both functions are handy to use and it in fact comes right down to which strategy you select. In their opinion, Norton is only a bit bit easier to originate use of than Kaspersky, but it could live totally most economical to head the other way.
Winner: NortonNorton vs. Kasperksy: efficiency
both Norton and Kaspersky confirmed dinky to no influence on efficiency after they ran workstation price 8’s drudgery universal test after a replete device scan. With Norton the notebook’s efficiency enhanced a little, while with Kasperksy performance remained more or less the identical earlier than and after installing.
The file-conversion check the use of Handbrake yielded an identical effect. Norton more advantageous efficiency a bit, while things stayed more or much less the equal with Kaspersky.
Winner: NortonNorton vs. Kaspersky: expense
Norton protection top rate costs $55 per year for brand spanking fresh users, and the ordinary rate is $a hundred and ten for coverage of 10 gadgets. Kaspersky complete safety is $50 per year for a brand fresh user, and the mediocre rate is $100 for 5 contraptions. The fee-per-gadget makes Kaspersky one of the most more expensive A/V suites.
Winner: NortonNorton vs. Kaspersky: additional aspects IDG
Norton safety premiummentioned listed here
Kaspersky total security has plenty to offer when it involves extra and non-regular elements. It has a password manager, a sandboxed browser to give protection to economic transactions, a appliance for blocking unauthorized access to webcams, a network computer screen, notebook cleaner, and a application updater.
Norton has some equivalent points such because the password manager, workstation cleaner, and computer optimization equipment, however Kaspersky offers much more extras and that they’re all fairly beneficial.
Winner: KasperskyNorton vs. Kaspersky: insurance policy IDG
Kasperksy’s network panoply screen.
within the most recent consequences from A-V check, each Kaspersky and Norton scored 100% in September and October for the zero-day and frequent malware tests. Over at AV-Comparatives both suites scored very highly within the precise-World insurance arrangement and Malware insurance arrangement checks. in the Malware coverage verify’s offline detection fee, however, Norton scored a all lot reduce than Kaspersky—eighty one.5 percent versus Kaspersky’s 99.2 percent.
eventually, at SE Labs each Norton and Kaspersky acquired a AAA ranking.
Winner: TieNorton vs. Kaspersky: Conclusion
The final analysis is that both Norton and Kaspersky are stunning antivirus suites, however should you trust cost, app design, performance, and insurance arrangement we’re inserting Norton forward of Kaspersky. The latter is first rate for extra elements, and protection is the selfsame as Norton, but the rate makes it much less of a worth.To observation on this text and other PCWorld content, talk over with their fb page or their Twitter feed.
Symantec, the world’s leading cyber security business, announced email Fraud insurance policy, an automated reply that helps groups screen fraudulent emails from reaching enterprises, making certain comprehensive brand acceptance and sender believe.
e mail Fraud protection reduces workload for IT departments and eliminates the deserve to manually manage electronic mail safety configurations whereas combatting company email Compromise (BEC) assaults.
e-mail is a inclined entry point for hackers who are normally constructing fresh and advanced thoughts to disclose crucial information. As such BEC, or impersonation emails from relied on senders, are an immense risk to businesses. based on the FBI, BEC assaults grew 136 percent over the past two years, with stated attacks totaling $12.5 billion.
Symantec email Fraud insurance policy takes a multi-layered fashion to stopping fraudulent emails that goal employees, companions and purchasers, and preserving brands’ reputations from hackers who impersonate industry leadership.
not best are e mail threats costly, however manually implementing e mail authentication standards including SPF, DKIM or DMARC can also live time-consuming and require incredibly technical elements to accurately identify third-party electronic mail senders devoid of incorrect positives that screen crucial emails. electronic mail Fraud coverage gets rid of the need for directors to manually set and preserve email sender parameters, instead e mail authentication specifications are met by means of automatic monitoring of authorised third-celebration senders.
“It’s now not handy to find a solution that can cease e mail impersonation through DMARC, chiefly in a company world where you own several bona fide senders for a site. Symantec e-mail Fraud insurance arrangement is that solution,” eminent James Charlton, IT protection supervisor at MS Amlin – world tenacious point Insurer and Reinsurer.
e mail Fraud coverage integrates with Symantec electronic mail safety to advocate email authentication requisites and aid screen platform threats on-premises or in the cloud, equivalent to spam, malware, and phishing assaults. it will possibly additionally combine with Symantec e-mail hazard Isolation to lower the risk of spear phishing, credential theft, account takeover, and ransomware attacks.
“Symantec is focused on delivering company price to shoppers via their integrated Cyber defense Platform. e-mail Fraud insurance arrangement is a pretty generous addition to Symantec email safety, ensuring organizations are geared up with an automated and complete electronic mail security solution,” pointed out Patrick Gardner, senior vice president, email security, Symantec. “Our intent is to supply groups and IT departments time and money returned that may also live spent in different places within the organization.”
The legend of Symantec’s fresh transformation starts with a strategic aspiration: to district the industry as a massive disruptor in its chosen sector of cybersecurity. Over the span of 5 years, the enterprise went through two principal divestitures, selling Veritas to a private fairness neighborhood in 2016, and site protection to DigiCert in 2017. The industry additionally made two colossal acquisitions, Blue Coat in 2016 and LifeLock in 2017, followed by means of three smaller ones. Symantec then initiated two intensive rounds of restructuring that included cutting back head weigh number, which laid the groundwork for a subsequent wave of increase.
In doing all this, the industry reoriented its goal. It went from selling commercial enterprise software to presenting the world’s leading cybersecurity systems for each consumers and global agencies, and shifted enterprise fashions from product orientation to subscription-primarily based. The company additionally went through a deeply felt cultural change, including a brand fresh emphasis on diversity on the loyal management degree. lastly, Symantec changed CEOs twice, discovering solid floor with Blue Coat alumnus Greg Clark on the helm.
Symantec chief counsel officer Sheila Jordan performed — and continues to play — a pivotal function overseeing the redecorate and consolidation of the company’s technological infrastructure. Jordan joined Symantec in 2014, quickly after the initiative all started. Jordan in the past served as a senior vice chairman at Cisco methods and Disney, now not just in IT but also in finance, aiding revenue and advertising and marketing. Her technical capabilities and enthusiastic, live counted-of-reality fashion to simplifying the company’s digital expertise grew to become a model for Symantec’s valued clientele. She’s additionally certainly one of Silicon Valley’s most current female executives, partially as a result of her capacity to spot tendencies within the business, and reside forward of the curve.
approach+business caught up with Jordan in her Mountain View, Calif., workplace to talk about Symantec’s transformation and the adjustments taking vicinity in Silicon Valley nowadays.
S+B: How would you narrate your position in Symantec’s transformation?JORDAN: i used to live employed lower back in 2014 to convey tips expertise returned in-residence from a extinct outsourced mannequin and to construct a global-category IT company. I knew that could live a significant problem, and that i notion it could live lots of enjoyable. at the moment, I had no concept that the entire company turned into about to exchange.
Then got here the Veritas separation. A divestiture of this sort is greatly more advanced than an acquisition. They were becoming two part groups with their personal unbiased ecosystems of strategies and methods: WANs, LANs, sites, facts centers and labs, enterprise resource planning (ERP) methods, purposes, laptops, and cell instruments. everything had to live atomize up apart, together with all of the statistics. They determined to carry out it in a finished method, to remove this occasion to birth cleansing up processes and simplifying every thing.
In 2016, with the Blue Coat acquisition, they made an identical option. They could own simply jammed the two groups together, with many legacy and redundant purposes working concurrently. instead, they chose to simplify.
We strategically converted each component of the company and took the occasion to speculate tactically and lengthy-time period. This resulted in a number of accomplishments, together with consolidating into one customer relationship management equipment. they are at the minute one release faraway from consolidating numerous ERPs into one ERP; reworking their enterprise tactics and casting off product SKUs; and streamlining their distribution channels and techniques to originate doing industry with Symantec more straightforward.
S+B: What had to occur interior the industry to originate the transformation prevail?JORDAN: people talk about “digital transformations” as if they were all about know-how. within the grandiose scheme of things, the know-how is the effortless half. extra importantly, you deserve to heart of attention on improving your purchasers’ adventure in purchasing your products and services. as an example, due to the fact that your purchasers use cell instruments, your utility interfaces need to live as cellular-oriented as your valued clientele are. At Symantec, they focused on 4 elements: speed, alignment, strategic selections, and conversation.
S+B: Let’s remove these so as. What does specializing in hurry and alignment intend in practice?JORDAN: We’ve develop into plenty sooner and extra aligned at Symantec. through this alignment, they were in a position to multiply a arrangement that built-in six businesses and divested two. Between April 2017 and November 2018, we went through eight primary software releases, which protected massive alterations to ERP, CRM, and foundational information and reporting programs, with minimal company disruption. here is unprecedented within the ERP world. each and every predominant unlock blanketed a customary of 24 several services, from advertising to engineering to finance. This equates to well-nigh a unlock each other month. They used an agile method, with construction, integration, and user acceptance all occurring similtaneously. on account of the company and IT alignment, the exceptional of each release changed into high-quality.
We used similar the right passage to construct their world subscription platform, which is the platform used to sell their cloud SaaS [software-as-a-service] products. To raise pace and ease, they modeled their person interface on the Amazon adventure: in only just a few clicks your order is achieved.
consumers and companions need a seamless experience. They don’t are looking to survey internal organizational handoffs. helping the company articulate the consumer adventure has [given us] a compelling strategy to reckon horizontally, and from a consumer lens, versus a useful view.
We brought IT, the industry devices, and the other features in sync. as an example, when they realized they couldn’t acquire everything carried out within the April ERP gadget unlock, they determined to push some points to might also. This intended the companies would should remove in a lead fashion for a brief duration of time. They agreed to this in strengthen as a result of all of us shared their expectations up front and they spent a impartial term of time on communication.
i am also tremendous arrogant of the style their engineering, advertising, and IT teams drudgery together. For the international subscription platform, engineering owns the generic cloud, where the security SaaS items acquire provisioned. advertising owns the navigation, user journey, and content on the site for their direct small- and medium-company consumers. IT owns the ordering and money programs — and of course, connects the total platform together. but they all personal and are in permeate for the all adventure.
In that context, i really affection that IT people are naturally systemic technique thinkers; they survey horizontally. They know how shoppers adventure the business. they will add price in broader groups with the aid of stating duplications, gaps, and dependencies.
large selections and communique
S+B: You referred to an additional component become “strategic decisions.” What does that imply?JORDAN: i used to live relating to the passage they prepared the design and implementation of the transformation undertaking. There are two councils. each different Friday, a software council that oversees the details of the trade procedure meets for two hours to fade through industry and IT issues. Then, foremost strategic choices are discussed once a month by a more senior neighborhood: the software board. This board includes the CEO and industry unit regularly occurring managers. all through these periods, they own changed their pricing constitution for wee agencies, rethought their channel strategy, and simplified their product offerings.
