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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 November 8, 2018
Free PDF Download T7 Brain Dump
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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

No questions was requested that became out of these Q&A bank.
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Worldatwork Worldatwork International Financial Reporting

WorldatWork document: U.S. earnings price range increases are available at 3 percent | killexams.com Real Questions and Pass4sure dumps

August 01, 2017 09:forty eight ET | supply: WorldatWork

WASHINGTON, D.C., Aug. 01, 2017 (GLOBE NEWSWIRE) -- in keeping with WorldatWork’s annual income price range Survey, launched these days, employers within the united states report that the regular 2017 total revenue increase funds is 3.0 % (imply and median), the same as it has been for the previous three years. Respondents are planning for a slight boost for 2017 income boost budgets however most effective as much as three.1 percent.

 “With a good job market and stated financial positive aspects, we could predict to peer greater growth in salaries,” stated Kerry Chou, WorldatWork senior practice chief. “within the united states in selected, there are other elements that might clarify this plateau in increase, together with the expanded use of variable pay or non-cash based mostly rewards, or an ordinary extra conservative pay philosophy. we're also looking intently on the have an effect on a couple of regulatory movements have had on salaries: the rising minimum wage in certain regions and the time beyond regulation rule. It’s feasible that these changes may additionally now not were said as a salary price range increase in some circumstances. whereas the OT rule has been blocked, many groups had already implemented the changes and selected not to undo them. So, with the endured three p.c boost of revenue budgets and these un-mentioned earnings changes, this photo may be brighter for the personnel than it originally seems.”

choose Survey Highlights

  • Base revenue increases (e.g., well-known boost/cost-of-dwelling Adjustment [COLA], merit raise) are being awarded to 89 p.c of employees in 2017, on usual.
  • Promotional raises have been awarded to 7.9 % (median: 7.0 %) of employees in 2016, one-tenth of a percent factor lessen than the 8.0 % usual in 2015 (median: 7.0 p.c). Of the promotional raises received, the size of the commonplace pay increase remained unchanged at 8.4 percent (median: eight.0 percent).
  • The percent of companies using variable pay extended by way of one percentage factor for the third straight yr to 85 p.c in 2017. This number has been hovering round eighty p.c for many years. An improving economic climate might outcome in these variable pay raises while the fixed prices remain managed.
  •  State stage records

    The survey studies on earnings finances raises for all 50 states as well as chosen most important metropolitan areas. As in contemporary years, the state income funds raises for 2017 showed little variance. The raises ranged from 2.9 percent to 3.1 p.c, with the median at 3.0 p.c. The metropolitan areas confirmed greater variance, ranging from 3.0 % to three.3 percent. “The metropolitan areas that show the optimum percentages, such because the Pacific Northwest, los angeles, Dallas or Atlanta, are typically in regions of the USA that are driven by way of high-tech or minimal wage increases,” Chou stated.

     Canada

    Aggregated throughout all Canadian employee classes, areas and industries, the typical total revenue budget raise is 2.8 percent in 2017 (median: three.0 percent), according to remaining yr’s projection. The median determine is unchanged seeing that 2011.

     “we are seeing some respectable information for the Canadian personnel as we are beginning to see a rise within the income budgets,” noted Chou. “Canada faced some problems ultimate 12 months, including low oil costs and large wildfires, that may additionally have contributed to lessen numbers in 2016. With 2017 displaying a rise, this might also point out some restoration. We expect the 2018 numbers to increase much more.”

     The standard complete revenue boost funds in Canada is projected to come back to 3.0 % in 2018 with the median total revenue price range boost anticipated to continue to be firm at three.0 %. The survey also provides a breakdown via province and major metropolitan enviornment.

     

     about the Survey

    The “WorldatWork 2017-2018 income price range Survey” is the biggest survey of its kind with 4,942 responses from 19 nations representing basically 15 million personnel. (global appropriate-degree outcomes). The survey closed in may additionally 2017. Survey respondents are WorldatWork individuals employed in the human resources, compensation and benefits departments of broadly speaking large U.S. businesses. All statistics consist of zero-% responses.

     Credentialed journalists may additionally request a complimentary replica of the survey document by using contacting Emily McGee at emily.mcgee@worldatwork.org   

    be aware: WorldatWork includes zero-p.c responses in the evaluation, except in any other case referred to, as a result of a zero represents a call not to finances for a application and/or worker class that exists within the responding firm.

