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T7 | International Financial Reporting Standards for Compensation Professionals

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T7 - International Financial Reporting Standards for Compensation Professionals - braindump

Vendor Worldatwork
Exam Number T7
Exam Name International Financial Reporting Standards for Compensation Professionals
Questions 89 Q & A
Recent Update January 15, 2019
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T7 exam Dumps Source : International Financial Reporting Standards for Compensation Professionals

Test Code : T7
Test Name : International Financial Reporting Standards for Compensation Professionals
Vendor Name : Worldatwork
Q&A : 89 Real Questions

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Worldatwork Worldatwork International Financial Reporting

WorldatWork file: U.S. income finances increases come in at three percent | killexams.com Real Questions and Pass4sure dumps

August 01, 2017 09:48 ET | supply: WorldatWork

WASHINGTON, D.C., Aug. 01, 2017 (GLOBE NEWSWIRE) -- in line with WorldatWork’s annual income finances Survey, launched nowadays, employers within the united states report that the normal 2017 total revenue enhance finances is 3.0 % (suggest and median), the equal as it has been for the previous three years. Respondents are planning for a mild boost for 2017 income raise budgets however handiest as much as three.1 percent.

 “With a decent job market and said financial positive aspects, we might are expecting to look more boom in salaries,” said Kerry Chou, WorldatWork senior practice chief. “within the u.s. in selected, there are different components that could explain this plateau in increase, including the expanded use of variable pay or non-cash primarily based rewards, or an basic extra conservative pay philosophy. we're additionally searching closely at the affect several regulatory movements have had on salaries: the rising minimum wage in definite regions and the overtime rule. It’s viable that these changes can also not had been suggested as a profits budget raise in some situations. whereas the OT rule has been blocked, many corporations had already implemented the changes and selected no longer to undo them. So, with the persevered 3 p.c boost of earnings budgets and these un-suggested earnings changes, this picture can be brighter for the body of workers than it initially appears.”

choose Survey Highlights

  • Base earnings raises (e.g., prevalent raise/cost-of-living Adjustment [COLA], merit increase) are being awarded to 89 p.c of personnel in 2017, on usual.
  • Promotional increases had been awarded to 7.9 p.c (median: 7.0 p.c) of personnel in 2016, one-tenth of a percent factor lessen than the eight.0 p.c usual in 2015 (median: 7.0 percent). Of the promotional increases got, the size of the typical pay enhance remained unchanged at 8.four percent (median: 8.0 p.c).
  • The percentage of corporations using variable pay extended by means of one percentage element for the third straight 12 months to 85 % in 2017. This number has been hovering round 80 % for a long time. An enhancing economic system could outcomes in these variable pay increases while the fixed charges stay controlled.
  •  State level statistics

    The survey reports on profits finances increases for all 50 states as well as selected predominant metropolitan areas. As in contemporary years, the state revenue budget raises for 2017 showed little variance. The increases ranged from 2.9 p.c to 3.1 p.c, with the median at three.0 %. The metropolitan areas showed more variance, ranging from 3.0 % to three.three percent. “The metropolitan areas that show the optimum percentages, such because the Pacific Northwest, los angeles, Dallas or Atlanta, are usually in areas of the us that are driven by using high-tech or minimal wage raises,” Chou stated.


    Aggregated across all Canadian worker categories, areas and industries, the standard complete earnings price range enhance is 2.eight percent in 2017 (median: 3.0 percent), in accordance with remaining year’s projection. The median determine is unchanged since 2011.

     “we are seeing some decent news for the Canadian workforce as we're starting to see an increase within the earnings budgets,” observed Chou. “Canada faced some problems remaining 12 months, together with low oil expenditures and large wildfires, that may additionally have contributed to lessen numbers in 2016. With 2017 showing an increase, this may also point out some recuperation. We expect the 2018 numbers to increase much more.”

     The commonplace complete revenue boost price range in Canada is projected to come to 3.0 percent in 2018 with the median total revenue budget increase anticipated to remain enterprise at 3.0 p.c. The survey additionally gives a breakdown by using province and foremost metropolitan enviornment.


     about the Survey

    The “WorldatWork 2017-2018 profits budget Survey” is the greatest survey of its type with 4,942 responses from 19 international locations representing virtually 15 million employees. (world precise-stage consequences). The survey closed in may 2017. Survey respondents are WorldatWork individuals employed within the human materials, compensation and benefits departments of in most cases big U.S. businesses. All data include zero-% responses.

     Credentialed journalists may also request a complimentary copy of the survey document with the aid of contacting Emily McGee at emily.mcgee@worldatwork.org   

    be aware: WorldatWork comprises zero-p.c responses within the analysis, except otherwise stated, as a result of a zero represents a choice no longer to budget for a software and/or worker category that exists within the responding company.


    About WorldatWork®

    the whole Rewards affiliation

    WorldatWork is a nonprofit human materials affiliation and compensation authority for gurus and organizations concentrated on compensation, benefits and total rewards. it's our mission to empower specialists to develop into masters in their fields. We accomplish that through providing idea leadership in total rewards disciplines from the world's most useful experts; ensuring entry to timely, important content; and fostering an lively group of complete rewards practitioners and leaders.

    WorldatWork has more than 70,000 contributors and subscribers worldwide; more than 80 % of Fortune 500 corporations employ a WorldatWork member. situated in 1955, WorldatWork has workplaces in Scottsdale, Ariz., and Washington, D.C., and is affiliated with more than 70 human supplies associations worldwide.


    a photograph accompanying this announcement is purchasable at http://www.globenewswire.com/NewsRoom/AttachmentNg/e67980f5-d596-4366-ab66-5398edac6abb

    Emily McGee WorldatWork 202 315 5514 emily.mcgee@worldatwork.org

    New Survey: Three Out of 5 Employers maintain 401(okay) match despite financial disaster | killexams.com Real Questions and Pass4sure dumps

    WASHINGTON--(business WIRE)--a new survey of employers launched via WorldatWork and the American advantages Council, “trends in 401(ok) Plans,” and introduced today at a countrywide Press membership Newsmaker press convention in Washington, DC, finds that the fiscal disaster has no longer drastically discouraged 401(k) contributions or participation. A full 74 % of employers mentioned no trade within the organisation matching contribution; 15 % have both elevated or are due to the fact expanding the company fit; eight percent have both lowered or are considering that lowering the 401(ok) suit, and three p.c stated removing the fit.

    according to the survey, more than 9 out of ten U.S. corporations present an employee 401(k) plan. moreover, despite the generally stated drop in account balances, two-thirds (66 %) of organizations indicated that as a minimum 70 % of eligible employees participated in these 401(okay) plans in 2008.

    “These facts replicate that employers are evidently committed to presenting retirement discount rates alternatives to their employees, even in complicated financial instances,” talked about Cara Welch, public policy director for WorldatWork. “401(ok) plans serve a big range of employers and a wide range of personnel. extra reform should still encourage and construct on this commitment and prevent growing new boundaries to plot sponsorship.”

    having said that, the have an impact on of the shrinking economic climate and the truth of fiscal stress felt by way of americans can also be seen in some worker conduct. just about half (49 percent) of organizations surveyed report that employees are increasingly taking loans from their retirement bills. “The actual significance of these findings is that the 401(ok) plan equipment is a vital part of our retirement equipment in this country,” talked about Lynn Dudley, senior vp, policy, for the American advantages Council. “Our analyze suggests it remains each amazing and customary.”

    different Key Findings

  • In 2008, ninety four % of businesses provided some classification of organisation healthy to the employee’s individual 401(k) contribution, in comparison to 93 % when the survey turned into first carried out in 2002.
  • the most ordinary organization matching contribution is three to 4 percent of a participant's pay; the most usual employee contribution is 5 to seven % per paycheck.
  • Forty-four percent of taking part organizations offer computerized enrollment in 401(ok) plans; fifty six percent do not. President Obama's FY 2010 funds included proposals for necessary automated payroll-deduction into workplace plans or particular person retirement money owed.
  • in regards to the Survey

    This survey changed into carried out in December 2008 through WorldatWork, in collaboration with the American benefits Council. Surveys had been despatched electronically to a random consultant sample of four,938 U.S. WorldatWork participants. a complete of 505 contributors participated during this survey all the way through a two-week length, generating a ten-p.c response price.