S+B: How carry out you are making the councils work?JORDAN: They set expectations through the passage they work. Flawless execution isn't not obligatory for us. It’s obligatory. We’re all in this together, and we’re all liable.
for instance, they realized to own a generous time what they name “reds.” These are the issues that people can’t transparent up on their personal and ought to bring up at the program councils. in the past, people weren’t cozy announcing, “I’m crimson this week.” They didn’t want their colleagues to know. They had been now not leveraging the punch of the elbowroom and their colleagues.
We created an ambiance the district it feels safe to walk into a council assembly and say, “I’m pink.” It simply skill that you are off beam and may need the room’s aid, whether it’s a exchange-off with a colleague or on occasion the aid of the remedy administration group, to acquire lower back on course. atmosphere that tone relieves force and stress, raises accountability, speeds up course corrections, and sets expectations along the manner.
here is the district mutual own aplomb and prize amongst teams are vital. i will live able to content at a program assembly, “i will live able to’t acquire that finished for this release; it’s unimaginable.” Or, “My team says they checked out it 12 other ways, and it won’t drudgery this time.” however then i will live able to offer to district it within the next unlock and query them, “What are the implications for you on account of this decision?” and live alert of they’ll reply candidly. That sort of trade-off and negotiation is unbelievable. I’ve labored on transformation and integration for 2 years, and that i truthfully don’t reckon there’s been one melodramatic moment. There own been many wholesome debates, but it surely hasn’t swirl into negative, with pointing fingers or a foible video game. This lifestyle has allowed us to live so a success. they are the use of their captious supplies and intellectual power to resolve existent shoppers concerns and precise enterprise issues.
S+B: What concerning the fourth component you mentioned: verbal exchange?JORDAN: i can’t articulate adequate how essential regular and significant communique is. exchange inevitably leads to fright and uncertainty. The personnel need many snippets of verbal exchange, even though the leaders don’t own all of the solutions. They need to reassure people, “it’s generous enough” or “we’ll acquire this.” After becoming a member of Symantec and constructing a global-category IT group with hundreds of members all over, I begun publishing an interior weekly weblog — simply a yoke of paragraphs of vital movements or initiatives, consciousness, calls to action, and news. I believe I’ve missed 4 weeks in four years. whenever I overlooked it, I automatically heard from my employees, “where is the weblog?” people want to hear what’s going on. In an indirect means i am making a neighborhood inside the IT organization. Infrastructure needs to grasp what's occurring in the application space and vice versa. employees savor to understand their job is important, and it’s up to leaders to clarify how it all suits collectively.
Bringing Cultures together
S+B: What became the cultural exchange at Symantec affection from your viewpoint?JORDAN: It [has been] massive. 4 years in the past, I doubtless would own noted, “subculture is important. however’s now not critical.” today, I feel drudgery on lifestyle is indispensable. Their enterprise mission is to protect the area. any one in the enterprise can lank in against that observation; it’s empowering, however you even own to set desires and live transparent on the passage you are going to meet that mission.
S+B: What different cultural considerations did you've got?JORDAN: With acquisitions, you've got diverse cultures to combine, affection having a blended family unit. Symantec, Norton, Blue Coat, and LifeLock all had distinctive cultures. It’s vital to originate the application to establish the “new lifestyle” that takes the best of the most desirable from each acquisition. This takes time, so it’s essential to focus on the drudgery that can also live achieved instantly. if you’re geared up as it should be, and you create a blend of the employees from several agencies, you emerge as with a various group and a lifestyle with several perspectives and experiences. might live it’s the character of IT, with a significant require and extent of labor, or how the teams had been organized, however in their case, basically in a single day, it grew to become beside the point the district a person got here from.
What mattered turned into that they showed up as a cohesive IT firm, fixing Symantec’s complicated issues and working toward improving efficiency for their valued clientele, partners, and personnel. The drudgery will kind the passage of life, in particular if you all suppose such as you’re within the equal boat, and it'll drive the plane of appreciate, trust, and credibility greater.
S+B: if you had to submit a company going via similar adjustments, is there anything noteworthy you’d inform them in regards to the transformation system that you simply haven’t mentioned?JORDAN: rejoice successes, often. They managed the restructuring and acquisition while simultaneously working the business, with quarter-ends, economic closes, and all the typical demands on IT to hurry and function a multibillion-dollar business. The suffer is long, and americans believe they’ll own a generous time when it’s completed. but you’re under no circumstances definitely achieved. It’s going to live continuous alternate continuously. remove time alongside how to originate people suppose diagnosed and valued. present within your budget celebrations or prepare a neighborhood adventure. so one can provide them the incentive and inspiration to continue.
female management in know-how
S+B: You’re one of the most current girls in Silicon Valley, at a time when many tech groups are trying to enhance their partake of feminine executives. How does this vicissitude advance up at Symantec?JORDAN: Their range initiative is a big precedence for their CEO, Greg Clark. It’s vital to stare male CEOs remove this seriously. They’re the ones who need to lead after they start to alternate deeply held thinking and biases. [Clark is vigorous in CEO Action for Diversity and Inclusion, a coalition of industry leaders launched in 2017 to address these issues more effectively. Tim Ryan, PwC’s U.S. chair, is the chair of the group’s steering committee.] Their CHRO, Amy Cappellanti-Wolf, is additionally tremendous-captivated with this.
S+B: what's driving this trade? Why now?JORDAN: One aspect, of route, is the broadening awareness of variety considerations within the tech business. The younger technology is also forcing trade. Millennials feel about variety in another way; they grew up going to school with americans from different geographies and ethnicities, as well as touching gender norms and expectations. As they deliver that mind-set into their agencies, it leads to a reverse mentoring for the ease of us. The millennials are teaching us what it feels affection to not own ingrained biases in opposition t other corporations, and i savor that.
presently, women originate up 26 p.c of the world staff at Symantec, which is above generic for the industry. according to Steve Morgan of Cybersecurity Ventures, girls signify 20 p.c of the global cybersecurity personnel and [that proportion] continues to grow.
additional, their most concomitant set of summer time interns own been 60 percent ladies. That’s a all lot more desirable, but nevertheless now not generous sufficient.
S+B: Is the gender challenge several in know-how than in other industries?JORDAN: it's, just because the percent of guys is so a generous deal higher. when I visit their banking or retail shoppers, as an example, there are more women far and wide, at all stages of the organization. Of course, in nearly any enterprise, the bigger you fade in the hierarchy, the lower the percentage of ladies tends to be.
S+B: carry out you reckon that’s changing now?JORDAN: I’ve studied this for years. youngsters some women cease advancing in their careers after they hit own actuality pursuits, whether it’s having infants or caring for growing extinct parents, many proceed to countenance challenges around lack of mentorship, limited entry to chance, or emotions of isolation. They deserve to create techniques for americans to drudgery that in shape lifestyles’s challenges and simultaneously open up a chance. once more, millennials set an example. they're growing up in a global where everything is a service. they could acquire some thing they desire: application, meals, gasoline, a experience, clothes. They click and it’s there. fast-forward 10 years, and we’ll possibly own an open industry of labor assignments based mostly purely on benefit. I’ll remove on a stint that looks pleasing for one company; and then carry out a different undertaking for a special business. In that context, probably ladies will own more desirable entry to opportunity, will adventure less bias, and gained’t opt out on the fee they are these days.
S+B: Does having a enhanced feminine presence originate a change within the means an organization handles a change?JORDAN: You often examine that it does, because it is declared that ladies are customarily extra empathetic than men. but that can live a stereotype. To pressure transformation, you need diverse pondering, inspite of age, gender, ethnic heritage, sexual orientation, or some other certain characteristics.
What matters most is the job they must do. i am the CIO for Symantec. I don’t cover my id as a lady; I attach on attire, jewelry, and makeup, and that i certainly can personally relate to the consistent challenges of a working mom with youthful babies. although, the incontrovertible fact that I’m a female doesn’t motivate any of my choices as CIO.
The future of Cybersecurity
S+B: How would you narrate the outcomes of Symantec’s transformation?JORDAN: Symantec now has two strategic enterprise gadgets. Their enterprise enterprise approach is according to Symantec’s built-in cyber-defense platform. On the client side, with the acquisition of LifeLock, we’ve established approaches for people to independently give protection to their identities and their privacy. We simply delivered Norton privateness supervisor, an app that helps buyers remove into account and remove ply of their privateness and protect themselves on-line. We live in a brand fresh digital world the district americans are invariably sharing their personal guidance, and that information might possibly live mined for profit. via this app, they present their shoppers the right passage to give protection to their facts and their privacy, for themselves and their families.
The enjoyable a Part of their fashion is that it addresses the ancient fragmentation of the security business. Many CSOs own stated that they’re loaded up on safety equipment of their environment. really, their concomitant internet threat security file (ITSR) indicated that on customary — in a big industry company — there are between sixty five and eighty five safety equipment. Eighty-five equipment! Now that’s fairly fragmented. I believe Symantec is completely placed to acquire rid of that complexity and enrich effectivity through providing their built-in cyber-protection platform. funds-clever, this carrier typically lowers fees for their customers — it’s less demanding technically and it saves them money.
We also understand that buyer and enterprise security are interrelated. If individual employees develop into greater privy to safety considerations and walk within the door extra secured, with much less chance of compromise, that makes the job of any CIO less complicated.
S+B: How carry out you track the exterior trends in terms of threats?JORDAN: Symantec operates the world’s biggest civilian chance intelligence network, and probably the most finished collections of cybersecurity danger solutions. They even own heaps of engineers in the firm, including these working directly on the items, who are engaged in hazard intelligence. Symantec is liable for seeing and detecting issues earlier than anyone else does, and we’re using that intelligence to caution others.
Cybercriminals are getting smarter. If accepted cybersecurity is affection locking the front door of your home, they’re discovering how you can are available in the facet door, a window, or a crack in the molding. and that they’re commonly lingering undetected and hanging out, just observing. You don’t even comprehend they’re inner until they act.
Cyber items now need to own a significant volume of simulated intelligence and computing device discovering inbuilt. They own to fade to fresh lengths to offer protection to essentially the most fine records of an business, similar to price card industry [PCI] statistics, credit card information, and now — with GDPR [General Data Protection Regulation] in impact — privacy records. In previous instances, a safety operations core analyst used to investigate the statistics logs after a breach, searching for clues. these days, they need to acquire at that needle in the haystack much more rapidly.
S+B: How should still generous management live brooding about these concerns?JORDAN: protection represents a Big possibility to any commercial enterprise. We’ve considered all too many circumstances where, if it’s not managed well, it could own damaging implications. “Are they comfortable?” is an effortless question. The reply is extraordinarily complex. for example, how carry out you originate positive every worker is safety aware? What are you doing to stay away from a person from by chance leaving a computing device within the incorrect vicinity?
