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1Z0-561 Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials

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1Z0-561 exam Dumps Source : Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials

Test Code : 1Z0-561
Test Name : Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials
Vendor Name : Oracle
Q&A : 76 Real Questions

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Oracle Oracle FLEXCUBE Universal Banking

financial institution of the Lao PDR Selects Oracle FLEXCUBE generic Banking to Modernize Operations | killexams.com Real Questions and Pass4sure dumps

REDWOOD SHORES, CA--(Marketwire - 03/29/eleven) - Oracle (NASDAQ:ORCL - news)news data

  • bank of the Lao PDR, the critical bank of the Lao americans's Democratic Republic (PDR) has chosen Oracle FLEXCUBE generic Banking as its administrative core banking gadget.
  • because the relevant financial institution of the country, financial institution of the Lao PDR, serves as the premier bank to formulate economic coverage, supervise fiscal institutions, accounting, operations foreign money issuance and internal audits.
  • A majority of imperative banks within the location, equivalent to country wide bank of Cambodia and State financial institution of Vietnam, have chosen Oracle as the technology associate, showcasing Oracle's means to meet the exciting and stressful necessities of the financial regulator of the nation.
  • Oracle FLEXCUBE commonplace Banking can be deployed as the transaction processing platform, automating the banking operations and assisting institute overseas best practices and modernization of the nation financial system.
  • As part of an built-in answer, Oracle FLEXCUBE conventional Banking will centralize client advice, control bills, mortgage processing and credit score control, deliver depository capabilities for securities and bonds and automate foreign alternate and cash markets buying and selling.
  • The option and implementation of the administrative core banking equipment for financial institution of the Lao PDR changed into led by way of CSCC (valuable service computer and verbal exchange Co., Ltd.) of CS community in Laos. CSCC is the main answer provider that specialize in IT solution implementation and beginning within the banking and finance industries in Laos. Consultancy associates constrained (CAL) will help with the implementation. CAL is a Hong Kong-based consultancy company which focuses on imperative banking, funds and IT systems.
  • supporting quotes

  • "financial institution of the Lao PDR mandatory to put into effect a good and secure fiscal services infrastructure for sustained financial increase and a reliable monetary system. With Oracle FLEXCUBE frequent Banking and Oracle's international adventure in expertise-led transformation, we count on the Lao's banking device to bring the sophisticated capabilities and products to meet the rising needs of the economic system. we are joyful with our option and because it will assist leverage superior practices for our country," noted Mr. Or Vilaphan, director usual of administration, financial institution of the Lao PDR and chairman for the building of IT for the financial institution of the Lao PDR.
  • "financial institution of the Lao joins an elite list of relevant banks worldwide which have deployed Oracle FLEXCUBE universal Banking to guide the financial capabilities sector in the respective international locations. we're assured we can bring a really effective, at ease processing ambiance for financial institution of the Lao to monitor, supervise and e book the banks within the country," observed A. Srinivasan, chief govt officer, Oracle fiscal services utility Pte Ltd and vice chairman, sales, Asia Pacific.
  • "the new Adminstrative Core Banking project for financial institution of the Lao will earmark a new era for the entire banking industry of Laos. We accept as true with with the journey and dedication that Oracle has in core banking coupled with CSCC's lengthy background in IT modernization in the Laos monetary trade will speed a successful implementation," mentioned Samsivath Keobounphanh, managing director, primary provider computer & communication Co., Ltd. (CSCC) of CS group.
  • "Oracle FLEXCUBE usual Banking will give an built-in device which could meet all of the distinctive, yet selected, equipment requirements of the operation devices within the critical bank. The Oracle fiscal services application group is very professional and ready. we are impressed with the aid of their adventure and commitment which assures we can bring the administrative core banking gadget on time and with excessive great," quoted from Anthony Lee, foremost consultant, Consultancy acquaintances limited.
  • supporting components

    About Oracle economic features utility constrained Oracle economic features software confined (known as "Oracle financial services software") (Reuters: ORCL.BO & ORCL.NS) is a majority owned subsidiary of Oracle. For extra counsel, discuss with www.oracle.com/financialservices.About Oracle Oracle is the area's most complete, open, and built-in enterprise application and hardware methods company. For extra counsel about Oracle, please discuss with our net web site at http://www.oracle.com.trademarks Oracle and Java are registered logos of Oracle and/or its affiliates. FLEXCUBE, first light, Mantas and Reveleus are emblems of Oracle monetary capabilities software and are registered in a couple of international locations. other names can be emblems of their respective house owners.


    Debub international bank Deploys Oracle FLEXCUBE popular Banking to Underpin ambitious growth Plans | killexams.com Real Questions and Pass4sure dumps

    Ethiopian bank Adopts Oracle Core Banking With Oracle's SPARC Servers and Oracle's StorageTek Tape and SAN Storage to guide cross-Channel 'any place Any department' strategy

    WASHINGTON, DC--(Marketwired - Mar 25, 2015) - ORACLE industry connect -- these days based Debub world bank (DGB) has develop into the latest financial institution in Africa to choose Oracle (NYSE: ORCL) options to underpin their enlargement plans. The financial institution may be deploying Oracle FLEXCUBE conventional Banking, Oracle's SPARC T5-2 server, and Oracle's StorageTek storage options to achieve its vision of fitting gold standard-in-classification inside Africa's banking industry. The hardware and application solution gives the groundwork on which DGB can roll out its "anyplace, Any department" go-channel strategy.

    "With one of the quickest starting to be economies in Africa and the entry of bold gamers equivalent to Debub world financial institution into the finance sector, Ethiopia has the skills to become established as a number one fiscal core within the area," observed Sonny Singh, senior vice chairman and accepted supervisor, Oracle financial functions. "with the aid of operating Oracle FLEXCUBE on Oracle servers with Oracle StorageTek tape and SAN storage, DGB has a strong, scalable groundwork to help its growth plans and execute its 'anyplace, Any department' method throughout channels."