    About WorldatWork®

    WorldatWork is a worldwide human substances affiliation concentrated on compensation, merits, work-life and integrated total rewards to attract, inspire and preserve a gifted team of workers. situated in 1955, WorldatWork gives a network of greater than 30,000 contributors and authorities in seventy five nations with working towards, certification, research, conferences and group. It has places of work in Washington, D.C. and Scottsdale, Arizona.

    About American merits Council

    The American advantages Council is the national change association for corporations worried about federal law and rules affecting all elements of the employee merits equipment. The Council’s individuals signify the entire spectrum of the inner most employee merits group and both sponsor directly or administer retirement and fitness plans covering greater than one hundred million american citizens.

    Work and family unit lifestyles at Stanford: Celebrating decades of help | killexams.com Real Questions and Pass4sure dumps

    October 21, 2015Work and family lifestyles at Stanford: Celebrating a long time of help

    Stanford's WorkLife office is committed to supporting employees as they work to achieve and retain a match balance in their personal and skilled lives. For decades Stanford has developed an evolving portfolio of family unit classes designed to fulfill the altering wants of personnel.

  • facebook
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  • Jennifer Robinson picks up her daughter at the Stock Farm Road Children’s Center.

    Jennifer Robinson picks up her daughter on the stock Farm street children’s core. (image credit: L.A. Cicero)

    holding work–life balance is a challenge for everyone. truly, in response to a 2014 analyze posted within the American Sociological evaluation, seven out of 10 American laborers document struggling to obtain the correct work-family healthy. stories have proven that assisting personnel with their domestic life concerns helps them center of attention on work when they are at work.

    For many years, Stanford has helped individuals of the tuition neighborhood locate and preserve a fit stability. In 1970, the college opened the first campus baby care core to aid meet the wants of graduate college students. in view that then, Stanford has developed a full portfolio of household courses for employees, supported by means of the WorkLife office.

    “My group prides itself on working to convey personnel courses that support them superior combine their work and personal existence,” pointed out Phyllis Stewart Pires, senior director of WorkLife strategy at Stanford.

    by way of taking a large and inclusive view of how households are described these days, WorkLife office classes and functions center of attention now not just on infant care, however on myriad work and lifestyles considerations.

    A nationwide Care.com survey released in August found that 89 percent of the nation’s working parents desire a household care advantage with their business, yet eighty one percent file that baby care isn’t provided.

    The equal survey discovered returned-up baby care, discounted care and aid discovering newborn care and elder care have been 4 of the suitable 5 family unit suggestions merits employees need.

    Stanford is still forward of the curve. The WorkLife workplace offers all these advantages to employees and to retirees. Plus, simply this yr by myself, the office announced enhancements to child care and back-up care features, in addition to coupon codes for off-web page child care.

    baby and elder care

    In February, the inventory Farm road infants’s middle (SFRCC) became the seventh on-site early schooling and newborn care core overseen through the WorkLife workplace. the brand new facility delivered 120 new baby care slots, bringing the number of infants cared for on campus to about 1,000 a day. (This contains Bing Nursery college, a software in the school of Humanities & Sciences, serving as a laboratory for research and baby construction for the branch of Psychology.) according to college Human substances, this makes Stanford probably the most largest and most complete child care beginning programs among bigger schooling associations.

    Jennifer Robinson, meals experiences program supervisor at the school of medicine, is awfully happy with the care her 21-month-old daughter is receiving at the inventory Farm facility, and with its proximity to her workplace.

    “It shaves about 30 minutes a day from my go back and forth, giving me greater excellent family time to spend with my daughter,” Robinson spoke of. “When they say it takes a village, WorkLife has been our village. they have got offered me with marvelous service and even helped me navigate the day care trials I faced when a nanny suddenly stop on me simply as my maternity leave was ending.”

    For Rebecca Lester, assistant professor of accounting in the Graduate college of enterprise (GSB), having her 14-month-historic daughter, Catherine, on campus within the SFRCC makes her new job even better.

    “We have been lucky the center opened. Catherine’s lecturers are remarkable. we are impressed with the encouragement and education they deliver,” Lester pointed out.

    apart from providing on-site child care centers, Stanford also presents a few courses designed to help meet the costs of child care each on- and off-campus. coupon codes for off-website newborn care via vivid Horizons and knowledge Universe were launched remaining spring.

    The WorkLife workplace additionally manages a few economic courses to assist offset the prices of infant care, including the infant Care Subsidy grant program (CCSG).

    In can also, the emergency and lower back-up care application provided by means of vibrant Horizons changed into prolonged to consist of advantages-eligible personnel members, after a pilot application for faculty proved a hit. This program gives now not most effective emergency lower back-up newborn care, however additionally emergency returned-up elder care. employees have the alternative of somebody coming to the domestic to take care of a family member or getting care via a pre-accredited core.

    Michaela Murphy, director of operations at the GSB’s centers and Initiatives for research, Curriculum & learning Experiences, has a nanny yr-round, but mandatory lower back-up care in June.

    “We have no household nearby. we have super babysitters, but they all work full-time as nannies, so devoid of this provider, we would have had a more difficult time getting care. And it might had been enormously extra costly. This changed into inexpensive, so I may pay for the lower back-up services and additionally give our nanny a paid vacation,” Murphy talked about.

    Roland Hsu, analysis affiliate for the Freeman Spogli Institute for foreign stories and for the school of Humanities and Sciences, repeatedly became to the WorkLife office all the way through the six years he cared for his in poor health mom. thanks to the decent information and the caregivers he discovered through taking part in WorkLife educational seminars and festivals, he not ever vital to make use of the back-up care application, but was chuffed to have the protection net simply in case.

    “You worry about your loved one 24 hours a day. to understand that the WorkLife workplace become there changed into essential. without their components and knowledge, a lot of people would ought to hand over on their work or take less responsibility,” Hsu talked about.

    Seal of big difference

    It’s not simply the personnel who respect how these ever-expanding courses assist them navigate their work–existence challenges. In March, Stanford’s WorkLife office bought a 2015 Seal of distinction from the WorldatWork Alliance for Work-lifestyles progress.

    “Stanford school believes within the position well-being plays in both employees’ lives and lengthy-term organizational success,” mentioned Anne Ruddy, president and CEO of WorldatWork, which because 2003 has recognized October as countrywide Work and family unit Month.

    The WorkLife crew is perpetually adapting to the evolving definition of what “work–lifestyles stability” means to Stanford’s distinct group and exploring further how you can make it work, at work. employees who have questions, considerations or ideas about balancing work and family life or those that are looking to schedule a one-on-one consultation with someone from the WorkLife office are inspired to complete a support request on the office’s site.

    “This month is the superb time to revisit your work and existence priorities,” Stewart Pires spoke of. “And don’t neglect to prompt your aid community and ask for assist when mandatory. The WorkLife workplace will also be a vital a part of your assist group.”

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    International Financial Reporting Standards for Compensation Professionals

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    Getting Your Organization Ready for Converting to International Financial Reporting Standards | killexams.com real questions and Pass4sure dumps

    It is expected that by 2011, almost every country around the world will use or will be in the process of adopting International Financial Reporting Standards, also known as IFRS. In the United States—where Generally Accepted Accounting Principles, or U.S. GAAP, have been the standard for decades—the Securities and Exchange Commission has proposed that all U.S. public companies adopt IFRS beginning in 2014 and, if another recommendation is finalized, the SEC will allow certain companies to adopt IFRS in 2009.