                                                                                        ###

    About WorldatWork®

    the entire Rewards affiliation

    WorldatWork is a nonprofit human elements association and compensation authority for specialists and organizations focused on compensation, advantages and complete rewards. it be our mission to empower experts to turn into masters in their fields. We accomplish that via providing idea management in complete rewards disciplines from the realm's Most worthy specialists; ensuring entry to timely, vital content material; and fostering an active group of total rewards practitioners and leaders.

    WorldatWork has more than 70,000 individuals and subscribers worldwide; more than eighty percent of Fortune 500 corporations employ a WorldatWork member. founded in 1955, WorldatWork has offices in Scottsdale, Ariz., and Washington, D.C., and is affiliated with more than 70 human elements associations around the world.

    Attachments:

    a photo accompanying this announcement is accessible 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 five Employers preserve 401(ok) suit regardless of financial disaster | killexams.com Real Questions and Pass4sure dumps

    WASHINGTON--(enterprise WIRE)--a brand new survey of employers launched by using WorldatWork and the American merits Council, “traits in 401(okay) Plans,” and offered today at a country wide Press membership Newsmaker press convention in Washington, DC, finds that the fiscal disaster has no longer significantly discouraged 401(k) contributions or participation. A full seventy four % of employers stated no alternate in the enterprise matching contribution; 15 % have both increased or are for the reason that increasing the supplier fit; eight percent have either diminished or are on account that lowering the 401(ok) healthy, and three % said disposing of the in shape.

    in line with the survey, more than 9 out of ten U.S. agencies present an employee 401(ok) plan. moreover, regardless of the generally pronounced drop in account balances, two-thirds (sixty six %) of organizations indicated that at the least 70 p.c of eligible personnel participated in those 401(ok) plans in 2008.

    “These facts reflect that employers are obviously committed to presenting retirement reductions alternatives to their employees, even in difficult financial instances,” mentioned Cara Welch, public policy director for WorldatWork. “401(ok) plans serve a wide range of employers and a wide range of personnel. extra reform should still encourage and build on this commitment and keep away from creating new limitations to plan sponsorship.”

    however, the have an impact on of the shrinking economy and the reality of economic stress felt by way of americans can also be viewed in some worker conduct. essentially half (forty nine %) of agencies surveyed file that personnel are increasingly taking loans from their retirement money owed. “The actual magnitude of those findings is that the 401(ok) plan equipment is a vital part of our retirement system during this nation,” pointed out Lynn Dudley, senior vp, policy, for the American merits Council. “Our analyze indicates it continues to be each strong and widely wide-spread.”

    other Key Findings

  • In 2008, 94 p.c of corporations provided some category of supplier fit to the employee’s particular person 401(ok) contribution, in comparison to 93 percent when the survey changed into first conducted in 2002.
  • probably the most usual organisation matching contribution is three to four percent of a participant's pay; essentially the most regular employee contribution is five to seven percent per paycheck.
  • Forty-4 percent of taking part groups present computerized enrollment in 401(ok) plans; fifty six p.c do not. President Obama's FY 2010 funds included proposals for mandatory automated payroll-deduction into workplace plans or particular person retirement debts.
  • in regards to the Survey

    This survey changed into conducted in December 2008 by means of WorldatWork, in collaboration with the American benefits Council. Surveys have been sent electronically to a random representative sample of 4,938 U.S. WorldatWork participants. a total of 505 participants participated during this survey all over a two-week period, generating a 10-% response expense.

    About WorldatWork®

    WorldatWork is a world human materials affiliation focused on compensation, advantages, work-life and integrated complete rewards to appeal to, inspire and hold a talented group of workers. headquartered in 1955, WorldatWork gives a community of more than 30,000 participants and authorities in seventy five international locations with practicing, certification, research, conferences and group. It has offices in Washington, D.C. and Scottsdale, Arizona.

    About American advantages Council

    The American merits Council is the country wide alternate affiliation for businesses concerned about federal law and laws affecting all elements of the employee benefits system. The Council’s participants symbolize the complete spectrum of the inner most worker merits group and either sponsor directly or administer retirement and health plans masking greater than 100 million american citizens.


