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ST0-192 - Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment: - Dump Information

Vendor : Symantec
Exam Code : ST0-192
Exam Name : Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:
Questions and Answers : 100 Q & A
Updated On : February 22, 2019
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ST0-192 Questions and Answers

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ST0-192 Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:

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ST0-192 exam Dumps Source : Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:

Test Code : ST0-192
Test Name : Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:
Vendor Name : Symantec
Q&A : 100 Real Questions

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Symantec Symantec Technical Foundations: Security

Kaspersky complete safety vs. Norton safety premium | killexams.com Real Questions and Pass4sure dumps

If there’s one antivirus suite that receives americans excited it needs to be Kaspersky. The ordinary suite from Russia-primarily based company Kaspersky Labs is a favourite amongst tech varieties, and that’s regardless of the controversy from 2017 the place the company become accused of being a tool of Russian intelligence.

Then there’s Symantec’s Norton top rate security, a go-to protection solution for decades that’s nevertheless an outstanding alternative—and our latest favourite antivirus suite.

both are conventional selections for safeguarding your workstation. Let’s take a look at how they evaluate in key categories during this head-to-head matchup.

Norton vs. Kaspersky: App design kaspersky2019dashboard IDG

Kaspersky complete safety

The computer apps for Norton and Kasperksy each present an easy-to-have in mind interface using mobile-vogue tiles. With Kaspersky, the primary display has eight tiles representing a lot of “modules” apart from a extra equipment button that results in more alternatives. Norton, in the meantime, uses 5 category tiles that allow you to leap into the app’s elements from there.

outlined in this article

Kasperksy’s approach means you need to take fewer steps to get key points similar to safety scans, updates, and parental controls. The trade-off is that you have more alternate options to variety via from the fundamental dashboard.

Norton, in the meantime, requires an additional click to get to key aspects, but the starting dashboard is more convenient with just a couple of categories.

both functions are handy to use and it in fact comes right down to which strategy you select. In our opinion, Norton is only a bit bit easier to make use of than Kaspersky, but it could be totally most economical to head the other way.

Winner: Norton

Norton vs. Kasperksy: efficiency

both Norton and Kaspersky confirmed little to no influence on efficiency after we ran workstation Mark 8’s work universal test after a full device scan. With Norton the notebook’s efficiency enhanced a little, while with Kasperksy performance remained more or less the identical earlier than and after installing.

The file-conversion check the use of Handbrake yielded an identical effect. Norton more advantageous efficiency a bit, while things stayed more or much less the equal with Kaspersky.

Winner: Norton

Norton vs. Kaspersky: expense

Norton protection top rate costs $55 per year for brand spanking new users, and the ordinary rate is $a hundred and ten for coverage of 10 gadgets. Kaspersky complete safety is $50 per year for a brand new user, and the average rate is $100 for 5 contraptions. The fee-per-gadget makes Kaspersky one of the most more expensive A/V suites.

Winner: Norton

Norton vs. Kaspersky: additional aspects norton2019 2IDG

Norton safety premium

mentioned listed here

Kaspersky total security has plenty to offer when it involves extra and non-regular elements. It has a password manager, a sandboxed browser to give protection to economic transactions, a tool for blocking unauthorized access to webcams, a network computer screen, notebook cleaner, and a application updater.

Norton has some equivalent points such because the password manager, workstation cleaner, and computer optimization equipment, however Kaspersky offers much more extras and that they’re all fairly beneficial.

Winner: Kaspersky

Norton vs. Kaspersky: insurance policy kaspersky2019networkmonitor IDG

Kasperksy’s network display screen.

within the most recent consequences from A-V check, each Kaspersky and Norton scored 100% in September and October for the zero-day and frequent malware tests. Over at AV-Comparatives both suites scored very highly within the precise-World insurance plan and Malware insurance plan checks. in the Malware coverage verify’s offline detection fee, however, Norton scored a whole lot reduce than Kaspersky—eighty one.5 percent versus Kaspersky’s 99.2 percent.

eventually, at SE Labs each Norton and Kaspersky acquired a AAA ranking.