    Although executing the transition from U.S. GAAP to IFRS may not be considered a true transformation, for many organizations it will likely come pretty close. Not only will the IFRS conversion process affect accounting policies and procedures, it will also affect financial systems and reporting processes and potentially the overall structure of the finance function. In fact, when an organization begins to think beyond the technical accounting aspects of IFRS, it will likely have a better understanding of the complexity of a successful IFRS conversion.

    This article offers a high-level look at workforce issues associated with IFRS conversions, along with ways I believe an organization should consider assessing its readiness for IFRS conversion.

    Evaluating the workforce implications of IFRS adoptionThere are four workforce-related areas that are important to a successful IFRS adoption: communications, organizational structures and roles, skills and capabilities; and compensation and rewards. While the organization should consider how these areas are addressed in finance, risk management, corporate audit and information technology, I believe it should not overlook their importance in other functions, including the sales force, engineering and shareholder relations.

    1. Using communications channels to engage and informA proactive communications and employee engagement approach is important to a process change as encompassing as an IFRS conversion. The organization’s communications approach should be established at the outset of the conversion and include the following considerations:

    • Identify key stakeholders to drive leadership and management alignment. It’s critical to determine who in the organization will deliver messages to make sure they stick.

    • Determine appropriate channels to convey the information, according to audience needs. For example, some people will simply need to be aware of the IFRS standards and others may need to have detailed process knowledge.

    • Use an IFRS Web site on your corporate intranet. A community of practice can help share knowledge across borders and allow for the distribution of real-time conversion information.

    • Communicate proactively with investors, analysts and shareholders as much as possible to promote successes and head off issues before they arise.

    2. Adjusting organizational structures and roles

    Senior leadership should identify and address the effects of the conversion process on all levels of the organization early on. The organization can pair the results of its initial impact analysis with process-redesign activities to determine the following:

    • Does the organization have the right people in the right places doing the right jobs? Moving existing employees into new roles and assuming their jobs will be the same as under U.S. GAAP may be a mistake.

    • Do current organizational structures hold in the face of process changes, revised spans of control and reporting relationships, the introduction of IFRS and the redeployment of personnel that supported U.S. GAAP? For example, how will the conversion to IFRS affect U.S. financial controllers based in other countries?

    • How will IFRS change existing control structures and governance bodies that serve as stewards and advisors to the IFRS teams across the organization? If the organization faces a multi-year conversion in which U.S. GAAP and IFRS reporting are done in parallel, will the governance structures in place today work in the long term?

    • Could the organization benefit from establishing an IFRS center of excellence to support the gathering and sharing of critical technical and process knowledge?

    • What will be the roles and responsibilities of core IFRS team members and support personnel?

    • How will the IFRS core project team be redeployed into the organization after the conversion to provide for knowledge transfer and talent development?

    3. Building skills and capabilities

    Even in many multinational companies, IFRS is not a core competency today. The organization can develop the necessary skills and capabilities by:

    • Defining requirements for IFRS in terms of skills, capabilities and knowledge. With those in mind the organization can devise a training strategy.• Identifying current and future leaders in the organization who can lead, inspire and develop the IFRS capabilities needed in your workforce.

    • Updating existing finance and accounting talent models to match new IFRS processes.

    • Identifying how to take advantage of a global IFRS talent pool, identifying where expertise exists within your own organization and supplementing it, where appropriate, with outside expertise.

    Also consider implementing role-based IFRS training programs to build technical skills, process knowledge and capabilities associated with the transition from U.S. GAAP to IFRS accounting practices:

    • Clearly articulate how employees need to manage interpretation of principles-based IFRS guidelines (versus the rules-based U.S. GAAP).

    • Develop learning programs that build the technical and analytical competencies within your workforce.

    • Define what long-term support may be needed, including self-paced learning, seminars, access to specialists, and communities of practice that encourage knowledge sharing and skill building.

    4. Refining rewards and compensation programsIn theory, an organization’s rewards programs are driven by its desire to attract and retain talent to produce business results, independent of any related accounting treatment. However, in practice, accounting policy changes have had dramatic effects on benefit and compensation program design over the past couple of decades. IFRS adoption may change some of these accounting policies, so the organization should consider reassessing related rewards and compensation practices. For example:

    • Variable compensation and rewards programs based on earnings per share, net income or other financial metrics—for example, incentive compensation and profit-sharing plans—should be realigned to reflect the appropriate IFRS financial metrics. You may also consider adapting these programs to motivate and reward behavior consistent with the corporate IFRS transition goals.

    • In many industries, the timing of sales-force compensation is related to revenue recognition under U.S. GAAP. IFRS could change the timing of revenue recognition, so the impact on sales-force compensation should be identified, assessed and communicated.

    • Many companies with unionized workforces grant periodic pension benefit improvements under bargaining contracts. You should consider the potential changes in accounting under IFRS for these types of benefit improvements and their implications for the next bargaining cycle.

    • Accounting for retirement plans under IFRS may create additional volatility. An organization may consider strategies to mitigate these additional risks.

    Coordinated program management: A key to managing the conversionWhile basic program management organization infrastructure is often necessary for managing a single program or a series of projects, the IFRS conversion demands different treatment. Its inherent complexity, the number of individuals involved and the long-term nature of an IFRS conversion call for a comprehensive program management approach that keeps track of all the moving parts. Table 1 suggests several key program management organization roles and activities.

    Table 1. Key program management organization roles and activities

    “Air traffic controller” • Anticipates and proactively identifies issues and risks; facilitates resolution• Structures project plans to account for key dependencies, milestones, barriers and timelines• Manages portfolio of project work streams and matches skills of team members Project manager Project manager • Tracks project status, monitors individual contributors’ performance and tracks outcomes• Prioritizes initiatives and resources to address changing organization needs• Identifies key resources, ensures effective onboarding of resources and project continuity Budget tracker • Defines investment requirements, part-time and full-time/contractor resources, technology and impact of process realignment• Manages day-to-day financial reporting; meets program budgets Communications lead • Proactively manages internal and external stakeholders communications needs• Ensures project team is focused on the delivery of thorough and concise information about the project• Identifies communications needs of various audiences• Designs, develops and deploys a strategic communications plan Change management lead • Determines organization’s ability for change• Evaluates organization’s agility and readiness for change

    Invest in the technical accounting process, but don’t forget your peopleFor your organization, early conversion to IFRS may have appeal. I believe simplified reporting, reduced operating costs, greater transparency and comparability for investors, improved access to capital, and global alignment around the same accounting language and norms can be achieved. All of these are fair targets to have in mind as you set down the path to IFRS conversion. And these are among the reasons why momentum toward IFRS adoption has been steadily building, even before implementation is required by law.

    However, the typical conversion will take several years, during which issues affecting people, organizations and governance are likely to emerge. In fact, there are real issues with the human elements of IFRS, including operating structures, decision-making processes and process redesigns. All of these can have a significant impact on people’s jobs and daily responsibilities. If you approach IFRS conversion with these factors in mind, you will likely ease the transition over the months and years ahead.

    Remember that the workforce-related decisions you make now may determine, at least in part, the direction and speed of your transition to IFRS. But if you start slowly, plan ahead and convert over time, I believe the organization is more likely to have a smooth road to IFRS adoption.

    The information contained in this article is intended to provide useful information on the topic covered but is not a substitute for professional advice or services, nor should it be used as a basis for any decision or action that may affect your business.Copyright © 2009 Deloitte Development LLC. All rights reserved.

    Workforce Management Online, September 2009 — Register Now!

    Goldmoney Inc. Reports Financial Results for Second Quarter 2019 | killexams.com real questions and Pass4sure dumps

    TORONTO--(BUSINESS WIRE)--Nov 14, 2018--Goldmoney Inc. (TSX:XAU) (“Goldmoney”) (the “Company”), a precious metal financial service and technology company, today announced financial results for the second quarter ended September 30, 2018. All amounts are expressed in Canadian dollars unless otherwise noted.