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

    Stanford document, October 21, 2015 Work and family unit life at Stanford: Celebrating many years of support

    Stanford's WorkLife office is committed to supporting employees as they work to obtain and hold a healthy steadiness of their own and skilled lives. For a long time Stanford has developed an evolving portfolio of family unit courses designed to fulfill the changing needs of employees.

    L.A. Cicero Jennifer Robinson picks up her daughter at the Stock Farm Road Children’s Center.

    Jennifer Robinson picks up her daughter on the inventory Farm street infants’s middle.

    retaining work–existence stability is a problem for every person. really, in accordance with a 2014 examine published within the American Sociological overview, seven out of 10 American worker's report struggling to achieve the right work-family healthy. experiences have proven that supporting employees with their domestic existence issues helps them focal point on work when they are at work.

    For decades, Stanford has helped members of the university neighborhood locate and preserve a healthy steadiness. In 1970, the institution opened the primary campus newborn care center to aid meet the wants of graduate college students. for the reason that then, Stanford has developed a full portfolio of family classes for personnel, supported through the WorkLife office.

    "My crew prides itself on working to carry personnel courses that aid them most efficient integrate their work and private life," pointed out Phyllis Stewart Pires, senior director of WorkLife approach at Stanford.

    by taking a huge and inclusive view of how households are described nowadays, WorkLife workplace classes and services focal point not just on baby care, but on myriad work and existence concerns.

    A nationwide Care.com survey launched in August discovered that 89 percent of the nation's working parents want a family care advantage with their business, yet eighty one % record that infant care isn't offered.

    The identical survey found returned-up baby care, discounted care and support finding baby care and elder care were 4 of the desirable 5 household guidance advantages personnel want.

    Stanford continues to be forward of the curve. The WorkLife office gives all those advantages to employees and to retirees. Plus, simply this yr on my own, the workplace introduced enhancements to child care and lower back-up care capabilities, as well as coupon codes for off-web site child care.

    newborn and elder care

    In February, the inventory Farm highway toddlers's middle (SFRCC) grew to be the seventh on-website early education and newborn care core overseen through the WorkLife workplace. the new facility delivered a hundred and twenty new child care slots, bringing the number of toddlers cared for on campus to approximately 1,000 a day. (This contains Bing Nursery school, a program inside the faculty of Humanities & Sciences, serving as a laboratory for analysis and child construction for the branch of Psychology.) according to university Human components, this makes Stanford probably the most biggest and most complete infant care start programs amongst better schooling institutions.

    Jennifer Robinson, food stories application supervisor on the faculty of medicine, is awfully happy with the care her 21-month-historic daughter is receiving on the stock Farm facility, and with its proximity to her office.

    "It shaves about half-hour a day from my commute, giving me extra great household time to spend with my daughter," Robinson mentioned. "When they say it takes a village, WorkLife has been our village. they've supplied me with excellent provider and even helped me navigate the day care trials I faced when a nanny suddenly quit on me simply as my maternity go away changed into ending."

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

    "We were lucky the core opened. Catherine's lecturers are astonishing. we are impressed with the encouragement and education they deliver," Lester said.

    apart from featuring on-website infant care centers, Stanford additionally presents a couple of programs designed to assist meet the prices of newborn care each on- and off-campus. coupon codes for off-website infant care through vibrant Horizons and expertise Universe were launched final spring.

    The WorkLife office additionally manages a number of financial courses to support offset the fees of baby care, together with the infant Care Subsidy furnish program (CCSG).

    In may, the emergency and returned-up care software offered by way of brilliant Horizons became prolonged to include merits-eligible body of workers contributors, after a pilot program for college proved successful. This application offers no longer handiest emergency lower back-up infant care, however additionally emergency again-up elder care. personnel have the option of someone coming to the home to take care of a family member or getting care through a pre-approved center.

    Michaela Murphy, director of operations at the GSB's centers and Initiatives for analysis, Curriculum & studying Experiences, has a nanny year-round, but necessary again-up care in June.

    "We have no family unit regional. we now have wonderful babysitters, however they all work full-time as nannies, so with out this service, we would have had a extra difficult time getting care. And it would had been enormously extra costly. This turned into low cost, so I might pay for the back-up features and also give our nanny a paid vacation," Murphy pointed out.