“when you repair your cybersecurity, you’re pretty much cleaning condo; you now comprehend your infrastructure, purposes, and information a much deal more suitable.”
In normal, boards may still disburse extra time speakme about protection. In many ways, it's as captious as the financials of a company. The security posture should not live delegated to a subcommittee. each member of the board really needs to suffer in intellect the safety posture of their enterprise. at the C-suite degree, cybersecurity is regularly assigned to the CIO or chief protection officer, but the accountability of security has to live broader. safety is a enterprise strategy. simply as with other enterprise innovations, you ought to trust government alignment, technique, coverage, conversation, and, of path, know-how.
It’s no longer very nearly insurance policy. there is a cost and efficiency play worried. Your legacy servers and systems may additionally acquire used best as soon as a quarter, however they sit down there day by day with out a monitoring, providing yet another passage for harmful guys to enter. if you fix your cybersecurity, you’re practically cleansing house; you now live alert of your infrastructure, functions, and facts a much deal improved. you can design your methods from the ground as much as live greater security mindful, resilient, and less difficult to originate use of.
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Aug 28, 2009Hugh McKellar
We first published their list of Trend-Setting Products in 2003, when portals and smart enterprise suites were hot, and robust content management offerings were entering adulthood. Folks were wondering about the scope of the Tyco case, and Enron was just starting to prove up on the radar.
Service-oriented architectures were birth to remove shape, and both memory and storage were quite expensive. Software as a service (not merely hosted applications) was at its very early stages. The cloud existed only outside.
A lot of things own change since then, but their criteria for inclusion on the list haven’t changed a whit. Although the composition of their judging panel includes some different names from the 2003 edition, it still consists of editorial colleagues, analysts, system integrators, users and vendors themselves. affection usual, they request anonymity so they are protected from any negative feedback.
We’ve selected some 130 different products upon which they all agree—more than they own in previous editions because the landscape is far more challenging than it has been in the past. They limn what they believe are the solutions that best exemplify the spirit of innovation demanded by the current economy, while providing their customers with the unique tools and capabilities to shuffle and grow beyond the recession.
Some own been around for a while, a testimony to the limber execution of their initial mission of adaptability. Others are relatively new, and their uniqueness points to (what they believe should be) their much wider adoption. Are these the only trend-setting products on the market? The reply is a resounding no. They carry out limn the ones best suited to meet the needs of KMWorld readers. They all own been designed with a transparent understanding of customers’ needs.
I hope you’ll disburse the time required to explore what the products can carry out to decipher at least some of the vexing problems they all countenance today.
5280 Solutions: Dynamic Filer—automates the process of scanning and filing paper documents into SharePoint.
A2iA: A2iA DocumentReader—classification of digitized documents into categories (letter, identity papers, contract, etc.) based on both their geometry and their content. Click here to survey enhanced product description.
ABBYY USA: TouchTo Technology—data capture software for LCD-based touchscreen technology.
Abrevity: Abrevity’s FileData Classifier—enables control over files and data distributed across heterogeneous storage platforms.
Access Innovations: Search Harmony—ultra-scalable search solution. Click here to survey enhanced product description.
Accusoft Pegasus: Web-Based Image Viewer—document and photo processing for asset optimization.
Adobe: LiveCycle Developer Express—Adobe’s first step toward cloud computing and embracing open source in the enterprise.
Alterian: Content Manager—full Web content management designed for business-user plane Web site optimization.
Appian: Enterprise—simple, robust industry process management. Click here to survey enhanced product description.
Apple: iPhone 3GS apps—bringing loyal enterprise capabilities to arguably the most user-friendly smart phone.
Aquire: OrgPublisher 9 Premier—succession planning, organizational planning and powerful organization charting.
ASG Software: ASG-ViewDirect Suite—a highly scalable, full-featured archiving platform.
AskMe-Realcom: AskMe for SharePoint—a legitimate knowledge networking solution.
Astute Solutions: RealDialog—natural language-based search, knowledge management and Web self-service solutions.
Attensity: Voice of the Customer—suite of industry applications for unstructured data, offering integrated automated response for customer suffer management.
Attivio: Attivio vigorous Intelligence Engine—extends enterprise search capabilities across documents, data and media.
Autonomy: bright Data Operating Layer (IDOL) Server—collects indexed data from connectors and stores it in its proprietary structure, optimized for snappy processing and retrieval.
BA-Insight: Longitude—extends the search usability, relevance and connectivity capabilities of Microsoft SharePoint and Search Server.
Baynote: Collective Intelligence Platform—on-demand recommendations and convivial search for Web sites.
Brainware: Globalbrain Enterprise Edition—locates information on PCs, enterprise databases, file servers, the Internet, etc., supports more than 250 file formats. Click here to survey enhanced product description.
CA: CA Governance, Risk & Compliance Manager—centralized, unified approach to managing all IT risks and controls.
CaseCentral: CaseCentral Early Case Assessment—integrated, multipurpose e-discovery review platform.
Chiliad: Chiliad Discovery/Alert—platform for search and knowledge discovery across distributed repositories of unstructured and structured data.
Citrix Online: GoToMeeting—richly featured, stable Web presentation/conferencing solution.
Comperio: Comperio Front—business logic software search solutions.
Concept Searching: conceptClassifier for SharePoint—statistical search and classification using concept extraction and compound term processing. Click here to survey enhanced product description.
Connectbeam: convivial Activity Platform and Applications—enterprise convivial networking platform.
Connotate: Agent Community GEN2—allows non-technical users to create powerful, customized bright agents to access high-value content profound on the Web or in the enterprise. Click here to survey enhanced product description.
Consona: Consona knowledge Management—knowledge-driven customer relationship management.
Content Analyst: Content Analyst Analytical Technology (CAAT)—enables organizations to organize, access and partake information across multiple languages without the need for extensive human intervention. Click here to survey enhanced product description.
Coveo: Coveo Enterprise Search—offers a customizable, complete and unified view of captious information located across the organization no matter where it sits. Click here to survey enhanced product description.
Daticon-eed: Daticon EED Discovery Partner—integrated platform for e-discovery processing, analytics, review and production.
Day Software: Day CQ5 V. 5.2—Web content management designed for industry users to easily create and publish content.
DeepDyve: Research Engine—search and indexing technology to cull rich, material content from journals, documents and untapped profound Web pages.
DocZone: DocZone, Really Strategies' SaaS XML content management and single-source publishing solution for authoring, managing, reusing, localizing and publishing content.
Dow Jones industry & Relationship Intelligence: Dow Jones Companies & Executives—business and competitive intelligence, including competitor analysis, fiscal statements, regulatory filings, targeted news, executive biographies.
EDS: EDS Applications Modernization Services—agile applications and architecture to hurry software migration. Click here to survey enhanced product description.
eGain: eGain Service 8.0—complete suite of customer service and contact heart software.
EMC: SourceOne Suite—new family of products and solutions for archiving, e-discovery and compliance aimed at helping companies centrally manage multiple content types in order to apply consistent retention, nature and overall life cycle management.
Empolis: Empolis Discovery and Research/Attensity Discovery and Research—a comprehensive family of information management applications built on profound expertise in semantic language technologies. Click here to survey enhanced product description.
Endeca: Information Access Platform—foundation upon which configurable search-based industry applications can live built and deployed.
Exalead: Exalead CloudView—automatically collects, structures and contextualizes towering volumes of unstructured and structured content scattered across the enterprise information cloud.
EXSYS: Exsys Corvid—knowledge automation expert system development tool. Click here to survey enhanced product description.
Extensis: Universal sort Server 2—comprehensive font management and workflow.
FatWire: Web suffer Management (WEM) Suite—Web content management, collaboration and community, content integration, audience targeting and measurement, and mobile publishing and delivery.
Fios: Discovery Response Services—identification, preservation and collection through processing, review and production.
FTI Technology: Ringtail Legal—services designed to reduce enterprise risk while improving the daily flux and management of captious information.
Global 360: Process360—complete industry process management.
Google: Google Docs and Spreadsheets—merges word processing, spreadsheets and basic presentations within an online service that allows collaboration with other users.
Guidance Software: EnCase Enterprise—searches, preserves and analyzes data across servers, desktops, and laptops to investigate HR matters, suspected fraud and external threats, as well as the platform for eDiscovery and CyberSecurity solutions.
Hoovers: Competitive Intelligence Services—online application service that allows clients to monitor coverage of companies, people, products and issues from a wide range of word and information sources.
IBM: Agile ECM—an ECM platform integrated with industry process management, designed to deliver the flexibility required to multiply industry adaptability.
iConect: iCONECTnXT—review features, analysis and production tools, key integrations with e-discovery collections, processing and culling.
iDatix: iSynergy—integrated content management designed to enable organizations to innovate their approach to managing content and simplify their daily workflow.
Infoglide: Identity Resolution Engine—enables capturing/leveraging equivocal identity information to determine hidden relationships with multiple degrees of separation and automate decisions based on results.
InfoNgen: InfoNgen Enterprise Discovery—automatically monitors more than 28,000 online sources and processes more than 600,000 stories per day.
Information Builders: Enterprise Information Management (EIM) suite—real-time management of any structured or unstructured information from anywhere across the entire enterprise.
Inmagic: Presto—a complete convivial knowledge management platform. Click here to survey enhanced product description.
InQuira: InQuira bright Search—a unified system that combines advanced semantic search techniques and contextual understanding.
Integrify: Integrify 5.0—on-premise or on-demand enterprise request management software combining industry process management and workflow. Click here to survey enhanced product description.
IntelliResponse: Instant reply e-service suite—enhances consumer suffer across a variety of captious customer touch points, including the Web, chat, e-mail and phone.
Intellivision: bright Video—video analysis and replete automation of video monitoring.
iQuest: iQuest Software Suite—integrated software suite that combines convivial network analysis, auto-categorization with text extraction technologies to dissect unstructured data.
ISYS Search: ISYS:web 9—enterprise search solution for intranets, Web sites, Microsoft SharePoint and custom Web applications.
Jive Software: Jive convivial industry Software (SBS)—collaboration, community and convivial network software in a secure enterprise platform.
Jodange: Jodange opinion Utility for Publishers—an application for publishers that presents online opinions from a wide variety of selected sources to publishers about opinions expressed by those who are influencing their customers, competitors and the marketplace.
Just Systems: xfy XBRL Report—multidimensional instance viewer and report composer allowing extraction of fiscal data from multiple XBRL documents.
Kapow Technology: Web Data Server—enterprise platform that can wrap any existing Web site or Web application into data feeds or programmatic interfaces with no coding.