    Financial Highlights

    Consolidated Revenue of $118.2 million, stable compared to Q1 2019 despite declining precious metals and cryptocurrency prices Quarter over Quarter (“QoQ”).Adjusted Gross Profit 1 of $3.1 million, an increase of $1 million (51%) Year over Year (“YoY”) over Q2 2018. IFRS Gross Profit of $2.2 million for Q2 2019.Non-IFRS Adjusted Loss 2 of $2.9 million. IFRS Loss of $4.5 million for Q2 2019.Gross Margin increased by 68% YoY to $1.6 million.Precious Metal Gross Margin growth accelerated despite a global and industry-wide slowdown in precious metals sale, achieving an increase of $0.5 million, or 53% growth YoY.Precious Metals Revenue increased by $4.7 million (5%) QoQ despite an industry-wide slowdown.Cryptocurrency Business revenue of $11 million compared to $17 million in Q1, a decrease of 37%, driven by sector volume slowdown and a high level of volatility in Bitcoin price and a decrease in Ethereum (49%) prices QoQ.Tangible Common Equity 3 of $109 million, a significant increase of $47.9 million (78%) YoY with strong cash position consisting of $32.2 million in cash, $24.9 million in GIC and $20.2 million in secured loans receivable. Shareholders’ equity of $165 million at Q2 2019.Menē Revenue increased $0.6 million (43%) QoQ to $2 million despite minimal inventory levels and a $1 million wait list.Currency loans totaling $20.2 million of balance sheet capital extended to users against their pledged precious metals earning interest rates ranging from 2.75% to 4.69%.Corporate precious metal position of $22.7 million at September 30, 2018 ($.30 per share), reflecting the company’s commitment to grow long-term precious metal ownership per share from surplus returns on capital.Client assets under custody stable at $1.62 billion as of September 30, 2018.

    Menē Stock Distribution

    Goldmoney is pleased to announce a distribution of 3.99 million Class B subordinate voting shares of Menē Inc. (TSXV:MENE) (“Menē”) from its holdings to the shareholders of Goldmoney on a pro rata basis. The distribution of common shares of Menē is payable on December 7, 2018 to Goldmoney shareholders of record as of the close of business on November 30, 2018. Each Goldmoney shareholder will receive approximately 0.0507 Menē shares for each Goldmoney share. Fractional shares of Menē distributed to shareholders of Goldmoney will be rounded down to the nearest whole share.

    Goldmoney currently holds 79.8 million Class B subordinate shares of Menē, representing 36.7 per cent of the issued and outstanding shares of Menē on a non-diluted basis. The distribution of the shares to Goldmoney shareholders represents the first escrow release, pursuant to the escrow requirements of the TSX-Venture Exchange. Goldmoney will make further announcements should the board of directors determine to make additional distributions of its Menē Class B subordinate voting shares. The distribution is being effected as a return of capital. Goldmoney shareholders will not be required to pay for any Menē shares that they receive under this distribution, nor will they be required to surrender or exchange any Goldmoney shares in order to receive the Menē Shares or to take any other action in connection with the distribution.

    *Refer to “Use of Non-IFRS Financial Measures” and “Reconciliation of Non-IFRS Financial Measures” in the MD&A.

    Please visit our  SEDAR profile  to view the company’s consolidated financial statements and MD&A.

    Statement from the CEO

    “Goldmoney Inc. continues to deliver shareholder value while growing long-term optionality on a rising precious metal environment. This quarter was no different as we continued to preserve our balance sheet while demonstrating our Company’s unique ability to create value organically through the spinoff and listing of Menē Inc. (TSXV: MENE) on November 6, 2018. Menē, a nascent direct-to-consumer jewelry brand which now averages over $1 million of monthly revenues, was an idea that began as an exploratory venture within Goldmoney two years ago. This idea has now produced a $60 million windfall (non-IFRS mark to market accounting) for Goldmoney Inc. shareholders from a $2 million cash investment, and the leveraging of our existing group infrastructure. To be clear, even these quarterly financials consolidate, rather than mark to market, the value of our 79.8 million MENE shares as required by IFRS accounting standards. This asset however, is very real, as demonstrated by our decision to distribute 3.99 million shares of MENE to Goldmoney Inc. shareholders. For the time being, the remaining stake in MENE is being held for investment purposes and reclassified effective November 1, 2018 under the equity accounting method. That means that Menē will no longer be consolidated as a subsidiary within Goldmoney’s accounts, bringing more clarity to the group’s core business, opex, capex, and earnings power. We continue to enhance our core businesses, which generate stable recurring cash flows and allow us to grow our long-term precious metal position which now stands at $.30 per outstanding share of Goldmoney. We are also observing strengthening signs across our other business lines. Our coin business SchiffGold, has recently seen significant increases in both sales and profitability, some of which is visible in this reporting period. Moving forward, we see a great opportunity in further consolidation of this space and growth opportunities both organically and through M&A. There are two things I would like to leave with our shareholders with this quarter. The first is that I believe you will start to see a serious transition in terms of capex, opex, professional fees over the ensuing quarters as we simplify certain pillars of our core business. I am aiming for our reported, non Menē, cash opex including professional fees to normalize to no more than $2 million per quarter in the near future. I know this has been an important point for many investors. The second is that our operations team led by Steve Fray and Paul Mennega, have identified significant cost savings in our business structure which will materialize in further opex reductions into 2019. These two enhancements to our activity should result in a clearer picture of the intrinsic value in our core businesses and allow long-term shareholders to better calculate the sum-of-parts valuation of Goldmoney Inc., which will now include: (1) our tangible capital per share (2) our investments in Menē and Lend & Borrow Trust Company, and (3) the value of our custody, coin, and cryptocurrency (BlockVault) businesses. The last item I want to discuss is Goldmoney China. We have determined to suspend this joint venture for a variety of reasons. The main reason is due to the Peoples Bank of China requirement announced after we began this initiative, unilaterally requiring digital gold bullion sellers to register and deposit a large amount of capital under a 51%/49% structure with local entities owning the majority. This rule (“Internet Gold Business Provisional Administrative Measures” (互联网黄 金业务暂行管理办法) was surprisingly announced in May 11 th of 2018 (6 months after the signing of our JV and the investment of capital in establishing a Chinese subsidiary). We have been working with our JV partner to seek economical solutions in light of this measure. Unfortunately, we have been unable to find a path forward. We retain our intellectual property assets in China and have capped our total investment at $1 million. This investment will be written down over the ensuing quarters unless circumstances change. It is disappointing to me that China’s central bank has imposed difficult impediments on the retailing of digital gold and, more importantly, imposes unfair capital requirements for foreign investors. It was this fear which regulated our foray into China and why the board treaded carefully in terms of capital outlays. Over time, we will continue to take such calculated risks with our capital and earnings power when we feel there exists a great opportunity to expand our enterprise. Some risks will succeed as in the case of Menē, SchiffGold, BlockVault, and some will fail as may be the case with Goldmoney China. Both successes and failures are shared equally by all shareholders and management. As the development of our group and balance sheet show, we are clearly outperforming our peers and building significant shareholder value in what is a challenging precious metal environment. Thank you for your continued support.’” - Roy Sebag, Chairman, President and CEO

    Statement from the CFO

    “This was a good quarter for Goldmoney Inc. It is important to remember that these financial results include the consolidation of Menē Inc. which was in its ramp up phase having been only in its sixth operating month during the quarter. The good news is that following the Menē spinoff, our next quarterly financials will account for Menē as an Equity Method removing the consolidated balance sheet and revenue volatility. I am proud of the work our team has done on Menē and believe there exists great potential to further develop this business. On the Goldmoney Inc. side, this transition in accounting will better highlight the core business operations and earnings potential. As Roy Sebag has advised, we are considering several opportunities to further optimize our core business structure and look forward to presenting these achievements in subsequent quarters.” Steve Fray – CFO & Corporate Secretary

    The selected financial information included in this release is qualified in its entirety by, and should be read together with, the Company's unaudited condensed consolidated interim financial statements for the three and six months ended September 30, 2018 prepared in accordance with International Financial Reporting Standards ("IFRS") and corresponding management's discussion and analysis, which are available under the Company's profile on SEDAR at  www.sedar.com.