    With Oracle FLEXCUBE, DGB will advantage from consolidated customer and product particulars throughout all banking departments. The combination of Oracle FLEXCUBE application with Oracle hardware will help the bank protect its statistics, cut back its operational charges and enrich time to market as well as deliver an improved client experience with any place, anytime banking. additionally, Oracle Solaris is superb for the banking trade, with protection aspects designed to conveniently meet and document compliance with business standards tasks. Oracle FLEXCUBE supports funds, retail, small and medium-size enterprise loans, change finance, and treasury offerings.

    As part of the rollout, Oracle Consulting features and BFSI Consulting, a Gold degree member of the Oracle PartnerNetwork, will assist DGB with its implementation.

    "we now have a scalable and authentic basis to recognise our vision of becoming a premier-in-class financial institution in Africa," observed Aman Semir, IT director and CBS task manager, Debub world bank S.C. "Debub international financial institution has modified its legacy platform to increase the client journey with faster time to market of recent, tailor-made product offerings and force exponential customer increase. Oracle's products will proceed to serve as the backbone of our financial institution's IT infrastructure and equipment solutions."

    more information To study greater about Oracle monetary services or Oracle FLEXCUBE, comply with @OracleFS, join the Oracle monetary capabilities fb group, or read the Oracle monetary capabilities blog. To learn more about Oracle Hardware be part of the Oracle Hardware facebook group or study the Oracle Hardware blog.

    About Oracle Oracle engineers hardware and software to work together within the cloud and to your information middle. For more suggestions about Oracle (NYSE: ORCL), consult with oracle.com.

    emblems Oracle and Java are registered logos of Oracle and/or its associates. other names can be trademarks of their respective owners.


    Oracle Flexcube universal Banking Now eleven.0 | killexams.com Real Questions and Pass4sure dumps

    Oracle economic features application has introduced a brand new unencumber of its Oracle Flexcube customary Banking product.

    in keeping with Oracle, Flexcube consumers can install their operations in response to the wants of the enterprise with the help of 2,000 plus internet functions, 800 plus file-based feeds and greater than 900 call outs for extensibility. Oracle is also launching the ‘Oracle Flexcube Integration Lab’ to provide consumers with secure entry to an illustration of Oracle Flexcube to be able to get a feel of how integrates with the utility using present net capabilities.

    The company also cited that release eleven gives finished guide for the lending, leasing and loan lifecycle throughout origination, servicing and collections. It is claimed to assist banks enrich their attain and generate fee-primarily based profits via superior intermediary and broking service-aided distribution of products to target segments.

    version eleven additionally noted to allows for banks to cut back operational risks and reduce expenses. client service is also being touted to be stronger throughout the centralised, multi-product origination functionality. This provides a uniform customer adventure, standardise processes across the business, and create centers of excellence. The new version is also stated to enrich operational and analytical insight for bankers through enterprise intelligence support and integration with Oracle Reveleus and Oracle Mantas’ comprehend Your consumer, Anti funds Laundering and Fraud.

    the new unencumber of Oracle Flexcube also includes built-in means for data archiving and purging, decreasing the charge of facts administration and making it less complicated for banks to scale as their business grows. Integration with Oracle commercial enterprise supervisor will let purchasers control the Oracle Database, Oracle Fusion Middleware add-ons, as well as the Oracle Flexcube application from a single console.


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    Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials

    Pass 4 sure 1Z0-561 dumps | Killexams.com 1Z0-561 real questions | [HOSTED-SITE]

    1Z0–413 Preparation Material | killexams.com real questions and Pass4sure dumps

    Test Information:

    Total Questions: 83

    Test Number: 1Z0–413

    Vendor Name: Oracle

    Cert Name : OPN Certified Specialist

    Test Name: Oracle FLEXCUBE Universal Banking 12 Technical Implementation Essentials

    Official Site: http://testsexpert.co.uk

    For More Details: http://testsexpert.co.uk/1Z0-413.html

    Question: 1

    Which three technologies or protocols are used in a web service? (Choose three.)

    A. XML

    B. SOAP

    C. Javascript

    D. WSDL

    E. ISO 8583

    Answer: A, B, D

    Question: 2

    Which two basic deployment patterns are supported in Oracle FLEXCUBE Gateway? (Choose two.)

    A. synchronous

    B. hybrid

    C. decentralized

    D. asynchronous

    E. centralized

    Answer: A, D

    Question: 3

    Which set of techniques is used for data upload into Oracle FLEXCUBE during migration? (Choose the best answer.)

    Option 1: Manual input of data into Oracle FLEXCUBE from the legacy system

    Option 2: Import using SQL Loader

    Option 3: Use of Excel macros

    Option 4: Running of insert scripts directly in the database

    A. 1 and 2

    B. 1,2,3,4

    C. 3.4

    D. 1,3,4

    Answer: C

    Question: 4

    What are the three message exchange patterns supported by Oracle FLEXCUbb Gateway?

    (Choose three.)

    A. IOIO: Input Only Request and Input Only Response

    B. FSFS: Full Screen Request and Full Screen Response

    C. IOPK: Input Only Request and Primary Key Response

    D. IOFS: Input Only Request and Full Screen Response

    E PKPK: Primary Key Request and Primary Key Response

    Answer: B, C, D

    Question: 5

    What is the table structure of migration templates based on? (Choose the best answer.)

    A. Oracle FLEXCUBE upload tables

    B. Oracle FLEXCUBE main tables

    C. legacy system tables

    D. global temporary tables

    Answer: A

    Question: 6

    What is Clear User Profile used for? (Choose the best answer.)