Kazeon: Information Server Data heart Edition—integrates discovery, indexing, classification, search, reporting and action into a single product.
Knowledge Genes: knowledge Genes Enterprise Space—a fashion for developing and utilizing components of knowledge on a specific theme to enhance the organization.
Lombardi: Teamworks 7—enhances the automation and control of captious processes through advocate for large-scale industry process transformation programs.
Lucid Imagination: LucidWorks—robust, open source search solutions.
Metastorm: Metastorm Enterprise—software suite designed to effectively align industry strategy with execution while optimizing the types and levels of industry resources.
Microsoft: MOSS—platform for collaboratively creating, managing and sharing documents and Web services.
Mindbreeze: Mindbreeze Search Appliance—easily deployed enterprise search. Click here to survey enhanced product description.
NetDocuments: NetBinders—a secure mechanism to partake and collaborate on documents.
New blueprint Engineering: XPump—a content extraction toolkit.
NewsGator: convivial Sites Professional—secure RSS feeds from word sites, blogs, Wikis and enterprise applications where your employees want them—the Web, mobile devices, e-mail clients and desktops.
NextLabs: Compliant Enterprise—entitlement management system to control and audit collaboration and access of applications and data to meet security and compliance requirements.
NextPage: NextPage Information Tracking Platform—tracking unstructured and unmanaged documents through the entire organization and enforcing document retention policies on those documents.
nGenera: nGen Enterprise Collaboration—designed to create a collaborative operating model, fresh strategic ideation process to succor facilitate innovation.
Noetix: Noetix Search—a browser-based search application that enables users to quickly find the right Noetix views for their reports. Click here to survey enhanced product description.
North Plains: TeleScope—highly scalable digital asset management solution for loaded media management and distribution, centralization, workflow optimization and virtual collaboration.
Northern Light: SinglePoint Strategic Research Portal—hosted strategic research portal that can live deployed in 90 days to an unlimited number. Click here to survey enhanced product description.
Nstein: DAM 4.0—.Net digital asset management application runs atop several software layers.
Onix Networking: IT Solutions and Services—information access and analysis, IT resource management/security and network solutions for a broad range of corporate and government customers.
Ontrack Engenium: Semetric—concept-based search engine designed to live embedded in a variety of applications to generate better, faster results.
Open Text: Open Text ECM Suite - Collaboration & Community Management—provides virtual environments in which employees and, at times, external industry partners partake knowledge on projects and collaborate.
Optimus BT: Resolve 2.0—framework leveraging SharePoint for secure, centralized automation of managing, tracking and resolution of issues.
PaperThin: CommonSpot 5.1—an inherently easy-to-use, intuitive Web content management system. Click here to survey enhanced product description.
Perfect Search: flawless Search Appliance—enables rapid search of Oracle, Microsoft SQL, DB2, MySQL and any SQL-compliant database without placing any additional load on those systems. Click here to survey enhanced product description.
PTC (Parametric Technology Corp.): Arbortext Product Information Delivery—a complete product information delivery system that automates the authoring and publishing processes.
QL2: Data as a Service (DaaS)—solutions for customers in the travel, retail, life sciences, information services and government markets through secure, timely, focused delivery of Web data. Click here to survey enhanced product description.
Raytion: Information Management Consulting—enterprise search, categorization and classification offering, including taxonomy management and metadata management.
Recommind: Axcelerate eDiscovery—automatic categorization of documents into computer-generated “buckets” based not just on keyword frequency but also on conceptual meaning.
Responsys: Interact Campaign—interactive marketing campaigns.
Rivet Logic: Open Source Content Management/Consulting—Enterprise 2.0 collaborative community solutions. Click here to survey enhanced product description.
SafeHarbor: SmartSupport—a hosted, managed Web self-service delivery platform.
SAVO Group: Sales Enablement—organizationwide, on-demand, collaborative sales assistance and support.
SchemaLogic: SchemaServer—object modeling, collaboration and governance engine that supports simple list structures, knotty multifaceted taxonomies or ontologies, and enterprisewide metadata structures.
SDL Tridion: SDL Tridion 2009—a unified online marketing suite, combining WCM functionality and online marketing capabilities. Click here to survey enhanced product description.
SDL XySoft (formerly XyEnterprise): LiveContent—XML component content management (CCM) and dynamic publishing solutions.
Search Technologies: Enterprise Search Solutions—recommendation, installation, integration and maintenance of enterprise search platforms.
Semantra: Semantra RapidROI—ad hoc reporting and analytical solution for non-technical users.
Sitecore: Online Marketing Suite—online and offline campaigns and marketing channels to drive traffic to Web sites.
SLI: Learning Search—hosted site search solution that learns from site visitors.
Socialtext: Enterprise 2.0 by Socialtext—pioneering enterprise convivial networking platform.
Software AG: webMethods 8—integration of SOA, B2B and BPM capabilities into a single, unified console.
SpringCM: SpringCM On-Demand Platform—Capture, document management, workflow, collaboration, delivery, records management, reporting and administration.
StoredIQ: bright Information Management—automation of the replete e-discovery life cycle.
Sumtotal Systems: ResultsOnDemand—automated and integrated learning, performance and compensation solutions for talent development.
Sybase: Sybase Adaptive Server Enterprise (ASE) 15—complete industry intelligence and database management.
Symantec: Symantec Online Backup—reliable, secure and cost-effective data backup and recovery.
TCDI: Discovery WorkFlow—centralized workflow definition and control interface capable of automating the launch of processes and resources. Click here to survey enhanced product description.
TEMIS: Luxid—knowledge extraction from unstructured data. Click here to survey enhanced product description.
Teragram: Teragram Categorizer—enables classification and organization of documents and information in an intuitive, browsable hierarchical directory for smart search and retrieval.
TheBrain: PersonalBrain 5—mind mapping software that allows you to link ideas, files and Web pages in a visual interface.
Thunderstone: Thunderstone Search Appliance—combines full-text and structured data without programming.
TIBCO subsidiary Insightful:S-Plus 8 Enterprise Server—predictive analysis integration to industry intelligence, customer relationship management, enterprise resource planning and other corporate applications.
Top Quadrant: TopBraid Suite—semantic technology to connect silos of data, systems and infrastructure and build resilient applications from linked data models.
Traction Software: TeamPage—collaborative hypertext platform built to advocate working communication within and between groups.
Vital Path: PathBuilder—content integration and migration software.
Vivisimo: Velocity Search Platform—robust search for enterprise and government.
Wordmap: Wordmap Search Integration Framework—a complete taxonomy management system.
X1: Enterprise Search Suite 6.0—integrates captious industry systems and bridges the gap between the desktop and the enterprise.
Xerox: DocuShare—widely deployed Web-based software application delivering content management capabilities.
Xythos: Xythos Enterprise Document Management Suite—document management solutions that feature collaboration with all the components that distributed organizations need to manage and partake content on the Web.
ZL Technologies: ZL Unified Archive—an integrated suite of applications that deliver archiving, e-discovery search and litigation support, retention management, compliance supervision and storage optimization in a single scalable solution.
ZyLAB: ZyIMAGE eDiscovery and Production Platform—an end-to-end e-discovery software platform that addresses all the key aspects of e-discovery from records management to publishing discovery data into document management software. Click here to survey enhanced product description.
TELESTE CORPORATION fiscal STATEMENTS 7.2.2019 AT 08:30 EET
FINANCIAL STATEMENTS OF TELESTE CORPORATION 1 JANUARY TO 31 DECEMBER 2018
RESULT IMPROVED CLEARLY, RECORD-HIGH ORDER BACKLOG
Fourth quarter of 2018
- Net sales amounted to EUR 66.5 (58.7) million, an multiply of 13.3%- Operating result stood at EUR 2.2 (0.3) million, an multiply of 779%- Undiluted earnings per partake were EUR 0.09 (-0.01)- Orders received totalled EUR 81.0 (66.7) million, an multiply of 21.4%- Cash flux from operations was EUR 4.6 (6.4) million, a diminish of 27.0%
January - December 2018
- Net sales amounted to EUR 250.3 (234.6) million, an multiply of 6.7%- Operating result stood at EUR 9.7 (-7.5) million- Undiluted earnings per partake were EUR 0.38 (-0.50)- Orders received totalled EUR 264.0 (262.9) million, an multiply of 0.4%- Cash flux from operations was EUR 15.0 (19.3) million, a diminish of 22.0%
The Board of Directors proposes a dividend of EUR 0.20 (0.10) per outstanding share.
Outlook for 2019
Teleste expects the company's net sales to remain at the plane of 2018 (EUR 250.3 million). Operating result is expected to multiply compared with 2018 (EUR 9.7 million).
Comments by CEO Jukka Rinnevaara:
"Orders received in the fourth quarter increased significantly year-on-year and quarter-on-quarter. Order backlog increased, reaching the highest plane in Teleste's history. Net sales were up year-on-year in both industry areas. Operating result also increased in both industry areas.
Orders received by Video and Broadband Solutions increased year-on-year. In particular, orders for access network products increased clearly compared with the previous quarters. Denmark, Belgium and Austria were growth markets. They continued to invest in the development of next-generation distributed access architecture solutions. Their product range is becoming ready for fresh deployments in Europe and America. They progressed to the testing aspect with the first customers. In 2018, they won many significant deals for video security and information solutions, and their order backlog was towering at the swirl of the year, forecasting tenacious growth also in 2019. In addition, they won a strategically significant order to deliver the situational awareness system for the Helsinki metro. The system is based on Teleste's S-AWARE platform. Approximately 75 per cent of the orders in Teleste's highest ever order backlog will live delivered in 2019. Net sales increased particularly in video security and information solutions in France, Finland and Canada. Because of the increased net sales, operating result also increased year-on-year. The launching of distributed access architecture-based network investments has been delayed, but it will provide opportunities for growth in the years to come.
Net sales of Network Services improved in Germany, because of the main customer's special projects and the fresh frame agreement signed in spring. The operating result of the industry district increased as a result of higher net sales year-on-year. The services industry in Germany is still challenged by the loss made in certain subcontracted services. However, there is significant improvement potential in the management of their own operations and the subcontractor network, and they continue to systematically develop the operations. industry in the other service markets progressed mainly favourably.
In 2018, they progressed according to arrangement in the company's strategic areas. The strategic priorities in 2019 comprehend development of the distributed access architecture offering and successful launch of sales in the North American cable operator market; significant growth of net sales and improved performance in video security and information solutions; and development of operations and improved profitability in the services industry in Germany. They believe that the measures they chosen will ensure continued profitable growth also in the years to come. In 2019, the technological transition in access networks and its timing will influence require for their products. They anticipate require for traditional HFC technology to gradual down and investment in next generation distributed access architecture to increase. They forecast that these investments will live launched in stages towards the cease of 2019, first in North America and then in Europe. The timetable for the launches of the fresh architecture is difficult to predict, which is why they anticipate Teleste's net sales to remain on par with 2018."