    Roland Hsu, analysis affiliate for the Freeman Spogli Institute for international experiences and for the faculty of Humanities and Sciences, repeatedly became to the WorkLife office throughout the six years he cared for his ailing mom. due to the decent information and the caregivers he found by way of taking part in WorkLife tutorial seminars and gala's, he on no account necessary to use the again-up care software, however turned into happy to have the safety web simply in case.

    "You be anxious about your friend 24 hours a day. to grasp that the WorkLife workplace turned into there was critical. without their substances and competencies, a lot of people would ought to surrender on their work or take much less accountability," Hsu stated.

    Seal of difference

    it be not just the employees who recognize how these ever-expanding programs help them navigate their work–existence challenges. In March, Stanford's WorkLife workplace received a 2015 Seal of difference from the WorldatWork Alliance for Work-life growth.

    "Stanford institution believes within the role well-being performs in each employees' lives and long-time period organizational success," referred to Anne Ruddy, president and CEO of WorldatWork, which on account that 2003 has recognized October as national Work and family unit Month.

    The WorkLife team is constantly adapting to the evolving definition of what "work–existence stability" ability to Stanford's diverse group and exploring further the right way to make it work, at work. employees who've questions, considerations or ideas about balancing work and family unit existence or folks that wish to time table a one-on-one session with someone from the WorkLife workplace are encouraged to complete a help request on the workplace's web site.

    "This month is the ideal time to revisit your work and life priorities," Stewart Pires spoke of. "and do not forget to spark off your assist network and ask for aid when needed. The WorkLife workplace can also be a crucial part of your support neighborhood."




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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!


    Absolute Reports Fiscal 2019 First Quarter Financial Results | killexams.com real questions and Pass4sure dumps

    VANCOUVER, British Columbia--(BUSINESS WIRE)--Nov 2, 2018--Absolute  (TSX: ABT), the endpoint visibility and control company, today announced financial results for the three months ended September 30, 2018. All dollar figures are unaudited and stated in U.S. dollars, unless otherwise indicated.

    “We are very pleased to have commenced the fiscal year with strong momentum in both the Enterprise and Government market verticals, while at the same time driving meaningful improvements in profitability,” said Steve Munford, interim chief executive officer at Absolute. “On a combined basis, the Enterprise and Government verticals now account for two-thirds of our business and are expanding at a combined rate of 14%. We are committed to building on this momentum by maintaining our focus on target markets and customers and by leveraging our PC channel relationships, while at the same time optimizing our profitability.”

    Key Financial Metrics

    Total revenue in Q1-F2019 was $24.3 million, representing a year-over-year increase of 6%.Commercial recurring revenue in Q1-F2019 was $23.2 million, representing a year-over-year increase of 7%.The Annual Contract Value (“ACV”) Base at September 30, 2018, was $93.1 million, representing an increase of 5% year-over-year and 2% sequentially.The Enterprise sector (1) portion of the ACV Base increased 13% year-over-year and was up 3% sequentially. Enterprise customers represented 53% of the ACV Base at September 30, 2018.The Government sector (1) portion of the ACV Base increased 20% year-over-year and was up 5% sequentially. Government customers represented 12% of the ACV Base at September 30, 2018.The Education sector portion of the ACV Base decreased 8% from the prior year and decreased 1% sequentially. Education customers represented 35% of the ACV Base at September 30, 2018.Net ACV Retention from existing Absolute customers was 101% during Q1-F2019, compared with 100% in Q1-F2018.Incremental ACV from New Customers was $1.0 million in Q1-F2019 compared with $0.8 million in Q1-F2018.Adjusted EBITDA in Q1-F2019 was $4.1 million, or 17% of revenue, compared with $1.3 million, or 6% of revenue, in Q1-F2018.Cash generated from operating activities in Q1-F2019 was $4.0 million compared with $2.1 million in Q1-F2018.Absolute paid a quarterly dividend of CAD$0.08 per common share during Q1-F2019.

    Note:

    (1)In Q1-F2019, we modified the allocation of some customer accounts between industry verticals, primarily the allocation of some quasi-governmental organizations from the Enterprise vertical to the Government vertical, which was previously included in the Public vertical. This reallocation was applied retrospectively, and has resulted in a revision to previously reported ACV Base and ACV Base growth figures for those verticals in historical periods.Please refer to the “Annual Contract Value Base” section of our September 30, 2018 MD&A.