    A. to clear abruptly disconnected users

    B. to enable users whose status is set to Disabled

    C. to reopen user IDs that have been closed

    D. to delete the User Profile of a user

    E. to reset the Time Level of a user to allow login during Transaction Input

    Answer: A

    Question: 7

    The Audit Trail of Oracle FLEXCUBE stores information about the actions performed on all records, including creation, modification, closure, and reopening. At what level can an administrator enable or disable the Audit Trail functionality? (Choose the best answer.)

    A. it cannot be disabled

    B. It can be enabled or disabled from the SMS Bank Parameters screen

    C. It can be enabled or disabled from the Function Description screen.

    D. It can be enabled or disabled at the user-level setup.

    E. It can be enabled or disabled from the Bank Parameter Maintenance screen

    Answer: A

    Question: 8

    A new user interface field has been introduced on the Clearing Networks Screen (ISDNTMNT) for a custom release. Which two files deployed on the application server will reflect this change? (Choose two.)

    A. ISDNTMNT.xml

    B. ISDNTMNT_CUSTOM.xml

    C. ISDNTMNT_SYSjs

    D. ISDNTMNT_KERNEL.js

    Answer: A, C

    Question: 9

    In which table are screen details in the Workbench Tool such as module, logging required, tanking modification, and so on stored? (Choose the best answer.)

    A. SMTB_FUNCTION_DESCRIPTION

    B. SMTB_MENU

    C. SMTB_FCC_FCJ_MAPPING

    D. STTM_MENU

    E. CSTB_FID_SCREENS

    Answer: B

    Question: 10

    The system derives the details of each XML request by referring to GWTM_FCJ_FUNCTIONS. Based on which set of parameters is any subsequent processing of the request performed’? (Choose the best answer.)

    A. Function ID + Operation

    B. Service Name + Operation

    C. Service Name + Action

    D. Function ID + Action

    Answer: B

    Test Information:

    Total Questions: 83

    Test Number: 1Z0–413

    Vendor Name: Oracle

    Cert Name : OPN Certified Specialist

    Test Name: Oracle FLEXCUBE Universal Banking 12 Technical Implementation Essentials

    Official Site: http://testsexpert.co.uk

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    Back in the (Great) Game: The Revenge of Eurasian Land Powers | killexams.com real questions and Pass4sure dumps

    What is left roaming our wilderness of mirrors depends on the mood swings of the Goddess of the Market. No wonder an effect of Eurasia integration will be a death blow to Bretton Woods and “democratic” neoliberalism, says Pepe Escobar.

    By Pepe EscobarSpecial to Consortium News

    Get ready for a major geopolitical chessboard rumble: from now on, every butterfly fluttering its wings and setting off a tornado directly connects to the battle between Eurasia integration and Western sanctions as foreign policy.

    It is the paradigm shift of China’s New Silk Roads versus America’s Our Way or the Highway. We used to be under the illusion that history had ended. How did it come to this?

    Hop in for some essential time travel. For centuries the Ancient Silk Road, run by mobile nomads, established the competitiveness standard for land-based trade connectivity; a web of trade routes linking Eurasia to the – dominant – Chinese market.

    In the early 15th century, based on the tributary system, China had already established a Maritime Silk Road along the Indian Ocean all the way to the east coast of Africa, led by the legendary Admiral Zheng He. Yet it didn’t take much for imperial Beijing to conclude that China was self-sufficient enough – and that emphasis should be placed on land-based operations.

    Deprived of a trade connection via a land corridor between Europe and China, Europeans went all-out for their own maritime silk roads. We are all familiar with the spectacular result: half a millennium of Western dominance.

    Until quite recently the latest chapters of this Brave New World were conceptualized by the Mahan, Mackinder and Spykman trio.

    The Heartland of the World

    Mackinder

    Halford Mackinder’s 1904 Heartland Theory – a product of the imperial Russia-Britain New Great Game – codified the supreme Anglo, and then Anglo-American, fear of a new emerging land power able to reconnect Eurasia to the detriment of maritime powers.

    Nicholas Spykman’s 1942 Rimland Theory advocated that mobile maritime powers, such as the UK and the U.S., should aim for strategic offshore balancing. The key was to control the maritime edges of Eurasia—that is, Western Europe, the Middle East and East Asia—against any possible Eurasia unifier. When you don’t need to maintain a large Eurasia land-based army, you exercise control by dominating trade routes along the Eurasian periphery.

    Even before Mackinder and Spykman, U.S. Navy Admiral Alfred Thayer Mahan had come up in the 1890s with his Influence of Sea Power Upon History – whereby the “island” U.S. should establish itself as a seaworthy giant, modeled on the British empire, to maintain a balance of power in Europe and Asia.

    It was all about containing the maritime edges of Eurasia.

    In fact, we lived in a mix of Heartland and Rimland. In 1952, then Secretary of State John Foster Dulles adopted the concept of an “island chain” (then expanded to three chains) alongside Japan, Australia and the Philippines to encircle and contain both China and the USSR in the Pacific. (Note the Trump administration’s attempt at revival via the Quad–U.S., Japan, Australia and India).

    George Kennan, the architect of containing the USSR, was drunk on Spykman, while, in a parallel track, as late as 1988, President Ronald Reagan’s speechwriters were still drunk on Mackinder. Referring to U.S. competitors as having a shot at dominating the Eurasian landmass, Reagan gave away the plot: “We fought two world wars to prevent this from occurring,” he said.

    Eurasia integration and connectivity is taking on many forms. The China-driven New Silk Roads, also known as Belt and Road Initiative (BRI); the Russia-driven Eurasia Economic Union (EAEU); the Asia Infrastructure Investment Bank (AIIB); the International North-South Transportation Corridor (INSTC), and myriad other mechanisms, are now leading us to a whole new game.