Group Operations October - December 2018Key figures (EUR million) 10–12/2018 10–12/2017 Change Orders received 81.0 66.7 +21.4% Net sales 66.5 58.7 +13.3% EBIT 2.2 0.3 +779.6% EBIT, % 3.4% 0.4% Result for the period 1.6 -0.2 Other valuable key figures Earnings per share, EUR 0.09 -0.01 Cash flux from operations, EUR million 4.6 6.4 -27.0%
Orders received by the Group in the fourth quarter increased by 21.4% to EUR 81.0 (66.7) million. Order backlog increased during the quarter by 25.6% to EUR 71.0 (57.4) million, which is the highest order backlog in Teleste's history. Net sales increased by 13.3% to EUR 66.5 (58.7) million.
Expenses for material and manufacturing services increased by 18.3% to EUR 36.2 (30.6) million. Personnel expenses increased by 0.9% to EUR 17.9 (17.8) million. Depreciation, amortisation and other operating expenses increased by 0.2% to EUR 10.5 (10.5) million. Operating result increased by 779.6% to EUR 2.2 (0.3) million, representing 3.4% (0.4%) of net sales. The result for the reference term included EUR 0.8 million of restructuring expenses. Net fiscal expenses were EUR 0.1 (0.2) million. Taxes were EUR 0.5 (0.3) million. Undiluted earnings per partake were EUR 0.09 (-0.01). Cash flux from operations was EUR 4.6 (6.4) million, a diminish of 27.0% resulting from changes in net working capital.
Group Operations January - December 2018Key figures (EUR million) 1–12/2018 1–12/2017 Change Orders received 264.0 262.9 +0.4% Net sales 250.3 234.6 +6.7% EBIT 9.7 -7.5 EBIT, % 3.9% -3.2% Result for the period 6.8 -9.1 Other valuable key figures Earnings per share, EUR 0.38 -0.50 Cash flux from operations, M€ 15.0 19.3 -22.0% Net gearing, % 5.9% 16.8% Equity ratio, % 51.7% 48.3% Personnel at period-end 1,353 1,446 -6.5%
Orders received by the Group increased by 0.4% to EUR 264.0 (262.9) million, the highest plane in Teleste's history. Net sales increased by 6.7% to EUR 250.3 (234.6) million.
Operating result was EUR 9.7 million, while operating result for the reference term was EUR 7.5 million negative. Operating result represented 3.9% (-3.2%) of net sales. Result for the reference term included the goodwill impairment of EUR 7.7 million related to the services industry in Germany as well as the restructuring provisions of EUR 2.4 million in Germany and Finland. Operating result improved in both Video and Broadband Solutions and Network Services. Expenses for material and manufacturing services increased by 8.0% to EUR 137.9 (127.7) million. Personnel expenses decreased by 4.9% and were EUR 66.0 (69.4) million. The diminish resulted from the decreased number of personnel. Depreciation, amortisation and other operating expenses decreased by 1.1% to EUR 38.5 (38.9) million. Net fiscal expenses were EUR 0.7 (0.9) million. Taxes for the Group amounted to EUR 2.2 (0.7) million, and efficacious tax rate was 24.5%. Undiluted earnings per partake were EUR 0.38 (-0.50). Cash flux from operations was EUR 15.0 (19.3) million. Cash flux in the reference term was significantly improved by new, shorter payment terms for clients, obtained through a supplier financing programme.
Video and Broadband Solutions October - December 2018EUR 1,000 10–12/2018 10–12/2017 Change Orders received 51,142 43,424 +17.8% Net sales 36,691 35,429 +3.6% EBIT 1,942 480 +304.9% Operating result, % 5.3% 1.4%
Orders received increased by 17.8% year-on-year to EUR 51.1 (43.4) million. Orders received increased both in access network products and in video security and information solutions. Order backlog increased during the quarter by 25.6% and was EUR 71.0 (57.4) million at quarter-end.
Net sales increased by 3.6% to EUR 36.7 (35.4) million. Net sales increased in video security and information solutions, but decreased in access network products. Operating result increased by 304.9%, standing at EUR 1.9 (0.5) million and representing 5.3% (1.4%) of net sales. Operating result was improved by the increased net sales of video security and information solutions.
R&D expenses amounted to EUR 3.4 (3.2) million, representing 9.2% (9.0%) of net sales in the industry area. Product development projects focused on distributed access architecture (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects. Capitalised R&D expenses amounted to EUR 1.2 (0.8) million. Depreciation on capitalised R&D expenses was EUR 0.6 (0.5) million.
Video and Broadband Solutions January - December 2018EUR 1,000 1–12/2018 1–12/2017 Change Orders received 152,307 170,359 -10.6% Net sales 138,677 142,082 -2.4% EBIT 7,738 4,888 +58.3% EBIT, % 5.6% 3.4%
Orders received decreased year-on-year by 10.6% to EUR 152.3 (170.4) million. The biggest diminish in orders received was seen in access network products. Net sales decreased by 2.4% to EUR 138.7 (142.1) million. Net sales decreased in access network products and increased in video security and information solutions. Operating result increased by 58.3%, standing at EUR 7.7 (4.9) million and representing 5.6% (3.4%) of net sales. Operating result was improved by the increased net sales of video security and information solutions. Operating result for the reference term was burdened by the EUR 0.8 million restructuring provision related to personnel reduction.
R&D expenses amounted to EUR 12.5 (12.1) million, representing 9.0% (8.5%) of net sales. Product development projects focused on distributed access architecture, network products complying with the DOCSIS 3.1 standard (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects. Capitalised R&D expenses amounted to EUR 4.8 (3.5) million. Depreciation on capitalised R&D expenses was EUR 2.2 (1.5) million.
Network Services October - December 2018EUR 1,000 10–12/2018 10–12/2017 Change Orders received 29,829 23,273 +28.2% Net sales 29,829 23,273 +28.2% EBIT 291 -226 EBIT, % 1.0% -1.0%
Orders received and net sales increased by 28.2% year-on-year to EUR 29.8 (23.3) million. Net sales were increased in Germany by deliveries for a big project and the service rates of the frame agreement signed with their main customer early in 2018. Operating result increased by EUR 0.5 million year-on-year to EUR 0.3 (-0.2) million. Operating result represented 1.0% (-1.0%) of net sales. Operating result improved as a result of increased net sales in Germany, but decreased in England.
Network Services January - December 2018EUR 1,000 1–12/2018 1–12/2017 Change Orders received 111,669 92,507 +20.7% Net sales 111,669 92,507 +20.7% EBIT 1,983 -12,437 EBIT, % 1.8% -13.4%
Orders received and net sales increased by 20.7% to EUR 111.7 (92.5) million. In particular, net sales were increased in Germany by deliveries for a big project and the service rates of the frame agreement signed with their main customer early in 2018. Operating result was EUR 2.0 million, while operating result for the reference term was EUR 12.4 million negative. The negative operating result for the reference term included the goodwill impairment and restructuring provision for the services industry in Germany, totalling EUR 9.3 million.
Personnel and organisation January - December 2018
In the term under review, the mediocre number of people employed by the Group was 1,393 (1,492/2017, 1,514/2016). Of these, 700 (763) were employed by Video and Broadband Solutions and 693 (729) by Network Services. At the cease of the review period, the Group employed 1,353 people (1,446/2017, 1,511/2016), of whom 65% (65%/2017, 66%/2016) were stationed abroad. Approximately 2% of the Group's employees were working outside Europe.
Personnel expenses decreased by 4.9% year-on-year and were EUR 66.0 (69.4/2017, 72.6/2016) million. The diminish in personnel expenses was due to a lower number of personnel year-on-year. The mediocre number of personnel decreased by 6.7%. The number of personnel decreased in both Video and Broadband Solutions and Network Services.
Investments January - December 2018
Investments by the Group totalled EUR 7.0 (7.5) million, representing 2.8% (3.2%) of net sales. Of the investments, EUR 4.8 (3.5) million were related to product development. No company acquisitions were made during the fiscal period. Of the investments made in the previous fiscal period, EUR 2.1 million were related to a company acquisition. Other investments were related to machines, equipment and information systems. Of the investments, EUR 0.2 (0.4) million were carried out under fiscal lease arrangements.
Product development projects focused on distributed access architecture, network products complying with the DOCSIS 3.1 standard (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects.
Financing and Capital Structure January - December 2018
Cash flux from operations was EUR 15.0 (19.3) million. In the reference period, cash flux from operations was improved by the introduction of the supplier financing programme.
Teleste Corporation has credit and loan facilities with a combined total value of EUR 50.0 million. The EUR 20.0 million credit facility will hurry until the cease of August 2020 and involves a 1+1-year extension option. The five-year loan facility of EUR 30.0 million will age in August 2022. The loan is repaid in annual instalments of EUR 3.0 million. At the cease of the term under review, the amount of unused binding credit facilities was EUR 20.0 (20.0) million. On 31 December 2018, the Group's interest-bearing debt stood at EUR 26.8 (33.2) million.
The Group's equity ratio was 51.7% (48.3%) and net gearing ratio 5.9% (16.8%).
Key risks faced by the industry areas
Founded in 1954, Teleste is a technology and services company consisting of two industry areas: Video and Broadband Solutions and Network Services. Europe is the main market and industry area, but the company aims to expand its industry particularly in North America. Teleste’s customers comprehend cable operators, public transport operators, rolling stock manufacturers and specified organisations in the public sector.
In Video and Broadband Solutions, customer-specific and integrated deliveries of solutions create favourable conditions for growth. On the other hand, the allocation of resources to the deliveries and the technical implementation are demanding tasks, which is why there are also risks involved. Their operator customers' network investments vary according to the development of technology, customers' need to upgrade and their fiscal structure. End-to-end deliveries of video security and information solution systems may live big in size, setting towering demands for the project quotation calculation and management and, consequently, involving risks. Increased competition created by the fresh service providers may undermine the cable operators' capacity to invest. remedy technological choices, product development and their timing are vital to their success. Various technologies are used in their products and solutions, and the intellectual property rights associated with the application of these technologies can live interpreted in different ways by different parties. Such difficulties of interpretation may lead to costly investigations or court proceedings. Customers own very demanding requirements for the performance of products, their durability in challenging conditions and their compatibility with other components of integrated systems. Regardless of watchful planning and character assurance, knotty products may fail in the customer's network and lead to expensive repair obligations. The consequences of natural phenomena or accidents, such as fire, may reduce the availability of components in the order-delivery chain of the electronics industry or suspend their own manufacturing operations. Many competitors in the industry district advance from the USA, which is why the exchange rate of the euro against the US dollar has an outcome on their competitiveness. In particular, the development of the exchange rates of the US dollar and the Chinese renminbi against the euro influences their product costs. The company hedges against short-term currency exposure by means of forward exchange contracts.