    Products and Organizational Developments

    In September, Lenovo announced Absolute as a strategic partner for its ThinkShield endpoint security suite. Lenovo has long embedded Absolute Persistence in its laptop products, and will now offer Absolute as a core component of its endpoint security suite to provide IT asset management, automated endpoint hygiene, and continuous compliance to customers worldwide.The Absolute Reach Library was expanded with 17 new query and remediation scripts that enable customers to further automate their endpoint management, hygiene, and vulnerability remediation across every endpoint, on and off the corporate network. The new scripts include automated workflows to conduct diagnostics across a fleet of endpoint devices, disable intrusive operating system processes, clear and restore tampered endpoint host files, reset administrative account passwords and modify administrative privileges.

    1. Commercial recurring revenue represents revenue derived from Cloud services and recurring managed professional services, both of which are included as part of our ACV Base. Other revenue represents revenue derived from non-recurring professional services and ancillary product lines, including consumer products.

    2. “Adjusted EBITDA” is used as a profitability measure. Please refer to the “Non-IFRS Measures” section of our September 30, 2018 MD&A for further discussion on this measure.

    F2019 Corporate Outlook

    The Company is updating its outlook for F2019 as follows:

    The Company continues to expect revenue to be between $96.0 million and $99.0 million, representing 3% to 6% annual growth;The Company is increasing its expectation for Adjusted EBITDA from between 13% and 16% of revenue to between 14% and 17% of revenue;The Company continues to expect cash from operating activities to be between 10% and 14% of revenue; andThe Company continues to expect capital expenditures to be between $3.5 million and $4.0 million.

    Quarterly Dividend

    On October 19, 2018, the Company declared a quarterly dividend of CAD$0.08 per share on its common shares, payable in cash on November 26, 2018, to shareholders of record at the close of business on November 5, 2018.

    Quarterly Filings

    Management’s Discussion and Analysis (MD&A) and Consolidated Financial Statements and the notes thereto for the fiscal quarter ended September 30, 2018 can be obtained today from Absolute’s corporate website at www.absolute.com. The documents will also be available at www.sedar.com.

    Notice of Conference Call

    Absolute will hold a conference call to discuss the Company’s Q1-F2019 results on Friday, November 2, 2018, at 8:30 a.m. ET. All interested parties can join the call by dialing 647-427-7450 or 888-231-8191. Please dial in 15 minutes prior to the call to secure a line. The conference call will be archived for replay until Friday, November 9, 2018, at midnight ET. To access the archived conference call, please dial 416-849-0833 or 1-855-859-2056 and enter the reservation code 8690248.

    A live audio webcast of the conference call will be available at www.absolute.com and https://bit.ly/2ykLg6Z. Please connect at least 15 minutes prior to the conference call to ensure adequate time for any software download that may be required to join the webcast. An archived replay of the webcast will be available on the Company’s website for 90 days.

    Non-IFRS Measures and Definitions

    Throughout this press release, the Company refers to a number of measures that the Company believes are meaningful in the assessment of the Company’s performance. All these metrics are nonstandard measures under International Financial Reporting Standards (“IFRS“), and are unlikely to be comparable to similarly titled measures reported by other companies. Readers are cautioned that the disclosure of these items is meant to add to, and not replace, the discussion of financial results or cash flows from operations as determined in accordance with IFRS. For a discussion of the purpose of these non-IFRS measures, please refer to the Company’s September 30, 2018 MD&A on SEDAR at www.sedar.com.

    These measures, as well as their method of calculation or reconciliation to IFRS measures, are as follows:

    1) ACV Base, Net ACV Retention and ACV from New CustomersAs the majority of the Company’s customer contracts are sold under multiyear term licenses, there is a significant lag between the timing of the billing and the associated revenue recognition. As a result, the Company focuses on the aggregate annualized value of its subscriptions under contract, measured by Annual Contract Value, as an indicator of its future revenues.