    Conference Call Information

    The Company will be hosting its conference call to discuss earnings, and a general corporate update on, November 14, 2018 at 10 am (EST). The call is open to investors and will be held by Roy Sebag, CEO of Goldmoney Inc. Steve Fray, CFO of Goldmoney Inc. and Paul Mennega, COO of Goldmoney Inc.



    Toronto: +1 647 478 7145 New York: +1 917 962 0650 London: +44 203 769 6819 To view additional local dial-in numbers, please click here.

    QUESTIONS: Please note that the conference line will be muted to all callers. Questions to be answered during the call can be emailed ahead of time to: ir@goldmoney.com.

    Non-IFRS Measures

    This news release contains non-IFRS financial measures; the Company believes that these measures provide investors with useful supplemental information about the financial performance of its business, enable comparison of financial results between periods where certain items may vary independent of business performance, and allow for greater transparency with respect to key metrics used by management in operating its business. Although management believes these financial measures are important in evaluating the Company's performance, they are not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared and presented in accordance with IFRS. These non-IFRS financial measures do not have any standardized meaning and may not be comparable with similar measures used by other companies. For certain non-IFRS financial measures, there are no directly comparable amounts under IFRS. These non-IFRS financial measures should not be viewed as alternatives to measures of financial performance determined in accordance with IFRS. Moreover, presentation of certain of these measures is provided for year-over-year comparison purposes, and investors should be cautioned that the effect of the adjustments thereto provided herein have an actual effect on the Company's operating results.

    Adjusted Gross Profit 1 is a non IFRS financial measure, also referred to as Gross profit excluding gain/(loss) on revaluation of precious metals inventories. This figure excludes from Gross profit the gain (loss) on revaluation of precious metals inventories.

    Non-IFRS Adjusted Profit 2 is a non IFRS financial measure. This figure excludes from IFRS Net Income the impact of non-cash items, including the amortization of intangible assets and stock-based compensation. Refer to the MD&A for a detailed breakdown of these items.

    Tangible Common Equity 3 is a non-IFRS measure. This figure excludes from total shareholder equity (i) intangibles, and (ii) goodwill, and is useful to demonstrate the tangible capital employed by the business.

    For a full reconciliation of non-IFRS financial measures used herein to their nearest IFRS equivalents, please see the section entitled "Reconciliation of Non-IFRS Financial Measures" in the Company's MD&A for the year ended March 31, 2018.

    About Goldmoney Inc.

    Goldmoney Inc., a financial service company traded on the Toronto Stock Exchange (TSX:XAU), is a global leader in precious metal investment services and the world’s largest precious metals payment network. Safeguarding nearly $1.6 billion in assets for clients located in more than 150 countries, Goldmoney is focused on a singular mission to make precious metals-backed savings accessible to all. Powered by Goldmoney’s patented technology, the Goldmoney® Holding is an online account that enables clients to invest, earn, or spend gold, silver, platinum, palladium and cryptocurrencies that are securely stored in insured vaults in seven countries. All bullion assets are fully allocated and physically redeemable property. Goldmoney Wealth Limited is regulated by the Jersey Financial Services Commission (JFSC) as a Money Services Business. Goldmoney Network is a reporting entity to the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC), and is registered with the Financial Crimes Enforcement Network (FinCEN) in the U.S. For more information about Goldmoney, visit  goldmoney.com.

    Forward-Looking Statements

    This news release contains or refers to certain forward-looking information. Forward-looking information can often be identified by forward-looking words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “may”, “potential” and “will” or similar words suggesting future outcomes, or other expectations, beliefs, plans, objectives, assumptions, intentions or statements about future events or performance. All information other than information regarding historical fact, which addresses activities, events or developments that the Goldmoney Inc. (the “Company”) believes, expects or anticipates will or may occur in the future, is forward-looking information. Forward-looking information does not constitute historical fact but reflects the current expectations the Company regarding future results or events based on information that is currently available. By their nature, forward-looking statements involve numerous assumptions, known and unknown risks and uncertainties, both general and specific, that contribute to the possibility that the predictions, forecasts, projections and other forward-looking information will not occur. Such forward-looking information in this release speak only as of the date hereof.

    Forward-looking information in this release includes, but is not limited to, statements with respect to: service times for transactions on the Goldmoney network; growth of the Company’s business, expected results of operations, and the market for the Company’s products and services and competitive conditions. This forward-looking information is based on reasonable assumptions and estimates of management of the Company at the time it was made, and involves known and unknown risks, uncertainties and other factors which may cause the actual results, performance or achievements of the Company to be materially different from any future results, performance or achievements expressed or implied by such forward-looking information. Such factors include, among others: the Company’s operating history; history of operating losses; future capital needs and uncertainty of additional financing; fluctuations in the market price of the Company’s common shares; the effect of government regulation and compliance on the Company and the industry; legal and regulatory change and uncertainty; jurisdictional factors associated with international operations; foreign restrictions on the Company’s operations; product development and rapid technological change; dependence on technical infrastructure; protection of intellectual property; use and storage of personal information and compliance with privacy laws; network security risks; risk of system failure or inadequacy; the Company’s ability to manage rapid growth; competition; the ability to identify opportunities for growth internally and through acquisitions and strategic relationships on terms which are economic or at all; effectiveness of the Company’s risk management and internal controls; use of the Company’s services for improper or illegal purposes; uninsured and underinsured losses; theft & risk of physical harm to personnel; precious metal trading risks; and volatility of precious metals prices & public interest in precious metals investment; and those risks set out in the Company’s most recently filed annual information form, available on . Although the Company has attempted to identify important factors that could cause actual results to differ materially, there may be other factors that cause results not to be as anticipated, estimated or intended. There can be no assurance that such statements will prove to be accurate as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking information. The Company undertakes no obligation to update or revise any forward-looking information, except as required by law.

    View source version on businesswire.com:https://www.businesswire.com/news/home/20181114005304/en/

    CONTACT: Media and Investor Relations inquiries:

    Renee Wei

    Director of Global Communications

    Goldmoney Inc.



    Steve Fray

    Chief Financial Officer

    Goldmoney Inc.




    SOURCE: Goldmoney Inc.

    Copyright Business Wire 2018.

    PUB: 11/14/2018 07:30 AM/DISC: 11/14/2018 07:30 AM


    Sundance Energy Australia Limited Reports Third Quarter 2018 Financial and Operational Results | killexams.com real questions and Pass4sure dumps

    DENVER, Nov. 15, 2018 (GLOBE NEWSWIRE) -- Sundance Energy Australia Limited (ASX: SEA) (NASDAQ: SNDE) (“Sundance” or the “Company”), a U.S. onshore oil and gas exploration and production company focused in the Eagle Ford in South Texas, reported its third quarter 2018 financial and operations results.