    How delightful that the very concept of Eurasian “connectivity” actually comes from a 2007 World Bank report about competitiveness in global supply chains.

    Also delightful is how the late Zbigniew “Grand Chessboard” Brzezinski was “inspired” by Mackinder after the fall of the USSR – advocating the partition of a then weak Russia into three separate regions; European, Siberian and Far Eastern.

    All Nodes Covered

    At the height of the unipolar moment, history did seem to have “ended.” Both the western and eastern peripheries of Eurasia were under tight Western control – in Germany and Japan, the two critical nodes in Europe and East Asia. There was also that extra node in the southern periphery of Eurasia, namely the energy-wealthy Middle East.

    Washington had encouraged the development of a multilateral European Union that might eventually rival the U.S. in some tech domains, but most of all would enable the U.S. to contain Russia by proxy.

    China was only a delocalized, low-cost manufacture base for the expansion of Western capitalism. Japan was not only for all practical purposes still occupied, but also instrumentalized via the Asian Development Bank (ADB), whose message was: We fund your projects only if you are politically correct.

    The primary aim, once again, was to prevent any possible convergence of European and East Asian powers as rivals to the US.

    The confluence between communism and the Cold War had been essential to prevent Eurasia integration. Washington configured a sort of benign tributary system – borrowing from imperial China – designed to ensure perpetual unipolarity. It was duly maintained by a formidable military, diplomatic, economic, and covert apparatus, with a star role for the Chalmers Johnson-defined Empire of Bases encircling, containing and dominating Eurasia.

    Compare this recent idyllic past with Brzezinski’s – and Henry Kissinger’s – worst nightmare: what could be defined today as the “revenge of history”.

    That features the Russia-China strategic partnership, from energy to trade:  interpolating Russia-China geo-economics; the concerted drive to bypass the U.S. dollar; the AIIB and the BRICS’s New Development Bank involved in infrastructure financing; the tech upgrade inbuilt in Made in China 2025; the push towards an alternative banking clearance mechanism (a new SWIFT); massive stockpiling of gold reserves; and the expanded politico-economic role of the Shanghai Cooperation Organization (SCO).

    As Glenn Diesen formulates in his brilliant book, Russia’s Geo-economic Strategy for a Greater Eurasia, “the foundations of an Eurasian core can create a gravitational pull to draw the rimland towards the centre.”

    If the complex, long-term, multi-vector process of Eurasia integration could be resumed by just one formula, it would be something like this: the heartland progressively integrating; the rimlands mired in myriad battlefields and the power of the hegemon irretrievably dissolving. Mahan, Mackinder and Spykman to the rescue? It’s not enough.

    Divide and Rule, Revisited

    The Oracle still speaks.

    The same applies for the preeminent post-mod Delphic Oracle, also known as Henry Kissinger, simultaneously adorned by hagiography gold and despised as a war criminal.

    Before the Trump inauguration, there was much debate in Washington about how Kissinger might engineer – for Trump – a “pivot to Russia” that he had envisioned 45 years ago. This is how I framed the shadow play at the time.

    In the end, it’s always about variations of Divide and Rule – as in splitting Russia from China and vice-versa. In theory, Kissinger advised Trump to “rebalance” towards Russia to oppose the irresistible Chinese ascension. It won’t happen, not only because of the strength of the Russia-China strategic partnership, but because across the Beltway, neocons and humanitarian imperialists ganged up to veto it.

    Brzezinski’s perpetual Cold War mindset still lords over a fuzzy mix of the Wolfowitz Doctrine and the Clash of Civilizations. The Russophobic Wolfowitz Doctrine – still fully classified – is code for Russia as the perennial top existential threat to the U.S. The Clash, for its part, codifies another variant of Cold War 2.0: East (as in China) vs. West.

    Kissinger is trying some rebalancing/hedging himself, noting that the mistake the West (and NATO) is making “is to think that there is a sort of historic evolution that will march across Eurasia – and not to understand that somewhere on that march it will encounter something very different to a Westphalian entity.”

    Both Eurasianist Russia and civilization-state China are already on post-Westphalian mode. The redesign goes deep. It includes a key treaty signed in 2001, only a few weeks before 9/11, stressing that both nations renounce any territorial designs on one another’s territory. This happens to concern, crucially, the Primorsky Territory in the Russian Far East along the Amur River, which was ruled by the Ming and Qing empires.

    Moreover, Russia and China commit never to do deals with any third party, or allow a third country to use its territory to harm the other’s sovereignty, security and territorial integrity.

    So much for turning Russia against China. Instead, what will develop 24/7 are variations of U.S. military and economic containment against Russia, China and Iran – the key nodes of Eurasia integration – in a geo-strategic spectrum. It will include intersections of heartland and rimland across Syria, Ukraine, Afghanistan and the South China Sea. That will proceed in parallel to the Fed weaponizing the U.S. dollar at will.

    Heraclitus Defies Voltaire

    Voltaire

    Alastair Crooke took a great shot at deconstructing why Western global elites are terrified of the Russian conceptualization of Eurasia. It’s because “they ‘scent’…a stealth reversion to the old, pre-Socratic values: for the Ancients … the very notion of ‘man’, in that way, did not exist. There were only men: Greeks, Romans, barbarians, Syrians, and so on. This stands in obvious opposition to universal, cosmopolitan ‘man’.”

    So it’s Heraclitus versus Voltaire – even as “humanism” as we inherited it from the Enlightenment, is de facto over. Whatever is left roaming our wilderness of mirrors depends on the irascible mood swings of the Goddess of the Market. No wonder one of the side effects of progressive Eurasia integration will be not only a death blow to Bretton Woods but also to “democratic” neoliberalism.