Net sales of Network Services advance mainly from a wee number of big European customers. Therefore, a significant change in the require for their services by any one of them is reflected in the actual deliveries and profitability. The improvement of customer satisfaction and productivity requires efficient service process management, as well as innovative process, product and logistics solutions to ensure the character and cost-efficiency of services. The smooth functioning of cable networks requires efficient technical management of the networks and suitable equipment solutions in accordance with contractual obligations. This, in turn, requires continuous development of the skills and knowledge of their personnel and subcontractors. In addition, the sufficiency and usage rates of their personnel and subcontractor network influence the company's delivery capacity and profitability. Subcontractors' costs may multiply faster than it is practicable for Teleste to multiply the prices of its services to its own customers. In larger projects with overall responsibility, tender calculation and project management are knotty tasks that involve risks. stern weather conditions may influence their capacity to deliver services.
Teleste's strategy involves risks and uncertainties: fresh industry opportunities may fail to live identified or successfully used. The industry areas must remove into account market movements, such as consolidations among their customers and competitors. Periods of technological transition, such as operators migrating to distributed access architecture, may significantly change the competitive positions of the current suppliers and attract fresh competitors to the market. Intensified competition may diminish the prices of products and solutions faster than they are able to reduce their products' manufacturing and delivery costs.
Various information systems are captious to the development, manufacture and supply of products to their customers. The maintenance of information systems and deployment of fresh systems involve risks that may influence their capacity to deliver products and services. Information systems may also live exposed to external threats and they need to protect them. Recruiting and maintaining skilled personnel requires encouragement, development and recruitment efforts, which can fail.
The Board of Directors annually reviews essential industry risks and their management. Risk management constitutes an integral Part of the strategic and operational activities of the industry areas. Risks are reported to the Board on a regular basis.
On 23 December 2016, a competitor of Teleste filed two complaints against Teleste Limited, demanding damages from the company for the infringement of two patents. Teleste has denied the patent infringements. On 29 January 2019, the court issued its decision on one of the complaints. The decision was favourable for Teleste. The decision will live final after the appeal period, unless it is appealed. The other litigation is still pending. According to the assessment by Teleste's management, the results of these litigations are not expected to own a material outcome on Teleste's fiscal position.
The parent company has a fork office in the Netherlands and subsidiaries in 14 countries outside Finland.
Shares and changes in partake capital
On 31 December 2018, Tianta Oy was the largest single shareholder with a holding of 23.2%.
In the term under review, the lowest company partake price was EUR 5.12 (6.51) and the highest was EUR 7.58 (9.62). Closing price on 31 December 2018 stood at EUR 5.26 (6.68). According to Euroclear Finland Ltd, the number of shareholders at the cease of the term under review was 5,531 (5,618). alien and nominee-registered holdings accounted for 6.2% (6.6%) of the holdings. The value of Teleste's shares traded on the Nasdaq Helsinki from 1 January to 31 December 2018 was EUR 13.3 (16.8) million. In the term under review, 2.0 (2.0) million Teleste shares were traded on the stock exchange. Teleste's partake is quoted in the technology section of Nasdaq Helsinki.
On 5 April 2018, Teleste Corporation's Board of Directors decided on a directed partake issue without consideration, relating to the payment of the reward for the 2015-2017 performance term of Teleste Group's share-based incentive arrangement 2015. In the partake issue, a total of 42,771 Teleste Corporation shares in the possession of Teleste Corporation were conveyed without consideration to key persons included in the share-based incentive plan, in accordance with the terms of the plan. On 31 December 2018, the Group held 821,182 (863,953) of its own shares, all held by the parent company Teleste Corporation. At the cease of the review period, the Group's holding of the total number of shares amounted to 4.3% (4.6%).
On 31 December 2018, the company's registered partake capital stood at EUR 6,966,932.80, divided into 18,985,588 shares.
Valid authorisations at the cease of the review period:- The Board of Directors may acquire 1,200,000 own shares of the company otherwise than in proportion to the holdings of the shareholders with unrestricted equity through trading on the regulated market organised by Nasdaq Helsinki at the market price of the time of the purchase.- The Board of Directors may resolve on issuing fresh shares and/or transferring the company's own shares held by the company, so that the maximum total number of shares issued and/or transferred is 2,000,000.- The total number of fresh shares to subscribe for under the special rights granted by the Company and own shares held by the Company to live transferred may not exceed 1,000,000 shares, which number is included in the above maximum number concerning fresh shares and the Group's own shares held by the Company.- These authorisations are convincing until 5 October 2019.
Decisions by the Annual generic Meeting
The Annual generic Meeting (AGM) of Teleste Corporation held on 5 April 2018 adopted the fiscal statements and consolidated fiscal statements for 2017 and discharged the Board of Directors and the CEO from liability for the fiscal term 2017. The AGM confirmed the dividend of EUR 0.10 per partake as proposed by the Board. The dividend was paid on 16 April 2018 on shares other than own shares held by the Company.
The AGM decided that the Board of Directors shall consist of six members. Pertti Ervi, Jannica Fagerholm, Timo Miettinen, Timo Luukkainen and Kai Telanne were re-elected as members of Teleste Corporation's Board of Directors, and Heikki Mäkijärvi was elected as a fresh Board member. Pertti Ervi was elected Chair of the Board in the organising meeting held after the AGM. The Board of Directors decided to establish an audit committee. Jannica Fagerholm was elected Chair of the Audit Committee, and Pertti Ervi and Kai Telanne were elected as members.
The AGM decided to elect one auditor for Teleste Corporation. Audit firm KPMG Oy Ab was chosen as the company's auditor. The auditor has appointed Petri Kettunen, APA, as the auditor in charge.
The Annual generic Meeting decided to authorise the Board of Directors to resolve on the purchase of the company's own shares. According to the authorisation, the Board of Directors may acquire 1,200,000 own shares of the company otherwise than in proportion to the holdings of the shareholders with unrestricted equity through trading on the regulated market organised by Nasdaq Helsinki Ltd at the market price of the time of the purchase. This authorisation is convincing for 18 months from the date of the AGM's decision. The authorisation overrides any previous authorisations to purchase the company's own shares.
The Annual generic Meeting decided to authorise the Board of Directors to resolve on issuing fresh shares and/or transferring the Company's own shares held by the Company and/or granting special rights referred to in Chapter 10, section 1 of the Limited Liability Companies Act, in accordance with the Board's proposal. Under the authorisation, the Board of Directors has the right to resolve on issuances of fresh shares and/or transferring the Company's own shares held by the Company, so that the maximum total number of shares issued and/or transferred is 2,000,000. The total number of fresh shares to subscribe for under the special rights granted by the Company and own shares held by the Company to live transferred may not exceed 1,000,000 shares, which number is included in the above maximum number concerning fresh shares and the Group's own shares held by the Company.
The authorisations are convincing for 18 months from the date of the AGM's decision. The authorisations override any previous authorisations to resolve on issuances of fresh shares and on granting stock option rights or other special rights entitling to shares.
Outlook for 2019
The industry objective of Video and Broadband Solutions is to maintain its tenacious market position in Europe and to strengthen this market position particularly in Northern America.
Demand for broadband services by cable operators continues to grow. Household broadband services are estimated to grow by 30-40 per cent a year. European cable operators own been able to competitively respond to the increasing require by investing in DOCSIS 3.1 standard-compliant 1.2 GHz frequency range network upgrades. Investments in expansion of the traditional HFC network infrastructure frequency range continue, but operators are already planning investment in next-generation distributed access architecture network solutions. For years now, the cable industry, including Teleste, has been preparing for the next technology wave with which investment in cable network infrastructure can live competitively continued also in the years to come. They anticipate that fresh investment projects that are based on distributed access architecture will live launched in Europe and North America in 2019. The transition to the fresh access architecture requires watchful preparation, and they anticipate that upgrade projects will multiply and more and more operators will launch distributed architecture investment projects in 2020. Transition to distributed architecture provides Teleste with growth opportunities, but it also involves risks. Growth is enabled by the increased value of access network optical products as well as the possibility to use the technological transition to expand industry into the North American markets. Achieving interoperability with the cable network central systems is the most significant risk. They rate that net sales from access network products in 2019 will live on par with the previous year, including the launch of distributed architecture product sales.
Ensuring safety in city environments, multiply of public transport services and the increasing popularity of smart digital systems for a smoother life provide a foundation for growing business. Public transport operators must ensure smooth running of services and infrastructure as well as passenger safety. Supply of real-time information for passengers is essential for resilient public transport. The public transport information systems market as well as video security and situational awareness systems market are expected to grow in 2019. The prices of traditional video security systems own fallen and competition has increased considerably. Video security solutions are becoming increasingly smart, including pattern recognition and simulated intelligence. Furthermore, a need is arising in the market for comprehensive situational awareness systems that comprehend management of other sensor-level data flows in addition to video image and automate operating processes in exceptional situations. Ensuring competitiveness requires Teleste to continuously originate R&D investments in fresh bright solutions. In addition, it is necessary to ameliorate the productivity and cost-efficiency of business. The order backlog of video security and information solutions increased in 2018. Characteristic for the business, a considerable proportion of deliveries will live distributed over several years. They rate that net sales for video security and information solutions will continue to multiply in 2019 from the previous year.
In Network Services, operators will multiply their require for various services as a result of changes in access architectures. As to Network Services, their industry objective is to further develop operational efficiency and multiply the partake of those services that provide their customers with higher added value. In their largest market area, Germany, they will continue to ameliorate the efficiency of operations, strengthen the capabilities of the organisation and renew the subcontractor network. In addition, they will invest in the continuous improvement of customer satisfaction. In 2018, they completed an valuable delivery project in Germany, and the forecast for 2019 does not comprehend a similar project. Therefore, they rate that net sales of Network Services will diminish in 2019 compared with the previous year.
Teleste expects the company's net sales to remain at the plane of 2018 (EUR 250.3 million). Operating result is expected to multiply compared with 2018 (EUR 9.7 million).
6 February 2019
Teleste Corporation Jukka RinnevaaraBoard of Directors President and CEO
Teleste's Annual Report for 2018, which includes the audited fiscal statements, will live published no later than week 11 2019. The Company will issue a statement of its corporate governance as a part report, which will live published together with the Annual Report, and will live simultaneously available on the Company's web site.