    Third Quarter 2018 Financial Results

  • Adjusted EBITDAX1 for the third quarter of 2018 was US $30.4 million, representing a ~62% Adjusted EBITDAX margin. Adjusted EBITDAX for year to date 2018 was US $51.9 million, a ~53% margin. These figures exclude certain non-recurring expenses such as acquisition related costs and unrealized hedging losses on derivatives.
  • Total revenue for the quarter increased ~70% to US $53.8 million as compared to the same prior year period.
  • Net Income for the quarter was positive at US $4.6 million, excluding the impact of unrealized losses from commodity hedging of US $23.8 million.
  • Average third quarter realized prices excluding the impact of hedging were US $69.59 per barrel of oil, US $2.65 per mmbtu of gas, and US $28.15 per barrel of NGL. This compares to an average WTI price of $69.64 for the quarter. On a blended basis the average estimated third quarter price realized per Boe for all products excluding the impact of hedging was US $52.51. Average third quarter price including the impact of hedging was US $47.85 per Boe and US $62.62 per barrel.
  • Cash operating costs for the quarter of US $18.14/boe were slightly higher as compared to US $15.05/Boe for the same prior year period due to Lease Operating Expense (“LOE”) and workover expenses. LOE of US $9.02/Boe did decrease 17.6% versus the second quarter of the year, but remained elevated due to higher gathering costs under the midstream agreements entered at closing of the Pioneer acquisition. Transportation, gathering and processing fees represented US $1.94/Boe of the LOE figure.  These higher midstream tariffs solely and specifically apply only to production from wells put on production by Pioneer prior to closing of the acquisition. All incremental production from new wells on the acquired assets will be charged at new, lower market rates and result in decreased LOE per Boe over time. The Company anticipates LOE per Boe will continue to decline in the fourth quarter of 2018. As anticipated, workover expenses for the period of US $1.95/Boe remained elevated due to the Company’s continued maintenance work on wells acquired from Pioneer.
  • As of 15th November 2018, the Company’s oil hedges covered a total of 5,489,000 bbls through 2023 with a weighted average floor of US $56.08 and ceiling of US $63.52.  Hedging covered approximately 98% of planned oil production for the remainder 2018 and 47% for full year 2019 with weighted average floors of $66.73 and $60.45 respectively.
  • Third quarter development and production related expenditures totaled US $59.5 million and were US $103.4 million year to date, tracking in-line with the low end of the Company’s previously released full year capital guidance.
  • Subsequent to the quarter’s end, on 14th November 2018 the Company announced a 40% increase in its Senior Secured Borrowing Base Facility from US $87.5mm to US $122.5mm. This US $35.0mm increase provides the Company with substantial additional liquidity.
  • Operational Highlights

  • Third quarter net production volumes were 1,024,987 Boe or 11,141 Boe/day, exceeding the high end of previously released third quarter production guidance of 10,000 to 11,000 Boe/d. This figure represents sales volumes and excludes flared gas volumes. Net production for the quarter represents an increase of ~28% as compared to the same period for the prior year and a ~46% increase as compared to the second quarter of 2018.
  • Third quarter net production were ~65% oil, ~21% gas and ~14% NGLs by volume.
  • Net production volumes for year to date 2018 were 2,323,329 Boe or approximately 8,510 Boe/d. Net production by volume for the same period was ~61% oil, ~25% gas and ~15% NGLs.
  • During the third quarter Sundance brought into production nine gross (9.0 net) wells all on the acreage acquired from Pioneer. Initial production results from all wells were significantly above the Company’s well performance expectations, and all wells continue to perform above type curve.
  • The Company completed drilling (“SPUD to TD”) six additional gross (6.0 net) wells during the third quarter. These comprised the Idylwood 04H and 05H two well pad and the James Keith Esse 06H, 07H, 08H, and 09H four well pad, both in Live Oak County.
  • At the quarter’s end, Sundance was in the process of drilling five gross (5.0 net) wells, including the Harlan Bethune 22H, 23H and 24H three well pad in Live Oak County and the Hoskins 20H and 21H two well pad in McMullen County. As of the date of this report, the Company had finished drilling the Hoskins pad and subsequently released the Patterson 589 rig and was in the process of finalizing drilling of the Harlan Bethune pad. The Company will finish the remainder of its 2018 drilling program with a single Patterson rig under a long-term contract and a spot rig to drill two wells on its Dimmit County assets during the fourth quarter. It is anticipated that Sundance will again pick up a second rig during the first quarter of 2019 for next year’s development plan.
  • At quarter’s end the Company was also in the process of completing the two-well Idylwood pad, which subsequently began initial flowback on 16th October. As of the date of this release, the Company had additionally completed and placed into production the four-well James Keith Esse pad. Both pads are located in Live Oak County.
  • 1 Adjusted EBITDAX is a Non-IFRS measure, please see reconciliation to net income (loss) attributable to owners of Sundance at the end of this release.

    The table below provides an overview of the Company’s operational activity for the quarter and year-to-date:

    Well Name County SpudDate Frac StartDate IPDate LateralLength 30-Day IP (boe/d) 60-Day IP (boe/d) Paloma Ranch 7H McMullen 18-Jan-18 17-May-18 2-Jun-18 7,690' 1,345 1,017 Peeler Ranch 8HC Atascosa 1-Mar-18 28-May-18 26-Jun-18 5,642' 484 404 Peeler Ranch 9HC Atascosa 24-Mar-18 28-May-18 26-Jun-18 5,820' 446 371 Allen MCM 1HA McMullen 21-Apr-18 6-Jul-18 17-Aug-18 8,015' 1,291 1,100 Allen MCM 2HA McMullen 13-May-18 6-Jul-18 17-Aug-18 8,234' 1,132 969 Harlan Bethune 25H Live Oak 7-May-18 24-Jul-18 15-Aug-18 4,779' 1,102 1,091 Harlan Bethune 26H Live Oak 11-May-18 22-Jul-18 15-Aug-18 4,073' 1,234 1,066 Harlan Bethune 27H Live Oak 13-May-18 22-Jul-18 15-Aug-18 3,314' 1,183 901 Justin Tom 05H Atascosa 17-Jun-18 12-Aug-18 3-Sep-18 6,258' 1,296 - Justin Tom 06H Atascosa 14-Jun-18 12-Aug-18 3-Sep-18 6,299' 1,042 - Harlan Bethune 34H Live Oak 25-Jun-18 3-Aug-18 19-Aug-18 3,528' 1,691 1,588 Harlan Bethune 35H Live Oak 22-Jun-18 3-Aug-18 19-Aug-18 3,702' 1,738 1,579 James Keith Esse 06H Live Oak 26-Jul-18 12-Oct-18 13-Nov-18 5,175' - - James Keith Esse 07H Live Oak 22-Jul-18 12-Oct-18 13-Nov-18 5,178' - - James Keith Esse 08H Live Oak 24-Jul-18 12-Oct-18 13-Nov-18 5,180' - - James Keith Esse 09H Live Oak 20-Jul-18 12-Oct-18 13-Nov-18 5,164' - - Idylwood 04H Live Oak 3-Aug-18 28-Sep-18 16-Oct-18 6,445' - - Idylwood 05H Live Oak 3-Aug-18 28-Sep-18 16-Oct-18 5,487' - - Harlan Bethune 22H Live Oak 17-Sep-18 - - - - - Harlan Bethune 23H Live Oak 21-Sep-18 - - - - - Harlan Bethune 24H Live Oak 25-Sep-18 - - - - - Hoskins 20H McMullen 25-Sep-18 - - - - - Hoskins 21H McMullen 27-Sep-18 - - - - - Roy Esse 15H Live Oak 21-Nov-18 - - - - - Roy Esse 16H Live Oak 23-Nov-18 - - - - - Roy Esse 17H Live Oak 25-Nov-18 - - - - - Roy Esse 18H Live Oak 27-Nov-18 - - - - - Red Ranch 18H Dimmit 17-Nov-18 - - - - - Red Ranch 19H Dimmit 19-Nov-18 - - - - -                

    Company Guidance

  • Sundance’s net production guidance for the fourth quarter of 2018 is 14,000 to 15,000 boe/d, and net production guidance for full year 2018 remains 9,000 to 10,000 boe/d.
  • In the third quarter, the Company again exceeded the high end of its production guidance. Its year to date 2018 net sales volumes of 8,510 Boe/d position the Company securely on track to meet full year 2018 production guidance.
  • During the fourth quarter the Company intends to turn nine to eleven wells to sales. As of the date of this report, six of these wells have already been placed into production and two wells are drilled but uncompleted (“DUC”). The Company is in the process of completing the two-well Hoskins Pad in McMullen County and will then mobilize the frac crew to the three-well Harlan Bethune pad in Live Oak County.
  • The Company anticipates ending the year with an inventory of up to six DUC wells. Once the Company has finished the drilling the Harlan Bethune pad, it will then mobilize the Patterson 229 rig to the four-well Roy Esse pad in Live Oak County. The Company is currently mobilizing an additional Patterson spot rig to the two-well Red Ranch 18H and 19H pad in Dimmit County to hold that lease in conjunction with its previously announced sales process.
  • The tables below set forth the Company’s hedge position as of 15th November:


      Total Oil Derivative Contracts Gas Derivative Contracts   Weighted Average Weighted Average Year Units (Bbls) Floor Ceiling Units (Mcf) Floor Ceiling 2018 546,000     66.73     69.08 502,000     3.12     3.33 2019 2,317,000     60.45     66.26 2,172,000     2.95     3.34 2020 1,326,000     53.66     59.56 1,536,000     2.65     2.70 2021 612,000     48.49     59.23 1,200,000     2.66     2.66 2022 528,000     45.68     60.83 1,080,000     2.69     2.69 2023 160,000     40.00     63.10 240,000     2.64     2.64 Total 5,489,000 $ 56.08 $ 63.52 6,730,000 $ 2.79 $ 2.94                      


      LLS Derivative Contracts Brent Derivative Contracts WTI Derivative Contracts   Weighted Average Weighted Average Weighted Average Year Units (Bbls) Floor Ceiling Units (Bbls) Floor Ceiling Units (Bbls) Floor Ceiling 2018 38,000 $ 52.29 $ 65.51 228,000 $ 66.07 $ 69.50 280,000 $ 69.23 $ 69.23 2019 168,000 $ 52.51 $ 52.51 989,000 $ 61.89 $ 69.17 1,160,000 $ 60.36 $ 65.76 2020 -   -   - -   -   - 1,326,000 $ 53.66 $ 59.56 2021 -   -   - -   -   - 612,000 $ 48.49 $ 59.23 2022 -   -   - -   -   - 528,000 $ 45.68 $ 60.83 2023 -   -   - -   -   - 160,000 $ 40.00 $ 63.10 Total 206,000 $ 52.47 $ 54.91 1,217,000 $ 62.68 $ 69.23 4,066,000 $ 54.29 $ 62.25                                

    The following unaudited tables present certain production, per unit metrics and Adjusted EBITDAX that compare results of the corresponding quarterly and nine month reporting periods:

      Three Months Ended September 30,   Nine Months Ended September 30,   % Change Unaudited 2018   2017   2018   2017   Qtr.-over-Qtr   Yr.-over-Yr. Net Sales Volumes                       Oil (Bbls)     665,776       588,637       1,411,652       1,361,017   13 %   4 % Natural gas (Mcf)     1,285,672       812,506       3,412,346       2,474,499   58 %   38 % NGL (Bbls)     144,933       78,807       342,952       230,095   84 %   49 % Total sales (Boe)     1,024,987       802,861        2,323,329       2,003,529   28 %   16 % Total flared gas (Boe)     45,995       52,026       99,197       80,795   -12 %   23 % Total production (Boe)     1,070,982       854,887       2,422,526       2,084,324   25 %   16 %                         Average Daily Volumes                       Average daily sales     11,141       8,727       8,510       7,339   28 %   16 %                         Product Price Received                       Total price received (per Boe) $   52.51   $   39.34   $   48.76   $   37.96   33 %   28 % Total realized price (per Boe)(1)(2)(3) $   47.85   $   39.32   $   42.15   $   37.71   22 %   12 % Total price received - Oil (per Bbl) $   69.59   $   48.19   $   68.01   $   48.40   44 %   41 % Total price realized - Oil (per Bbl)(1) $   62.62   $   48.21   $   57.16   $   48.20   30 %   19 % Total price received - Natural gas (per Mcf) $   2.65   $   2.19   $   2.53   $   2.40   21 %   5 % Total price realized - Natural gas (per Mcf)(2) $   2.64   $   2.15   $   2.55   $   2.31   23 %   10 % Total price received - NGL (per Bbl) $   28.15   $   18.28   $   25.20   $   18.44   54 %   37 % Total price realized - NGL (per Bbl)(3) $   27.32   $   18.28   $   24.85   $   18.44   49 %   35 %                                    

    (1) Included realized losses on oil derivatives of $4.7 million and a realized gains of $11 thousand for the three months ended September 30, 2018 and 2017, respectively, and realized losses of $8.6 million and $0.3 million for the nine months ended September 30, 2018 and 2017, respectively.   Also includes the impact of a fixed price delivery contract of $4.74/bbl for the nine months ended September 30, 2018, respectively.(2) Included realized losses on natural gas derivatives of $15 thousand and $30 thousand for the three months ended September 30, 2018 and 2017, respectively, and realized gains of $0.1 million and realized losses of $0.2 million for the nine months ended September 30, 2018 and 2017, respectively.(3) Included realized losses on natural gas derivatives of $0.1 million for the three and nine months ended September 30, 2018.

    UNIT COST ANALYSIS Three Months Ended September 30,       Nine Months Ended September 30,     Unaudited 2018     2017   % Change   2018   2017   % Change Revenue/Boe* $   52.51       $   39.34     33 %   $   48.76        37.96     28 % Lease operating expenses/Boe*     (9.02 )         (5.05 )   79 %       (9.86 )     (5.79 )   70 % Workover expense/Boe     (1.95 )         (1.26 )   55 %       (1.95 )     (1.95 )   0 % Production taxes/Boe     (3.33 )         (2.72 )   22 %       (3.08 )     (2.51 )   23 % Cash G&A/Boe(1)     (3.84 )         (6.02 )   -36 %       (4.92 )     (6.38 )   -23 % Net per Boe $   34.37       $   24.29     41 %   $   28.95       21.33     36 %                           Adjusted EBITDAX(2)     30,426           19,490     56 %       51,894       42,039     23 % Adjusted EBITDAX Margin (3)   62.0 %       61.7 %   0 %     53.0 %   55.6 %   -5 %                                            

    (1) Cash G&A represents general and administrative expenses (non transaction-related) incurred less equity-settled share based compensation expense, which totaled $0.2 million and $0.5 million for the three months ended September 30, 2018 and 2017, respectively, and expense of $0.3 million and $1.6 million for the nine months ended September 30, 2018 and 2017, respectively.(2) See reconciliation of income (loss) attributable to owners of the Company to Adjusted EBITDAX included at end of release.(3) Adjusted EBITDAX Margin represents Adjusted EBITDAX as a percentage of revenue, inclusive of commodity derivative settlements, during the period.

    Condensed Consolidated Financial StatementsThe Company’s unaudited condensed consolidated financial statements are included below.

    CONDENSED CONSOLIDATED STATEMENT OF OPERATIONS                   Three Months Ended September 30,   Nine Months Ended September 30, Unaudited (US$000s) 2018   2017   2018   2017 Revenue $   53,824     $   31,584     $   106,589     $   76,044   Lease operating, workover and production tax expense     (14,669 )       (7,244 )       (34,591 )       (20,534 ) Depreciation and amortisation expense     (17,228 )       (16,591 )       (44,441 )       (45,007 ) General and administrative expenses     (4,100 )       (5,332 )       (11,775 )       (14,348 ) Transaction-related expenses     -          -          (12,377 )       -    Gain (loss) on commodity hedging, net (1)     (28,608 )       (5,524 )       (51,788 )       5,293   Finance costs, net of amounts capitalized     (6,591 )       (3,438 )       (17,370 )       (9,417 ) Loss on debt extinguishment     -          -          (2,428 )       -    Impairment expense     (1,889 )       (120 )       (23,782 )       (149 ) Other items income (expense), net  (2)     (15 )       980         6,706         (2,219 )                 Loss before income tax     (19,276 )       (5,685 )       (85,257 )       (10,337 )                 Income tax expense     -          (333 )       (7,610 )       (1,427 )                 Loss attributable to owners of the Company $   (19,276 )   $   (6,018 )   $   (92,867 )   $   (11,764 )                                

    (1) Included an unrealised loss on commodity hedging of $23.8 million and $5.5mm for the three months ended September 30, 2018 and 2017, respectively, and an unrealised loss of $43.1 million and an unrealised gain of $5.8 million for the year ended September 30, 2018 and 2017, respectively.(2) Included a realized gain on foreign currency derivatives of $6.8 million for the nine months ended September 30, 2018.