    What we have now is also a remastered version of sea power versus land powers. Relentless Russophobia is paired with supreme fear of a Russia-Germany rapprochement – as Bismarck wanted, and as Putin and Merkel recently hinted at. The supreme nightmare for the U.S. is in fact a truly Eurasian Beijing-Berlin-Moscow partnership.

    The Belt and Road Initiative (BRI) has not even begun; according to the official Beijing timetable, we’re still in the planning phase. Implementation starts next year. The horizon is 2039.

    (Wellcome Library, London.) 

    This is China playing a long-distance game of go on steroids, incrementally making the best strategic decisions (allowing for margins of error, of course) to render the opponent powerless as he does not even realize he is under attack.

    The New Silk Roads were launched by Xi Jinping five years ago, in Astana (the Silk Road Economic Belt) and Jakarta (the Maritime Silk Road). It took Washington almost half a decade to come up with a response. And that amounts to an avalanche of sanctions and tariffs. Not good enough.

    Russia for its part was forced to publicly announce a show of mesmerizing weaponry to dissuade the proverbial War Party adventurers probably for good – while heralding Moscow’s role as co-driver of a brand new game.

    On sprawling, superimposed levels, the Russia-China partnership is on a roll; recent examples include summits in Singapore, Astana and St. Petersburg; the SCO summit in Qingdao; and the BRICS Plus summit.

    Were the European peninsula of Asia to fully integrate before mid-century – via high-speed rail, fiber optics, pipelines – into the heart of massive, sprawling Eurasia, it’s game over. No wonder Exceptionalistan elites are starting to get the feeling of a silk rope drawn ever so softly, squeezing their gentle throats.

    Pepe Escobar is the correspondent-at-large for Hong Kong-based Asia Times. His latest book is 2030. Follow him on Facebook.


    CoreSite Reports Fourth Quarter 2018 Financial Results | killexams.com real questions and Pass4sure dumps

    By Business Wire

    Article Rating:

    February 6, 2019 04:20 PM EST  

    CoreSite Realty Corporation (NYSE:COR) (“the Company”), a premier provider of secure, reliable, high-performance data center and interconnection solutions across the U.S., today announced financial results for the fourth quarter ended December 31, 2018.

    Annual Highlights

  • Key Financial Results, compared to 2017 --
  • Operating revenues of $544.4 million, increased 13.0%
  • Net income of $2.22 per diluted common share, increased 20.7%
  • Funds From Operations (“FFO”) of $5.06 per diluted share and unit –
  • increased 14.2% year over year, or 11.9% excluding 2017 non-cash charge for redeemed preferred stock original issuance costs
  • Dividends declared of $4.14 per share and unit, increased 15.6%
  • Quarterly Highlights

  • Key Financial Results --
  • Q4 operating revenues of $139.1 million -
  • increased 10.5% year over year, and was in line sequentially
  • Q4 net income of $0.54 per diluted common share -
  • increased 22.7% year over year, and 3.8% sequentially
  • Q4 FFO of $1.26 per diluted share and unit -
  • increased 15.6% year over year, or 6.8% excluding 2017 non-cash charge for redeemed preferred stock original issuance costs and 0.8% sequentially
  • Lease Commencements --
  • Commenced 116 new and expansion leases including -
  • 22,684 net rentable square feet (“NRSF”), representing $4.4 million of annualized GAAP rent at an average rate of $192 per square foot
  • Lease Sales Activity --
  • Signed 115 new and expansion leases including -
  • 16,125 NRSF, representing $4.2 million of annualized GAAP rent at an average rate of $259 per square foot
  • Renewed 303 existing leases including -
  • 125,078 NRSF, representing $22.5 million of annualized GAAP rent, at an average rate of $180 per square foot, including churn of 1.9%, reflecting 3.0% cash rent growth and 7.0% GAAP rent growth
  • “We delivered solid results in 2018, while expanding our customer ecosystem and building our new capacity pipeline,” said Paul Szurek, CoreSite’s Chief Executive Officer. “In 2019, our focus is to continue executing on high-value edge and hybrid cloud deployments requiring direct interconnection to networks and cloud on-ramps. This includes our goals of delivering significant new capacity and translating it into attractive sales growth, acquiring many new customers and continuing to deliver a strong customer experience.”

    Other Financial Results and Liquidity

    CoreSite’s $139.1 million of operating revenues for the fourth quarter included $118.3 million of rental, power and related revenue, $18.0 million of interconnection revenue and $2.8 million of office, light-industrial and other revenue.

    Net Income was $25.9 million for the fourth quarter and $106.8 million for the year, or $0.54 and $2.22 attributable to each common diluted share, respectively.

    The Company’s balance sheet remains strong, with a ratio of net principal debt to fourth quarter annualized adjusted EBITDA of 3.8 times. As of the end of the fourth quarter, CoreSite had $236.2 million of total liquidity, including $2.6 million of cash and $233.6 million of available capacity on its revolving credit facility.

    Sales Activity

    For the quarter, the Company continued to perform in the core retail colocation space with solid pricing, ongoing acquisition of new logos and expansion with key strategic customers. Additionally, the Company achieved strong lease renewals, with churn lower than expected. Scale colocation leasing for the quarter was impacted by the fact that occupancies were high and therefore capacity was constrained for large blocks of contiguous space in certain markets. In 2018, the Company made solid progress on construction, and when coupled with its development completion schedule for 2019, believes its new capacity will strengthen its future sales opportunities, including for scale leasing.

    “We are entering 2019 with a strong pipeline of construction and development, new logo additions, and an ongoing value proposition that we believe resonates with customers,” said Steven Smith, Chief Revenue Officer. “These elements, along with our product enhancements, should drive significant new leasing opportunities in 2019.”