Winner: Tie

Norton vs. Kaspersky: Conclusion

The final analysis is that both Norton and Kaspersky are stunning antivirus suites, however should you trust cost, app design, performance, and insurance plan we’re inserting Norton forward of Kaspersky. The latter is first rate for extra elements, and protection is the same as Norton, but the rate makes it much less of a worth.

To comment on this text and other PCWorld content, talk over with our fb page or our Twitter feed.

Symantec helps enterprise stop electronic mail compromise attacks | killexams.com Real Questions and Pass4sure dumps

Symantec, the world’s leading cyber security business, announced email Fraud insurance policy, an automated answer that helps groups block fraudulent emails from reaching enterprises, making certain comprehensive brand acceptance and sender believe.

e mail Fraud protection reduces workload for IT departments and eliminates the deserve to manually manage electronic mail safety configurations whereas combatting company email Compromise (BEC) assaults.

e-mail is a inclined entry point for hackers who are normally constructing new and advanced thoughts to reveal crucial information. As such BEC, or impersonation emails from relied on senders, are an immense risk to businesses. based on the FBI, BEC assaults grew 136 percent over the past two years, with stated attacks totaling $12.5 billion.

Symantec email Fraud insurance policy takes a multi-layered method to stopping fraudulent emails that goal employees, companions and purchasers, and preserving brands’ reputations from hackers who impersonate business leadership.

not best are e mail threats costly, however manually implementing e mail authentication standards including SPF, DKIM or DMARC can also be time-consuming and require incredibly technical elements to accurately identify third-party electronic mail senders devoid of false positives that block crucial emails. electronic mail Fraud coverage gets rid of the need for directors to manually set and preserve email sender parameters, instead e mail authentication specifications are met by means of automatic monitoring of authorised third-celebration senders.

“It’s now not handy to find a solution that can cease e mail impersonation through DMARC, chiefly in a company world where you have distinct authentic senders for a site. Symantec e-mail Fraud insurance plan is that solution,” noted James Charlton, IT protection supervisor at MS Amlin – world strong point Insurer and Reinsurer.

e mail Fraud coverage integrates with Symantec electronic mail safety to support email authentication requisites and aid block platform threats on-premises or in the cloud, equivalent to spam, malware, and phishing assaults. it will possibly additionally combine with Symantec e-mail hazard Isolation to lower the risk of spear phishing, credential theft, account takeover, and ransomware attacks.

“Symantec is focused on delivering company price to shoppers via our integrated Cyber defense Platform. e-mail Fraud insurance plan is a pretty good addition to Symantec email safety, ensuring organizations are geared up with an automated and complete electronic mail security solution,” pointed out Patrick Gardner, senior vice president, email security, Symantec. “Our intention is to supply groups and IT departments time and money returned that may also be spent in different places within the organization.”


internal Symantec’s Tech Transformation | killexams.com Real Questions and Pass4sure dumps

The story of Symantec’s fresh transformation starts with a strategic aspiration: to place the business as a massive disruptor in its chosen sector of cybersecurity. Over the span of 5 years, the enterprise went through two principal divestitures, selling Veritas to a private fairness neighborhood in 2016, and site protection to DigiCert in 2017. The business additionally made two colossal acquisitions, Blue Coat in 2016 and LifeLock in 2017, followed by means of three smaller ones. Symantec then initiated two intensive rounds of restructuring that included cutting back head count number, which laid the groundwork for a subsequent wave of increase.

In doing all this, the business reoriented its goal. It went from selling commercial enterprise software to presenting the world’s leading cybersecurity systems for each consumers and global agencies, and shifted enterprise fashions from product orientation to subscription-primarily based. The company additionally went through a deeply felt cultural change, including a brand new emphasis on diversity on the true management degree. lastly, Symantec changed CEOs twice, discovering solid floor with Blue Coat alumnus Greg Clark on the helm.