This interim report has been compiled in compliance with IAS 34, as it is accepted within EU, using the recognition and valuation principles with those used in the Annual Report. The data stated in this report is audited.STATEMENT OF COMPREHENSIVE INCOME, 1000 euros 10-12/2018 10-12/2017 Change % Net sales 66,519 58,702 13.3 % Other operating income 421 474 -11.2 % Raw material and consumables used -36,224 -30,626 18.3 % Employee benefits expense -17,939 -17,772 0.9 % Depreciations -1,497 -1,313 14.0 % Other operating expenses -9,047 -9,210 -1.8 % Operating profit 2,233 254 779.6 % Financial income 55 123 -55.1 % Financial expenses -160 -331 -51.8 % Profit before taxes 2,129 46 4505.8 % Taxes -494 -259 90.8 % Profit for the period 1,635 -213 n/a Profit attributable to: Owners of the parent company 1,658 -173 n/a Non-controlling interests -23 -40 1,635 -213 n/a Earnings per partake for profit of the year attributable to the equity holders of the parent Basic (expressed in euro per share) 0.09 -0.01 n/a Diluted (expressed in euro per share) 0.09 -0.01 n/a Total comprehensive income for the period, 1000 euros Net profit 1,635 -213 n/a Items that may live reclassified to profit or loss: Translation differences -124 -56 122.6 % Fair value reserve -12 58 n/a Total comprehensive income for the period 1,498 -211 n/a Total comprehensive income attributable to: Owners of the parent company 1,515 -133 n/a Non-controlling interests -17 -78 -78.2 % 1,498 -211 n/a STATEMENT OF COMPREHENSIVE INCOME, 1000 euros 1-12/2018 1-12/2017 Change % Net sales 250,346 234,589 6.7 % Other operating income 1,766 1,531 15.3 % Raw material and consumables used -137,905 -127,673 8.0 % Employee benefits expense -66,014 -69,406 -4.9 % Depreciation -5,980 -5,263 13.6 % Impairment on goodwill 0 -7,705 -100.0 % Other operating expenses -32,492 -33,623 -3.4 % Operating profit 9,721 -7,549 n/a Financial income 325 537 -39.4 % Financial expenses -986 -1,458 -32.4 % Profit before taxes 9,060 -8,470 n/a Taxes -2,219 -675 228.5 % Profit for the period 6,841 -9,145 n/a Profit attributable to: Owners of the parent company 6,975 -9,106 n/a Non-controlling interests -133 -40 6,841 -9,145 n/a Earnings per partake for profit of the year attributable to the equity holders of the parent Basic (expressed in euro per share) 0.38 -0.50 n/a Diluted (expressed in euro per share) 0.38 -0.50 n/a Total comprehensive income for the term (tEUR) Net profit 6,841 -9,145 n/a Items that may live reclassified to profit or loss: Translation differences -241 -423 -43.1% Fair value reserve -3 58 n/a Total comprehensive income for the period 6,598 -9,511 n/a Total comprehensive income attributable to: Owners of the parent company 6,705 -9,432 n/a Non-controlling interests -108 -78 37.6 % 6,598 -9,511 n/a STATEMENT OF fiscal POSITION, 1000 euros Assets 1000 euros 31.12.2018 31.12.2017 Change % Non-current assets Property, plant and equipment 11,268 9,469 19.0 % Goodwill 30,573 30,814 -0.8 % Other intangible assets 8,601 9,637 -10.7 % Other non-current fiscal assets 561 693 -19.0 % Deferred tax assets 2,131 2,061 3.4 % Total 53,135 52,674 0.9 % Current assets Inventories 32,833 33,689 -2.5 % Trade and other receivables 50,500 45,520 10.9 % Income tax receivables 288 362 -20.2 % Cash 22,240 21,230 4.8 % Total 105,861 100,801 5.0 % Total assets 158,996 153,475 3.6 % Equity and liabilities Equity attributable to equity holders of the parent Share capital 6,967 6,967 0.0 % Share premium 1,504 1,504 0.0 % Translation differences -1,570 -1,404 11.8 % Invested non restricted equity 3,048 3,062 -0.5 % Retained profits 66,691 60,593 10.1 % Non-controlling interests 522 630 -17.1 % Total 77,163 71,352 8.1 % Non-current liabilities Interest-bearing liabilities 22,590 28,394 -20.4 % Other liabilities 81 1,159 -93.0 % Deferred tax liabilities 1,607 1,429 12.5 % Provisions 266 619 -56.9 % Total 24,545 31,601 -22.3 % Current liabilities Trade and other liabilities 51,089 43,763 16.7 % Current tax payable 966 719 34.3 % Provisions 1,012 1,186 -14.7 % Interest-bearing liabilities 4,222 4,853 -13.0 % Total 57,288 50,522 13.4 % Total liabilities 81,833 82,123 -0.4 % Equity and liabilities total 158,996 153,475 3.6 % CONSOLIDATED CASH flux STATEMENT, 1000 euros 1.1.-31.12. 1.1.-31.12. Change % 2018 2017 Cash flows from operating activities Profit for the period 6,841 -9,145 n/a Adjustments for: Depreciation, amortisation and impairment 5,980 12,968 -53.9 % Other non-cash items 850 1,529 -44.4 % Financial income and expenses 662 921 -28.1 % Dividends -4 -6 -33.3 % Taxes 2,219 675 228.5 % Change in working capital Increase/decrease in trade and other receivables -4,980 14,749 n/a Increase/decrease in inventories 857 -145 n/a Increase/decrease in trade and other payables 4,514 260 1636.2 % Increase/decrease in provisions 527 134 293.0 % Paid interests and other fiscal expenses -986 -1,458 -32.4 % Received interests and dividends 325 537 -39.4 % Paid taxes -1,796 -1,765 1.8 % Cash flux from operating activities 15,009 19,254 -22.0 % Cash flux from investing activities Purchases of property, plant and equipment (PPE) -825 -1,975 -58.2 % Proceeds from sales of PPE 166 210 -21.0 % Purchases of intangible assets -4,843 -3,123 55.1 % Purchase of investments -143 0 n/a Acquisition of subsidiary, net of cash acquired 0 -996 n/a Net cash used in investing activities -5,645 -5,884 -4.1 % Cash flux from financing activities Proceeds from borrowings 4,087 4,000 2.2 % Payments of borrowings -10,009 -1,138 779.5 % Payment of finance lease liabilities -655 -638 2.7 % Dividends paid -1,816 -4,530 -59.9 % Capital investment by non-controlling interests 0 708 n/a Net cash used in financing activities -8,393 -1,598 425.2 % Change in cash Cash and cash equivalents 1.1. 21,230 9,496 123.6 % Effect of currency changes 39 -38 n/a Cash and cash equivalents 31.12. 22,240 21,230 4.8 % Consolidated statement of changes in equity,1000 euros Attributable to equity holders of the parent (tEUR) A Share capital B Share premium C Translation differences D Retained earnings E Invested free capital F Other funds G Total H Share of non-controlling interest I Total equity A B C D E F G H I Equity 31.12.2017 6,967 1,504 -1,404 60,592 3,140 -78 70,722 630 71,352 New standards & other changes 179 179 179 Total comprehensive income for the period 0 0 6,975 0 0 6,975 -133 6,841 Dividends 0 0 0 -1,816 0 0 -1,816 0 -1,816 Equity-settled share-based payments 850 850 0 850 Translation differences 0 0 -165 -86 0 -15 -266 25 -241 Equity 31.12.2018 6,967 1,504 -1,569 66,691 3,140 -92 76,640 522 77,163 Business segments 2018, 1000 euros Video andBroadbandSolutios NetworkServices Group External sales Services 4,687 111,669 116,356 Goods 133,990 0 133,990 External sales total 138,677 111,669 250,346 Operating profit of segments 7,738 1,983 9,721 Financial items -661 Profit before taxes 9,060 Business segments 2017, 1000 euros Video andBroadbandSolutions NetworkServices Group External sales Services 7,567 92,507 100,074 Goods 134,515 0 134,515 External sales total 142,082 92,507 234,589 Operating profits of the segments 4,888 -12,437 -7,549 Financial items -921 Profit before taxes -8,470 Geographical segments 2018, 1000 euros Nordic countries Other Europe Finland Others Group Sales by origin 24,606 201,367 15,172 9,201 250,346 Assets 348 7,013 43,520 122 51,003 Capital expenditure for the period 228 1,618 5,143 0 6,989 Geographical segments 2017, 1000 euros Nordic countries Other Europe Finland Others Group Sales by origin 28,634 179,884 13,296 12,774 234,589 Assets 154 6,398 43,806 255 50,613 Capital expenditure for the period 80 3,101 4,168 134 7,482 Segment information per quarter, 1000 euro 10-12/18 7-9/18 4-6/18 1-3/18 10-12/17 1-12/2018 1-12/2017
Video and Broadband SolutionsOrder intake 51,142 29,032 32,189 39,945 43,424 152,307 170,359 Net sales 36,691 32,191 37,199 32,596 35,429 138,677 142,082 EBIT 1,942 2,737 2,642 417 480 7,738 4,888 EBIT % 5.3 % 8.5 % 7.1 % 1.3 % 1.4 % 5.6 % 3.4 %
Network ServicesOrder intake 29,829 27,179 27,963 26,698 23,273 111,669 92,507 Net sales 29,829 27,179 27,963 26,698 23,273 111,669 92,507 EBIT 291 460 828 404 -226 1,983 -12,437 EBIT % 1.0 % 1.7 % 3.0 % 1.5 % -1.0 % 1.8 % -13.4 %
TotalOrder intake 80,970 56,211 60,152 66,643 66,697 263,976 262,866 Net sales 66,519 59,370 65,163 59,294 58,702 250,346 234,589 EBIT 2,233 3,197 3,470 821 254 9,721 -7,549 EBIT % 3.4 % 5.4 % 5.3 % 1.4 % 0.4 % 3.9 % -3.2 % New Standards Teleste has adopted IFRS 15 Revenue from Contracts with Customers as of January 1, 2018. The cumulative outcome of the fresh standard was recorded in the opening balance and it increased the equity with 73 thousand euro. all changeds was allocated to VBS segment. Net sales by category, thousand euro 10-12/18 7-9/18 4-6/18 1-3/18 10-12/17 1-12/2018 1-12/2017 Goods 35,617 31,499 35,480 31,394 33,123 133,990 134,223 Service 30,903 27,871 29,682 27,900 25,579 116,356 100,367 Total 66,519 59,370 65,163 59,294 58,702 250,346 234,589 Order backlog Teleste is reporting order backlog for the VBS segment. The value of order backlog is open orders to live delivered in the future. At December 31, 2018 about 73.1 % of the order backlog will live delivered during the next 12 months. Teleste has not restated the order backlog for year 2017 as the outcome IFRS 15 is not material. Thousand euro 12/18 9/18 6/18 3/18 12/17 VBS order backlog cease of period 71,017 56,652 59,721 64,918 57 383
Teleste on has adopted IFRS 9 fiscal Instruments as of January 1, 2018. The cumulative outcome of the fresh standard was recorded in the opening balance and it increased the equity with 22 thousand euro. The main outcome of IFRS 9 concerns timing of expected credit losses.