    Development Activity

    CoreSite expects 2019 to be a positive transition year, entering the year with leasable capacity at a low level compared to historical norms, and plans to end 2019 with leasable capacity, plus quickly developable incremental capacity, at the higher levels the Company experienced in previous years.

    CoreSite has a strong ongoing development and operational position that includes --

  • the ability to increase its occupied footprint of land and buildings, both owned or leased, by 89%, or about 1.9 million NRSF, including space unoccupied, under construction, pre-construction or held for development, and
  • owning (versus leasing) 92% of its 4.1 million data center NRSF, which supports operational control, expansion and long-term cost management
  • In 2018, the Company placed into service nearly 172,000 NRSF of new turn-key data center capacity, including completion late in the fourth quarter of its DC2 data center, located in Washington DC, for nearly 25,000 NRSF.

    As of December 31, 2018, CoreSite had a total of approximately 271,000 NRSF of turn-key data center capacity under construction, with $166.4 million incurred to date of the $530.2 million of total estimated costs as detailed below. Included in these numbers are two development projects in the pre-construction phase totaling 118,000 NRSF, with $39.4 million incurred to date of the $250.0 million of estimated total costs.

                        Costs Incurred     Estimated Estimated To-Date Total Costs Market Building NRSF Completion (in millions) (in millions) Under Construction: Los Angeles LA1 17,238 Q2 2019 $ 1.6 $ 13.2 Los Angeles LA2 28,191 Q2 2019 7.1 21.0 Northern Virginia VA3, Phase 1B 49,837 Q2 2019 70.8 119.0 San Francisco Bay SV8, Phase 1 58,000 Q3 2019 47.5 127.0 Pre-Construction: Chicago CH2, Phase 1 58,000 2020 10.1 120.0 Los Angeles LA3, Phase 1 60,000 2020   29.3   130.0 Total 271,266 $ 166.4 $ 530.2  

    Operational Excellence

    CoreSite made investments in 2017 and 2018 to drive operational excellence with new technology, talent and staffing upgrades and increased training.

    In 2018, CoreSite achieved 99.99999% reliability, or “seven 9s,” exceeding its target of “six 9s.” This achievement positively impacted operating costs and correlated to high satisfaction from some of the Company’s largest customers for its reliability and ease of doing business.

    In addition, CoreSite delivered approximately 7% improvement in Power Utilization Efficiency on a same-store basis compared to 2017, enabled by strategic infrastructure investments and an ongoing program of operational efficiency improvements.

    Financial Outlook

    The Company’s outlook is based on current economic conditions, internal assumptions about its customer base, and the supply and demand dynamics of the markets in which it operates. The guidance does not include the impact of any future financing, investment or disposition activities, beyond what has already been disclosed.

    The Company’s guidance for 2019 includes --

  • Net income attributed to common share in a range of $2.15 to $2.25, and
  • FFO per common diluted share and unit in the range of $5.21 to $5.31
  • The difference between net income and FFO represents real estate depreciation and amortization.

    For further detail on the Company’s 2019 guidance, including operating revenues, Adjusted EBITDA, depreciation and amortization and capital expenditures, along with guidance drivers, please see page 23 of CoreSite’s Supplemental Information.

    Upcoming Conferences and Events

    CoreSite’s management will participate in Citi’s 2019 Global Property CEO Conference in Hollywood, Florida on March 4-5.

    Conference Call Details

    CoreSite will host its fourth quarter 2018 earnings call on Thursday, February 7, 2019, at 12:00 p.m. Eastern Time. The conference call will be accessible by dialing 1-877-407-3982 (domestic) or 1-201-493-6780 (international). A replay will be available until February 21, 2019, and can be accessed shortly after the call by dialing 1-844-512-2921 (domestic) or 1-412-317-6671 (international). The passcode for the replay is 13686173. The quarterly conference call also will be offered as a simultaneous webcast, accessible by visiting www.CoreSite.com and clicking on the “Investors” link. An on-line replay will be available for a limited time immediately following the call.

    About CoreSite

    CoreSite Realty Corporation (NYSE:COR) delivers secure, reliable, high-performance data center and interconnection solutions to a growing customer ecosystem across eight key North American markets. More than 1,350 of the world’s leading enterprises, network operators, cloud providers, and supporting service providers choose CoreSite to connect, protect and optimize their performance-sensitive data, applications and computing workloads. Our scalable, flexible solutions and 450+ dedicated employees consistently deliver unmatched data center options — all of which leads to a best-in-class customer experience and lasting relationships. For more information, visit www.CoreSite.com.

    Forward Looking Statements

    This earnings release and accompanying supplemental information may contain forward-looking statements within the meaning of the federal securities laws. Forward-looking statements relate to expectations, beliefs, projections, future plans and strategies, anticipated events or trends and similar expressions concerning matters that are not historical facts. In some cases, you can identify forward-looking statements by the use of forward-looking terminology such as “believes,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “pro forma,” “estimates” or “anticipates” or the negative of these words and phrases or similar words or phrases that are predictions of or indicate future events or trends and that do not relate solely to historical matters. Forward-looking statements involve known and unknown risks, uncertainties, assumptions and contingencies, many of which are beyond CoreSite’s control that may cause actual results to differ significantly from those expressed in any forward-looking statement. These risks include, without limitation: the geographic concentration of the Company’s data centers in certain markets and any adverse developments in local economic conditions or the demand for data center space in these markets; fluctuations in interest rates and increased operating costs; difficulties in identifying properties to acquire and completing acquisitions; significant industry competition; failure to obtain necessary outside financing; the ability to service existing debt; the failure to qualify or maintain its status as a REIT; financial market fluctuations; changes in real estate and zoning laws and increases in real property tax rates; and other factors affecting the real estate industry generally. All forward-looking statements reflect the Company’s good faith beliefs, assumptions and expectations, but they are not guarantees of future performance. Furthermore, the Company disclaims any obligation to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors, of new information, data or methods, future events or other changes. For a further discussion of these and other factors that could cause the Company’s future results to differ materially from any forward-looking statements, see the section entitled “Risk Factors” in its most recent annual report on Form 10-K, and other risks described in documents subsequently filed by the Company from time to time with the Securities and Exchange Commission.