Symantec chief advice officer Sheila Jordan performed — and continues to play — a pivotal function overseeing the redecorate and consolidation of the company’s technological infrastructure. Jordan joined Symantec in 2014, quickly after the initiative all started. Jordan in the past served as a senior vice chairman at Cisco methods and Disney, now not just in IT but also in finance, aiding revenue and advertising and marketing. Her technical capabilities and enthusiastic, be counted-of-reality method to simplifying the company’s digital expertise grew to become a model for Symantec’s valued clientele. She’s additionally certainly one of Silicon Valley’s most popular female executives, partially as a result of her capacity to spot tendencies within the business, and reside forward of the curve.

approach+business caught up with Jordan in her Mountain View, Calif., workplace to talk about Symantec’s transformation and the adjustments taking vicinity in Silicon Valley nowadays.

S+B: How would you describe your position in Symantec’s transformation?JORDAN: i used to be employed lower back in 2014 to convey tips expertise returned in-residence from a old outsourced mannequin and to construct a global-category IT company. I knew that could be a significant problem, and that i notion it could be lots of enjoyable. at the moment, I had no concept that the entire company turned into about to exchange.

Then got here the Veritas separation. A divestiture of this sort is greatly more advanced than an acquisition. We were becoming two separate groups with our personal unbiased ecosystems of strategies and methods: WANs, LANs, sites, facts centers and labs, enterprise resource planning (ERP) methods, purposes, laptops, and cell instruments. everything had to be break up apart, together with all of the statistics. We determined to do it in a finished method, to take this opportunity to beginning cleansing up processes and simplifying every thing.

In 2016, with the Blue Coat acquisition, we made an identical option. We could have simply jammed the two groups together, with many legacy and redundant purposes working concurrently. instead, we chose to simplify.

We strategically converted each element of the company and took the opportunity to think tactically and lengthy-time period. This resulted in a number of accomplishments, together with consolidating into one customer relationship management equipment. we are at the moment one release faraway from consolidating numerous ERPs into one ERP; reworking our enterprise tactics and casting off product SKUs; and streamlining our distribution channels and techniques to make doing business with Symantec more straightforward.

S+B: What had to occur interior the business to make the transformation prevail?JORDAN: people talk about “digital transformations” as if they were all about know-how. within the grand scheme of things, the know-how is the easy half. extra importantly, you deserve to center of attention on improving your purchasers’ adventure in purchasing your products and services. as an example, due to the fact that your purchasers use cell instruments, your utility interfaces need to be as cellular-oriented as your valued clientele are. At Symantec, we focused on 4 elements: speed, alignment, strategic selections, and conversation.

S+B: Let’s take these so as. What does specializing in speed and alignment mean in practice?JORDAN: We’ve develop into plenty sooner and extra aligned at Symantec. through this alignment, we were in a position to increase a plan that built-in six businesses and divested two. Between April 2017 and November 2018, we went through eight primary software releases, which protected massive alterations to ERP, CRM, and foundational information and reporting programs, with minimal company disruption. here is unprecedented within the ERP world. each and every predominant unlock blanketed a normal of 24 distinct services, from advertising to engineering to finance. This equates to well-nigh a unlock each other month. We used an agile method, with construction, integration, and user acceptance all occurring similtaneously. on account of the company and IT alignment, the exceptional of each release changed into high-quality.

We used similar the right way to construct our world subscription platform, which is the platform used to sell our cloud SaaS [software-as-a-service] products. To raise pace and ease, we modeled our person interface on the Amazon adventure: in only just a few clicks your order is achieved.

consumers and companions need a seamless experience. They don’t are looking to see internal organizational handoffs. helping the company articulate the consumer adventure has [given us] a compelling strategy to consider horizontally, and from a consumer lens, versus a useful view.