    The ACV Base measures the amount of recurring annual revenue Absolute will receive from its commercial customers under contract at a point in time, and therefore is an indicator of the Company’s future revenue streams. Net ACV Retention measures the percentage increase or decrease in the Commercial ACV Base at the end of a period for the customers that made up the Commercial ACV Base at the beginning of the same period. This metric provides insight into the effectiveness of Absolute’s customer retention and expansion functions. ACV from New Customers measures the addition to the Commercial ACV Base from sales to new commercial customers during the quarter.

    We believe that increases in the amount of ACV from New Customers, and improvement in the Company’s Net ACV Retention, will grow our Commercial ACV Base and, in turn, our future revenues.

    2) Adjusted EBITDAManagement believes that analyzing operating results exclusive of significant noncash items or items not controllable in the period provides a useful measure of the Company’s performance. The term “Adjusted EBITDA” refers to earnings before deducting interest and investment gains (losses), income taxes, amortization of intangible assets and property and equipment, foreign exchange gain or loss, share-based compensation, and restructuring and reorganization charges and post-retirement benefits. The items excluded in the determination of Adjusted EBITDA are share-based compensation, amortization of intangibles, amortization of property and equipment, and restructuring and reorganization charges and certain post-retirement benefits.

    3) Adjusted Operating ExpensesA number of significant noncash or nonrecurring expenses are reported in the Company’s Cost of Revenue and Operating Expenses. Management believes that analyzing these expenses exclusive of these noncash or nonrecurring items provides a useful measure of the cash invested in the operations of its business. The items excluded in the determination of Adjusted Operating Expenses are share-based compensation, amortization of intangible assets, amortization of property and equipment, and restructuring and reorganization charges and certain post-retirement benefits. For a description of the reasons these items are adjusted, please refer to the “Non-IFRS Measures” section of the September 30, 2018, MD&A.

    About AbsoluteAbsolute empowers more than 12,000 customers worldwide to protect devices, data, applications and users against theft or attack—both on and off the corporate network. With the industry’s only tamper-proof endpoint visibility and control solution, Absolute allows IT to enforce asset management, security hygiene, and data compliance for today’s remote digital workforces. Patented Absolute Persistence™ is embedded in the firmware of Dell, HP, Lenovo, and 26 other manufacturers’ devices for vendor-agnostic coverage, tamper-proof resilience, and ease of deployment. See how it works at www.absolute.com and follow us at @absolutecorp.

    Forward-Looking StatementsThis press release contains forward-looking statements and financial outlook that involve risks and uncertainties. These forward-looking statements and financial outlook relate to, among other things, the expected performance, functionality and availability of the Company’s services and products, and other expectations, intentions and plans contained in this press release that are not historical facts. When used in this press release, the words “plan,” “expect,” “believe” and similar expressions generally identify forward-looking statements. These statements reflect the Company’s current expectations. They are subject to a number of risks and uncertainties, including, but not limited to, changes in technology and general market conditions. In light of the many risks and uncertainties, readers of the press release should understand that Absolute cannot assure them that the forward-looking statements and financial outlook contained in this press release will be realized. Furthermore, the forward-looking statements and financial outlook contained in this press release are made as of the date hereof and the Company does not undertake any obligation to update publicly or to revise any of the included forward-looking statements and financial outlook, whether as a result of new information, future events or otherwise, except as may be required by applicable securities laws.

    ©2018 Absolute Software Corporation. All rights reserved. Absolute and Persistence are registered trademarks of Absolute Software Corporation. For patent information, visit www.absolute.com/patents. The Toronto Stock Exchange has neither approved nor disapproved of the information contained in this news release.

    View source version on businesswire.com:https://www.businesswire.com/news/home/20181102005097/en/

    CONTACT: Media Relations

    InkHouse

    Jill Rosenthal, 781-966-4167

    absolute@inkhouse.com

    or

    Investor Relations

    MKR Group

    Joo-Hun Kim, 212-868-6760

    joohunkim@mkrir.com

    KEYWORD: NORTH AMERICA CANADA

    INDUSTRY KEYWORD: TECHNOLOGY DATA MANAGEMENT INTERNET NETWORKS SOFTWARE SECURITY

    SOURCE: Absolute

    Copyright Business Wire 2018.

    PUB: 11/02/2018 07:30 AM/DISC: 11/02/2018 07:30 AM

    http://www.businesswire.com/news/home/20181102005097/en


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