    Use of Funds From Operations (“FFO”)

    FFO is a supplemental measure of CoreSite’s performance which should be considered along with, but not as an alternative to, net income and cash provided by operating activities as a measure of operating performance. The Company calculates FFO in accordance with the standards established by the National Association of Real Estate Investment Trusts (“Nareit”). FFO represents net income (loss) (computed in accordance with GAAP), excluding gains (or losses) from sales of property and undepreciated land and impairment write-downs of depreciable real estate, plus real estate related depreciation and amortization (excluding amortization of deferred financing costs) and after adjustments for unconsolidated partnerships and joint ventures. FFO attributable to common shares and units represents FFO less preferred stock dividends declared during the period.

    CoreSite’s management uses FFO as a supplemental performance measure because, by excluding real estate related depreciation and amortization and gains and losses from property dispositions, it provides a performance measure that, when compared year over year, captures trends in occupancy rates, rental rates and operating costs.

    CoreSite offers this measure because it recognizes that investors use FFO as a basis to compare its operating performance with that of other REITs. However, the utility of FFO as a measure of the Company’s performance is limited because FFO excludes depreciation and amortization and captures neither the changes in the value of its properties that result from use or market conditions, nor the level of capital expenditures and capitalized leasing commissions necessary to maintain the operating performance of its properties, all of which have real economic effect and could materially impact the Company’s financial condition and results from operations. FFO is a non-GAAP measure and should not be considered a measure of liquidity, an alternative to net income, cash provided by operating activities or any other performance measure determined in accordance with GAAP, nor is it indicative of funds available to fund the Company’s cash needs, including its ability to pay dividends or make distributions. In addition, CoreSite’s calculations of FFO are not necessarily comparable to FFO as calculated by other REITs that do not use the same definition or implementation guidelines or interpret the standards differently from the Company. Investors in CoreSite’s securities should not rely on these measures as a substitute for any GAAP measure, including net income.

    Use of Earnings Before Interest, Taxes, Depreciation and Amortization for Real Estate (“EBITDAre”)

    EBITDAre is calculated in accordance with the standards established by the National Association of Real Estate Investment Trusts (“Nareit”). EBITDAre is defined as earnings before interest, taxes, depreciation and amortization, gains or losses from the sale of depreciated property, and impairment of depreciated property. CoreSite calculates adjusted EBITDA by adding its non-cash compensation expense, transaction costs from unsuccessful deals and business combinations and litigation expense to EBITDAre as well as adjusting for the impact of other impairment charges, gains or losses from sales of undepreciated land and gains or losses on early extinguishment of debt. Management uses EBITDAre and adjusted EBITDA as indicators of the Company’s ability to incur and service debt. In addition, CoreSite considers EBITDAre and adjusted EBITDA to be appropriate supplemental measures of its performance because they eliminate depreciation and interest, which permits investors to view income from operations without the impact of non-cash depreciation or the cost of debt. However, because EBITDAre and adjusted EBITDA are calculated before recurring cash charges including interest expense and taxes, and are not adjusted for capital expenditures or other recurring cash requirements of the Company’s business, their utilization as a cash flow measurement is limited.

      Consolidated Balance Sheets

    (in thousands, except per share data)

          December 31,     December 31, 2018

    2017 (1)

    Assets: Investments in real estate: Land $ 86,955 $ 97,258 Buildings and improvements   1,730,329     1,561,056   1,817,284 1,658,314 Less: Accumulated depreciation and amortization   (590,784 )   (473,141 ) Net investment in operating properties 1,226,500 1,185,173 Construction in progress   265,921     162,903   Net investments in real estate   1,492,421     1,348,076   Operating lease right-of-use assets 190,304 92,984 Cash and cash equivalents 2,599 5,247 Accounts and other receivables, net 18,464 28,875 Lease intangibles, net 6,943 6,314 Goodwill 40,646 40,646 Other assets, net   102,290     103,501   Total assets $ 1,853,667   $ 1,625,643     Liabilities and equity: Liabilities Debt, net $ 1,130,823 $ 939,570 Operating lease liabilities 202,699 102,912 Accounts payable and accrued expenses 89,315 77,170 Accrued dividends and distributions 55,679 48,976 Acquired below-market lease contracts, net 2,846 3,504 Unearned revenue, prepaid rent and other liabilities   37,672     34,867   Total liabilities   1,519,034     1,206,999     Stockholders' equity Common stock, par value $0.01 363 338 Additional paid-in capital 491,314 457,495 Accumulated other comprehensive income (loss) (2,193 ) 753 Distributions in excess of net income   (246,929 )   (177,566 ) Total stockholders' equity 242,555 281,020 Noncontrolling interests   92,078     137,624   Total equity   334,633     418,644   Total liabilities and equity $ 1,853,667   $ 1,625,643   (1)   Adoption of the new lease accounting standard effective January 1, 2018, required that the Company adjust the consolidated balance sheet as of December 31, 2017, to include the recognition of additional right-of-use assets and lease liabilities for operating leases. See the Company’s SEC filings for additional information.   Consolidated Statements of Operations

    (in thousands, except per share data)