We brought IT, the business devices, and the other features in sync. as an example, when we realized we couldn’t get everything carried out within the April ERP gadget unlock, we determined to push some points to might also. This intended the companies would should take in a guide method for a brief duration of time. They agreed to this in strengthen as a result of all of us shared our expectations up front and we spent a fair period of time on communication.

i am also tremendous proud of the style our engineering, advertising, and IT teams work together. For the international subscription platform, engineering owns the general cloud, where the security SaaS items get provisioned. advertising owns the navigation, user journey, and content on the site for our direct small- and medium-company consumers. IT owns the ordering and money programs — and of course, connects the total platform together. but we all personal and are in charge for the whole adventure.

In that context, i really like that IT people are naturally systemic technique thinkers; we see horizontally. We know how shoppers adventure the business. we will add price in broader groups with the aid of stating duplications, gaps, and dependencies.

large selections and communique

S+B: You referred to an additional component become “strategic decisions.” What does that imply?JORDAN: i used to be relating to the way we prepared the design and implementation of the transformation undertaking. There are two councils. each different Friday, a software council that oversees the details of the trade procedure meets for two hours to go through business and IT issues. Then, foremost strategic choices are discussed once a month by a more senior neighborhood: the software board. This board includes the CEO and business unit regularly occurring managers. all through these periods, we have changed our pricing constitution for small agencies, rethought our channel strategy, and simplified our product offerings.

S+B: How do you are making the councils work?JORDAN: We set expectations through the way we work. Flawless execution isn't not obligatory for us. It’s obligatory. We’re all in this together, and we’re all liable.

for instance, we realized to have a good time what we name “reds.” These are the issues that people can’t clear up on their personal and ought to bring up at the program councils. in the past, people weren’t comfortable announcing, “I’m crimson this week.” They didn’t want their colleagues to know. We had been now not leveraging the vigor of the room and our colleagues.

We created an ambiance the place it feels safe to walk into a council assembly and say, “I’m pink.” It simply skill that you are off beam and may need the room’s aid, whether it’s a exchange-off with a colleague or on occasion the aid of the correct administration group, to get lower back on course. atmosphere that tone relieves force and stress, raises accountability, speeds up course corrections, and sets expectations along the manner.

here is the place mutual have confidence and appreciate amongst teams are vital. i will be able to say at a program assembly, “i will be able to’t get that finished for this release; it’s unimaginable.” Or, “My team says we checked out it 12 other ways, and it won’t work this time.” however then i will be able to offer to place it within the next unlock and ask them, “What are the implications for you on account of this decision?” and be aware of they’ll reply candidly. That type of trade-off and negotiation is unbelievable. I’ve labored on transformation and integration for 2 years, and that i truthfully don’t consider there’s been one dramatic moment. There have been many healthy debates, but it surely hasn’t turn into negative, with pointing fingers or a blame video game. This lifestyle has allowed us to be so a success. we are the use of our critical supplies and intellectual power to resolve real shoppers concerns and precise enterprise issues.  

S+B: What concerning the fourth element you mentioned: verbal exchange?JORDAN: i can’t articulate adequate how essential regular and significant communique is. exchange inevitably leads to fear and uncertainty. The personnel need many snippets of verbal exchange, even though the leaders don’t have all of the solutions. We need to reassure people, “it’s good enough” or “we’ll get this.” After becoming a member of Symantec and constructing a global-category IT group with hundreds of members all over, I begun publishing an interior weekly weblog — simply a couple of paragraphs of vital movements or initiatives, consciousness, calls to action, and news. I believe I’ve missed 4 weeks in four years. whenever I overlooked it, I automatically heard from my employees, “where is the weblog?” people want to hear what’s going on. In an indirect means i am making a neighborhood inside the IT organization. Infrastructure needs to grasp what's occurring in the application space and vice versa. employees love to understand their job is important, and it’s up to leaders to clarify how it all suits collectively.

Bringing Cultures together

S+B: What became the cultural exchange at Symantec like from your viewpoint?JORDAN: It [has been] massive. 4 years in the past, I doubtless would have noted, “subculture is important. however’s now not critical.” today, I feel work on lifestyle is indispensable. Our enterprise mission is to protect the area. any one in the enterprise can lean in against that observation; it’s empowering, however you even have to set desires and be clear on the way you are going to satisfy that mission.