    CONDENSED CONSOLIDATED BALANCE SHEETS         (US$'000s) September 30, 2018   December 31, 2017   (Unaudited)   (Audited) Cash $ 2,662   $ 5,761 Trade and other receivables   17,540     4,006 Other current assets   5,170     3,855 Assets held for sale(1)   39,173     61,064 Total current assets   64,545     74,686         Oil and gas properties   664,151     375,021 Other assets   6,160     4,911 Total assets $ 734,856   $ 454,618         Current liabilities $ 74,498   $ 67,454 Derivative liabilities - current   25,932     5,618 Liabilities held for sale(1)   923     1,064 Total current liabilities   101,353     74,136         Credit facilities, net of financing fees   254,790     189,310 Derivative liabilities - non current   16,704     3,728 Other non current liabilities   33,618     10,093 Total liabilities $ 406,465   $ 277,267         Net assets $ 328,391   $ 177,351 Equity $ 328,391   $ 177,351            

    (1) The Company's Dimmit County Eagle Ford assets (and related liabilities) were classified as held for sale as of September 30, 2018 and December 31, 2017.

    CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS           Nine Months Ended September 30, Unaudited (US$000s) 2018   2017 Operating       Receipts from sales $ 92,896     $ 82,481   Payments for operating and administrative expenses(1)   (54,247 )     (29,238 ) Payments for commodity derivative settlements, net   (6,077 )     (689 ) Other, net (2)   (2,324 )     3,645   Net cash provided by operating activities   30,248       56,199           Investing       Payments for development expenditures   (85,325 )     (91,069 ) Payments for exploration expenditures   (6,401 )     (8,336 ) Payment for Eagle Ford acquisition, net   (215,765 )     -   Sale of non current assets   -       14,373   Other   (246 )     (573 ) Net cash used in investing activities   (307,737 )     (85,605 )         Financing       Proceeds from the issuance of shares   253,517       -   Payments for the costs of capital raisings   (10,294 )     -   Receipts from settlements of foreign currency derivatives   6,838       -   Interest paid, net of capitalized portion   (18,652 )     (11,386 ) Proceeds from (repayments of) production prepayment   (18,194 )     30,000   Proceeds from borrowings, net   78,000       (250 ) Deferred financing costs capitalized   (16,700 )     -   Other   (150 )     -   Net cash used in financing activities   274,365       18,364           Cash beginning of period   5,761       17,463   FX effect   25       (44 ) Cash at end of period $ 2,662     $ 6,377                  

    (1) The nine months ended September 30, 2018 includes payments of $13.7 million of transaction-related costs.(2) Includes $2.3 million of withholding tax payments and $3.9 million of income tax refund (net) for the nine months ended September 30, 2018 and 2017, respectively.

    Conference CallThe Company will host a conference call for investors on Thursday, 15 November 15, 2018, at 3 p.m. Mountain Time (Friday, 16 November, 2018 at 9 a.m. AEDT).

    Interested investors can listen to the call via webcast at https://www.sundanceenergy.net/events.cfm. The webcast will also be available for replay on the Company’s website.

    Additional InformationWe define “Adjusted EBITDAX”, a non-IFRS measure, as earnings before interest expense, income taxes, depreciation, depletion and amortization, property impairments, gain/(loss) on sale of non-current assets, exploration expense, share based compensation and income, gains and losses on commodity hedging, net of settlements of commodity hedging and items that the Company believes affect the comparability of operating results such as items whose timing and/or amount cannot be reasonably estimated or items that are non-recurring.

    Below is a reconciliation from the net income (loss) attributable to owners of the Company to Adjusted EBITDAX:

    IFRS Income (Loss) Attributable to Owners of Sundance Reconciliation to Adjusted EBITDAX    Three Months Ended September 30,    Nine Months Ended September 30, Unaudited (US$000s)  2018    2017    2018    2017 Loss attributable to owners of Sundance $ (19,276 )   $ (6,018 )   $ (92,867 )   $ (11,764 ) Income tax expense   -       333       7,610       1,427   Finance costs, net of amounts capitalized (1)   6,591       3,438       17,370       9,417   Loss on debt extinguishment   -       -       2,428       -   Loss (gain) on derivative financial instruments, net   28,608       5,524       51,788       (5,293 ) Settlement of commodity hedging   (4,775 )     (20 )     (8,669 )     (483 ) Depreciation and amortization   17,228       16,591       44,441       45,007   Impairment expense   1,889       120       23,782       149   Noncash share-based compensation   159       502       345       1,563   Acquisition-related costs included in general and administrative expenses(2)   -       -       12,377       -   Loss on sale of noncurrent assets   -       -       -       -   Gain on foreign currency derivatives   -       -       (6,838 )     -   Other income, net   2       (980 )     127       2,016   Adjusted EBITDAX $ 30,426     $ 19,490     $ 51,894     $ 42,039                                  

    (1) The three and nine months ended September 30, 2018 also includes realized and unrealized gains/loss on interest rate swaps.(2) Professional fees included in general and administrative expense related to the Company's Eagle Ford acquisition, which closed April 23, 2018.

    The Company reports under International Financial Reporting Standards (IFRS).  All amounts are reported in US dollars unless otherwise noted. 

    The Company’s full Unaudited Activities Report as filed with the Australian Securities Exchange (ASX) and Securities and Exchange Commission on Form 6-K for the Quarter Ended September 30, 2018 can be found at www.sundanceenergy.net. 

    The Company’s 2017 Annual Report as filed with the ASX and Form 20-F as filed with the SEC can be found at www.sundanceenergy.net.

    About Sundance Energy Australia Limited

    Sundance Energy Australia Limited (“Sundance” or the “Company”) is an Australian-based, independent energy exploration company, with a wholly owned US subsidiary, Sundance Energy Inc., located in Denver, Colorado, USA. The Company is focused on the acquisition and development of large, repeatable oil and natural gas resource plays in North America. Current activities are focused in the Eagle Ford.  A comprehensive overview of the Company can be found on Sundance’s website at www.sundanceenergy.net

    Summary Information

    The following disclaimer applies to this document and any information contained in it. The information in this release is of general background and does not purport to be complete. It should be read in conjunction with Sundance’s periodic and continuous disclosure announcements lodged with ASX Limited that are available at www.asx.com.au and Sundance’s filings with the Securities and Exchange Commission available at www.sec.gov. 

    Forward Looking Statements

    This release may contain forward-looking statements. These statements relate to the Company’s expectations, beliefs, intentions or strategies regarding the future. These statements can be identified by the use of words like “anticipate”, “believe”, “intend”, “estimate”, “expect”, “may”, “plan”, “project”, “will”, “should”, “seek” and similar words or expressions containing same.

    These forward-looking statements reflect the Company’s views and assumptions with respect to future events as of the date of this release and are subject to a variety of unpredictable risks, uncertainties, and other unknowns. Actual and future results and trends could differ materially from those set forth in such statements due to various factors, many of which are beyond our ability to control or predict. These include, but are not limited to, risks or uncertainties associated with the discovery and development of oil and natural gas reserves, cash flows and liquidity, business and financial strategy, budget, projections and operating results, oil and natural gas prices, amount, nature and timing of capital expenditures, including future development costs, availability and terms of capital and general economic and business conditions. Given these uncertainties, no one should place undue reliance on any forward looking statements attributable to Sundance, or any of its affiliates or persons acting on its behalf.  Although every effort has been made to ensure this release sets forth a fair and accurate view, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

    For more information, please contact:United States:John RobertsVP Finance & Investor RelationsTel: +1 (720) 638-2400   Eric McCradyCEO and Managing DirectorTel: +1 (303) 543-5703       Australia:Mike HannellChairmanTel: +61 8 8363 0388          


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