Teleste has adopted amendment of IFRS 2 partake based payments as of January 1, 2018.Commitments and contingencies, 1000 euros 2018 2017 Change % Rental liabilities 3,675 3,699 -0.7 % Lease liabilities 3,698 4,656 -20.6 % Value of underlying forward contracts 20,674 23,169 -10.8 % Market value of forward contracts 227 -204 n/a Interest rate swap 10,000 10,000 0.0 % Market value of interest swap -81 -78 3.8 % Guarantees 2,812 4,479 -37.2 % The number of employees broken down by following categories 31.12. 2018 2017 Change % Research and development 148 150 -1.3 % Production and material management 937 1,026 -8.7 % Sales and marketing 190 194 -2.1 % Administration 78 76 2.6 % Total 1,353 1,446 -6.4 % KEY FIGURES IFRS IFRS IFRS IFRS IFRS Profit and loss account, balance sheet 2018 2017 2016 2015 2014 Net sales, Meur 250.3 234.6 259.5 247.8 197.2 Change % 6.7 % -9.6 % 4.8 % 25.7 % 2.3 % Sales outside Finland, % 93.9 % 94.3 % 93.3 % 95.1 % 92.5 % Operating profit, Meur 9.7 -7.5 15.6 14.3 11.1 % of net sales 3.9 % -3.2 % 6.0 % 5.8 % 5.6 % Profit after fiscal items, Meur 9.1 -8.5 14.8 13.9 10.8 % of net sales 3.6 % -3.6 % 5.7 % 5.6 % 5.5 % Profit before taxes, Meur 9.1 -8.5 14.8 13.9 10.8 % of net sales 3.6 % -3.6 % 5.7 % 5.6 % 5.5 % Profit for the fiscal period, Meur 6.8 -9.1 11.8 11.0 8.5 % of net sales 2.7 % -3.9 % 4.6 % 4.4 % 4.3 % R&D expenditure, Meur 12.5 12.1 11.1 11.0 10.3 % of net sales 5.0 % 5.1 % 4.3 % 4.4 % 5.2 % Gross investments, Meur 7.0 7.5 5.5 16.9 3.7 % of net sales 2.8 % 3.2 % 2.1 % 6.8 % 1.9 % Interest manner liabilities, Meur 26.8 33.2 30.6 33.0 24.4 Shareholder's equity, Meur 77.2 71.4 84.4 77.5 70.7 Total assets, Meur 159.0 153.5 162.1 164.5 132.5 Personnel and orders Average personnel 1,393 1,492 1,514 1,485 1,302 Order backlog at year end, Meur 71.0 57.4 26.9 42.2 15.2 Orders received, Meur 264.0 262.9 244.3 251.3 199.3 Key metrics Return on equity, % 9.2 % -11.7 % 14.6 % 14.9 % 12.5 % Return on capital employed, % 9.3 % -6.6 % 14.8 % 14.2 % 12.2 % Equity ratio, % 51.7 % 48.3 % 52.5 % 48.3 % 53.4 % Net gearing, % 5.9 % 16.8 % 25.0 % 26.3 % 9.5 % Earnings per share, euro 0.38 -0.50 0.65 0.61 0.48 Earnings per partake fully diluted, euro 0.38 -0.50 0.65 0.61 0.48 Shareholders equity per share, euro 4.25 3.94 4.66 4.28 3.94 Teleste share Highest price, euro 7.58 9.62 10.24 9.88 5.29 Lowest price, euro 5.12 6.51 7.29 5.32 4.25 Closing price, euro 5.26 6.68 8.86 9.80 5.27 Average price, euro 6.72 8.19 8.69 7.42 4.67 Price per earnings 13.8 -13.3 13.6 16.1 11.0 Market capitalization, Meur 99.9 126.8 160.6 177.6 98.7 Stock turnover, Meur 13.3 16.8 30.6 24.6 10.9 Turnover, number in millions 2.0 2.0 3.5 3.3 2.3 Turnover, % of partake capital 10.4 % 10.8 % 18.5 % 17.5 % 12.5 % Average number of shares 18985588 18985588 18985588 18985588 18918869 Number of shares at the year-end 18985588 18985588 18985588 18985588 18985588 Average number of shares, diluted w/o own shares 18168088 18202396 18169002 18036667 17729215 Number of shares at the year-end, diluted w/o own shares 18155300 18172350 18216369 18121635 17795934 Paid dividend, Meur 3.6 1.8 4.5 4.2 3.6 Dividend per share, euro 0.20* 0.10 0.25 0.23 0.20 Dividend per net result, % 53.1 % neg. 38.3 % 37.7 % 41.7 % Effective dividend yield, % 3.8 % 1.5 % 2.8 % 2.3 % 3.8 % * The Board's proposal to the AGM Treasury shares Number ofshares % of shares % of votes Teleste companies own shares 31.12.2018 821,182 4.33 % 4.33 % Largest shareholders 31.12.2018 Number of shares % of shares Tianta Oy 4,409,712 23.2 Mandatum Life Insurance Company Limited 1,679,200 8.8 Ilmarinen Mutual Pension Insurance Company 899,475 4.7 Kaleva Mutual Insurance Company 824,641 4.3 Teleste Oyj 821,182 4.3 Varma Mutual Pension Insurance Company 521,150 2.7 The situation Pension Fund 500,000 2.6 Wipunen varainhallinta Oy 300,000 1.6 Mariatorp Oy 300,000 1.6 OP-Finland wee Firms Fund 280,737 1.5 Shareholders by sector 31.12.2018 Number of shareholders % of Owners Number of shares % of shares Households 5,172 93.5 4,664,942 24.6 Public sector institutions 4 0.1 1,930,725 10.2 Financial and insurance institutions 26 0.5 4,874,221 25.7 Corporations 264 4.8 7,358,769 38.8 Non-profit institutions 26 0.5 63,285 0.3 Foreign and nominee registered owners 39 0.7 93,646 0.5 Total 5,531 100.0 18,985,588 100.0 Of which nominee registered 10 0.2 1,081,051 5.7 Number of shares 31.12.2018 Number of shareholders % of share-holders Number of shares % of shares 1 - 100 1,482 26.8 89,028 0.5 101 - 500 2,357 42.6 632,853 3.3 501 – 1 000 752 13.6 602,916 3.2 1 001 – 5 000 738 13.3 1,622,693 8.5 5 001 – 10 000 93 1.7 657,385 3.5 10 001 – 50 000 80 1.4 1,618,498 8.5 50 001 – 100 000 7 0.1 535,142 2.8 100 001 – 500 000 15 0.3 3,319,704 17.5 500 001 - 7 0.1 9,907,369 52.2 Total 5,531 100.0 18,985,588 100.0 of which nominee registered 10 0.2 1,081,051 5.7
CALCULATION OF KEY FIGURESReturn on equity: Profit/loss for the fiscal period------------------------------ * 100Shareholders’ equity (average) Return on capital employed: Profit/loss for the term after fiscal items + financing charges------------------------------ * 100Total assets - non-interest-bearing liabilities (average) Equity ratio: Shareholders' equity----------------------------- * 100Total assets - advances received Gearing: Interest manner liabilities - cash in hand and in bank - interest manner assets----------------------------- * 100Shareholders' equity Earnings per share: Profit for the term attributable to equity holder of the parent----------------------------------------------Weighted mediocre number of ordinary shares outstanding during the period Earnings per share, diluted: Profit for the term attributable to equity holder of the parent (diluted)-----------------------------------------------Average number of shares - own shares + number of options at the period-end
ADDITIONAL INFORMATION:CEO Jukka Rinnevaara, phone +358 2 2605 611
DISTRIBUTION:Nasdaq HelsinkiMain Mediawww.teleste.com
Is 'discoverability' the reply to the information breakdowns that own hampered homeland security efforts?
Rasmussen is a social-software knowledge manager at the National Geospatial-Intelligence Agency. But he prefers to summon himself a purple intelligence and mashup evangelist, pointing to the fact that purple is the color that results from mixing multiple points of the spectrum.
Purple is an apt symbol for combining the expertise of organizations working to succor forestall future attacks, he said.
Rasmussen has seen purple power in action through countless dinky success stories accomplished via Intellipedia, the information-sharing wiki that serves intelligence agencies, the military and the situation Department. “All the time, people are connecting with others [who] they didn’t know worked on the selfsame issue six feet down the hall,” he said.
Connecting the dots, more formally known as information discoverability, is gaining increasing attention from homeland security officials and experts in their ongoing attempt to corral anti-terrorism information that resides across federal, situation and local jurisdictions.
In January, the departing director of national intelligence issued Intelligence Community Directive 501, which gave intelligence personnel a “responsibility to discover” information believed to live material to their work, along with a corresponding “responsibility to request” information they own discovered.
The directive defined discovery as the act of obtaining knowledge of the existence, but not necessarily the content, of information collected or analysis produced by any intelligence community element.
Two months later, the bipartisan Markle Foundation published a report that reaffirmed “discoverability” as the first step in any efficacious information-sharing system.
“Solving discoverability simplifies solving information sharing,” said Jeff Jonas, an IBM distinguished engineer and a member of the Markle stint force on National Security in the Information Age.
But despite these high-profile mandates, challenges summon into question the feasibility of discovery tools and techniques for solving data-sharing problems that span agencies, jurisdictions and cultural boundaries. Some content the technology isn’t even the hard part.
“It’s difficult to originate information discoverable, useful, and, at the selfsame time, originate positive it complies with all of the other requirements around privacy and security,” said Andre Etherly, chief solutions partner at systems integrator Keane.
One of the biggest discovery roadblocks is the mountain of data that federal, situation and local authorities collect.
“When they talk about discoverability, we’re speaking about the capacity to determine who to query for a certain piece of data,” Jonas said.
That’s why some information systems architects want to abandon what has been the traditional answer: a giant data warehouse. Officials create these massive databases by merging copies of the central databases maintained by intelligence and law enforcement agencies such as the CIA and FBI.
“That model isn’t productive because you own so much data to shuffle and the more copies, the more data to protect and sustain current,” Jonas said.
Data warehousing is also problematic because it requires officials to know before setting up the system what information they might want that others own and vice versa.
Instead, the Markle Foundation and others advocate indexes built with metadata, the IT industry’s electronic equivalent of a library card catalog. In its report, the foundation said indexes not only succor people find information among individual databases but also protect privacy and security because only the data’s location in the database is revealed.
The actual information stays safely in its local database until someone allows its release to an authenticated requester. In addition, anonymization techniques can cover personal information from the indexing technology to guard against identity disclosures.
The federal government’s Information Sharing Environment is one of the first to use a metadata index technique for its Suspicious Activity Reports systems, which taps into fusion heart databases across the country.
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