S+B: What different cultural considerations did you've got?JORDAN: With acquisitions, you've got diverse cultures to combine, like having a blended family unit. Symantec, Norton, Blue Coat, and LifeLock all had distinctive cultures. It’s vital to make the effort to establish the “new lifestyle” that takes the best of the most desirable from each acquisition. This takes time, so it’s essential to focus on the work that can also be achieved instantly. if you’re geared up as it should be, and you create a blend of the employees from distinct agencies, you emerge as with a various group and a lifestyle with distinct perspectives and experiences. might be it’s the character of IT, with a significant demand and extent of labor, or how the teams had been organized, however in our case, basically in a single day, it grew to become beside the point the place a person got here from.

What mattered turned into that we showed up as a cohesive IT firm, fixing Symantec’s complicated issues and working toward improving efficiency for our valued clientele, partners, and personnel. The work will kind the way of life, in particular if you all suppose such as you’re within the equal boat, and it'll drive the level of appreciate, trust, and credibility greater.

S+B: if you had to propose a company going via similar adjustments, is there anything noteworthy you’d inform them in regards to the transformation system that you simply haven’t mentioned?JORDAN: rejoice successes, often. We managed the restructuring and acquisition while simultaneously working the business, with quarter-ends, economic closes, and all the typical demands on IT to run and function a multibillion-dollar business. The experience is long, and americans believe they’ll have a good time when it’s completed. but you’re under no circumstances definitely achieved. It’s going to be continuous alternate continuously. Take time alongside how to make people suppose diagnosed and valued. present within your budget celebrations or prepare a neighborhood adventure. so one can provide them the incentive and inspiration to continue.

female management in know-how

S+B: You’re one of the most popular girls in Silicon Valley, at a time when many tech groups are trying to enhance their share of feminine executives. How does this difficulty come up at Symantec?JORDAN: Our range initiative is a large precedence for our CEO, Greg Clark. It’s vital to look male CEOs take this seriously. They’re the ones who need to lead after we start to alternate deeply held thinking and biases. [Clark is active in CEO Action for Diversity and Inclusion, a coalition of business leaders launched in 2017 to address these issues more effectively. Tim Ryan, PwC’s U.S. chair, is the chair of the group’s steering committee.] Our CHRO, Amy Cappellanti-Wolf, is additionally tremendous-captivated with this.

S+B: what's driving this trade? Why now?JORDAN: One aspect, of route, is the broadening awareness of variety considerations within the tech business. The younger technology is also forcing trade. Millennials feel about variety in another way; they grew up going to school with americans from different geographies and ethnicities, as well as moving gender norms and expectations. As we deliver that mind-set into our agencies, it leads to a reverse mentoring for the rest of us. The millennials are teaching us what it feels like to not have ingrained biases in opposition t other corporations, and i love that.

presently, women make up 26 p.c of the world staff at Symantec, which is above general for the industry. according to Steve Morgan of Cybersecurity Ventures, girls signify 20 p.c of the global cybersecurity personnel and [that proportion] continues to grow.

additional, our most contemporary set of summer time interns have been 60 percent ladies. That’s a whole lot more desirable, but nevertheless now not good sufficient.

S+B: Is the gender challenge distinct in know-how than in other industries?JORDAN: it's, just because the percent of guys is so a good deal higher. when I visit our banking or retail shoppers, as an example, there are more women far and wide, at all stages of the organization. Of course, in nearly any enterprise, the bigger you go in the hierarchy, the lower the percentage of ladies tends to be.