          Three Months Ended   Year Ended December 31,   September 30,   December 31, December 31,   December 31, 2018 2018 2017 2018 2017 Operating revenues: Data center revenue:(1) Rental, power, and related revenue $ 118,341 $ 118,590 $ 106,748 $ 463,086 $ 407,680 Interconnection revenue   18,026     17,701     16,255     69,709     62,293   Total data center revenue 136,367 136,291 123,003 532,795 469,973 Office, light-industrial and other revenue   2,779     2,889     2,943     11,597     11,848   Total operating revenues 139,146 139,180 125,946 544,392 481,821   Operating expenses: Property operating and maintenance 39,487 41,161 34,722 152,357 132,820 Real estate taxes and insurance 4,910 4,699 3,963 19,239 14,913 Depreciation and amortization 36,035 36,264 32,629 141,633 129,251 Sales and marketing 5,394 5,180 4,616 21,023 18,176 General and administrative 10,534 10,074 10,157 40,090 37,548 Rent 7,420 7,329 6,155 27,696 24,125 Transaction costs   —     —     37     75     176   Total operating expenses   103,780     104,707     92,279     402,113     357,009   Operating income 35,366 34,473 33,667 142,279 124,812 Interest expense   (9,448 )   (9,433 )   (6,635 )   (35,526 )   (24,147 ) Income before income taxes 25,918 25,040 27,032 106,753 100,665 Income tax (expense) benefit   (20 )   (20 )   (24 )   10     (174 ) Net income 25,898 25,020 27,008 106,763 100,491 Net income attributable to noncontrolling interests   6,267     6,420     6,099     28,841     25,636   Net income attributable to CoreSite Realty Corporation 19,631 18,600 20,909 77,922 74,855 Preferred stock dividends — — (1,671 ) — (7,924 ) Original issuance costs associated with redeemed preferred stock   —     —     (4,326 )   —     (4,326 ) Net income attributable to common shares $ 19,631   $ 18,600   $ 14,912   $ 77,922   $ 62,605     Net income per share attributable to common shares: Basic $ 0.54 $ 0.52 $ 0.44 $ 2.23 $ 1.85 Diluted $ 0.54   $ 0.52   $ 0.44   $ 2.22   $ 1.84     Weighted average common shares outstanding: Basic 36,300 35,512 33,893 34,957 33,793 Diluted 36,486 35,721 34,145 35,137 34,059 (1)   During 2018, the Financial Accounting Standards Board (“FASB”) issued updates to the new lease accounting standard. As a result of the updates the Company has combined contractual data center rental, power, and tenant reimbursements and other revenue into a single line item as shown below:     Three Months Ended   Year Ended December 31,   September 30,   December 31, December 31,   December 31, 2018 2018 2017 2018 2017 Rental revenue $ 74,326 $ 74,321 $ 68,373 $ 293,823 $ 264,134 Power revenue 41,637 40,967 36,528 157,993 134,909 Tenant reimbursement and other   2,378   3,302   1,847   11,270   8,637 Rental, power, and related revenue $ 118,341 $ 118,590 $ 106,748 $ 463,086 $ 407,680   Reconciliations of Net Income to FFO

    (in thousands, except per share data)

          Three Months Ended   Year Ended December 31,   September 30,   December 31, December 31,   December 31, 2018 2018 2017 2018 2017 Net income $ 25,898 $ 25,020 $ 27,008 $ 106,763 $ 100,491 Real estate depreciation and amortization   34,853   34,928   31,213     136,458   123,848   FFO $ 60,751 $ 59,948 $ 58,221 $ 243,221 $ 224,339 Preferred stock dividends — — (1,671 ) — (7,924 ) Original issuance costs associated with redeemed preferred stock   —   —   (4,326 )   —   (4,326 ) FFO available to common shareholders and OP unit holders $ 60,751 $ 59,948 $ 52,224 $ 243,221 $ 212,089 Original issuance costs associated with redeemed preferred stock   —   —   4,326     —   4,326   FFO available to common shareholders and OP unit holders, as adjusted(1) $ 60,751 $ 59,948 $ 56,550   $ 243,221 $ 216,415     Weighted average common shares outstanding - diluted 36,486 35,721 34,145 35,137 34,059 Weighted average OP units outstanding - diluted   11,602   12,378   13,836     12,903   13,844   Total weighted average shares and units outstanding - diluted 48,088 48,099 47,981 48,040 47,903                     FFO per common share and OP unit - diluted $ 1.26 $ 1.25 $ 1.09   $ 5.06 $ 4.43                       FFO per common share and OP unit - diluted, as adjusted(1) $ 1.26 $ 1.25 $ 1.18   $ 5.06 $ 4.52   (1)   The three months and year ended December 31, 2017, excludes $4.3 million, or $0.09 per share and unit, of non-cash charge related to the original issuance costs associated with the Company’s redeemed preferred stock.   Reconciliations of Net Income to EBITDAre and Adjusted EBITDA:

    (in thousands)

          Three Months Ended   Year Ended December 31,   September 30,   December 31, December 31,   December 31, 2018 2018 2017 2018 2017 Net income $ 25,898 $ 25,020 $ 27,008 $ 106,763 $ 100,491 Adjustments: Interest expense 9,448 9,433 6,635 35,526 24,147 Income taxes 20 20 24 (10 ) 174 Depreciation and amortization   36,035   36,264   32,629   141,633     129,251 EBITDAre $ 71,401 $ 70,737 $ 66,296 $ 283,912 $ 254,063 Non-cash compensation 3,174 3,052 2,401 12,038 8,946 Transaction costs / litigation   —   3   58   168     197 Adjusted EBITDA $ 74,575 $ 73,792 $ 68,755 $ 296,118   $ 263,206

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    Mar. 1, 2019 12:00 PM EST

    By Liz McMillan

    Mar. 1, 2019 11:00 AM EST

     


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