S+B: Do you consider that’s changing now?JORDAN: I’ve studied this for years. youngsters some women cease advancing in their careers after they hit own existence pursuits, whether it’s having infants or caring for growing old parents, many proceed to face challenges around lack of mentorship, limited entry to chance, or emotions of isolation. We deserve to create techniques for americans to work that in shape lifestyles’s challenges and simultaneously open up a chance. once more, millennials set an example. they're growing up in a global where everything is a service. they could get some thing they desire: application, meals, gasoline, a experience, clothes. They click and it’s there. fast-forward 10 years, and we’ll possibly have an open industry of labor assignments based mostly purely on benefit. I’ll take on a task that looks pleasing for one company; and then do a different undertaking for a special business. In that context, probably ladies will have more desirable entry to opportunity, will adventure less bias, and gained’t opt out on the fee they are these days.

S+B: Does having a enhanced feminine presence make a change within the means an organization handles a change?JORDAN: You often examine that it does, because it is declared that ladies are customarily extra empathetic than men. but that can be a stereotype. To pressure transformation, you need diverse pondering, inspite of age, gender, ethnic heritage, sexual orientation, or some other certain characteristics.

What matters most is the job we must do. i am the CIO for Symantec. I don’t cover my id as a lady; I put on attire, jewelry, and makeup, and that i certainly can personally relate to the consistent challenges of a working mom with young babies. although, the incontrovertible fact that I’m a female doesn’t motivate any of my choices as CIO.

The future of Cybersecurity

S+B: How would you describe the outcomes of Symantec’s transformation?JORDAN: Symantec now has two strategic enterprise gadgets. Our enterprise enterprise approach is according to Symantec’s built-in cyber-defense platform. On the client side, with the acquisition of LifeLock, we’ve established approaches for people to independently give protection to their identities and their privacy. We simply delivered Norton privateness supervisor, an app that helps buyers take into account and take handle of their privateness and protect themselves on-line. We live in a brand new digital world the place americans are invariably sharing their personal guidance, and that information might possibly be mined for profit. via this app, we present our shoppers the right way to give protection to their facts and their privacy, for themselves and their families.

The enjoyable a part of our method is that it addresses the ancient fragmentation of the security business. Many CSOs have stated that they’re loaded up on safety equipment of their environment. really, our contemporary internet threat security file (ITSR) indicated that on normal — in a large business company — there are between sixty five and eighty five safety equipment. Eighty-five equipment! Now that’s fairly fragmented. I believe Symantec is completely placed to get rid of that complexity and enrich effectivity through providing our built-in cyber-protection platform. funds-clever, this carrier typically lowers fees for our customers — it’s less demanding technically and it saves them money.

We also understand that buyer and enterprise security are interrelated. If individual employees develop into greater privy to safety considerations and walk within the door extra secured, with much less chance of compromise, that makes the job of any CIO less complicated.

S+B: How do you track the exterior trends in terms of threats?JORDAN: Symantec operates the world’s biggest civilian chance intelligence network, and probably the most finished collections of cybersecurity danger solutions. We even have heaps of engineers in the firm, including these working directly on the items, who are engaged in hazard intelligence. Symantec is liable for seeing and detecting issues earlier than anyone else does, and we’re using that intelligence to warn others.

Cybercriminals are getting smarter. If accepted cybersecurity is like locking the front door of your home, they’re discovering how you can are available in the facet door, a window, or a crack in the molding. and that they’re commonly lingering undetected and hanging out, just observing. You don’t even comprehend they’re inner until they act.

Cyber items now need to have a significant volume of artificial intelligence and computing device discovering inbuilt. They have to go to new lengths to offer protection to essentially the most delicate records of an business, similar to price card industry [PCI] statistics, credit card information, and now — with GDPR [General Data Protection Regulation] in impact — privacy records. In previous instances, a safety operations core analyst used to investigate the statistics logs after a breach, searching for clues. these days, we need to get at that needle in the haystack much more rapidly.

S+B: How should still good management be brooding about these concerns?JORDAN: protection represents a big possibility to any commercial enterprise. We’ve considered all too many circumstances where, if it’s not managed well, it could have damaging implications. “Are we comfortable?” is an easy question. The reply is extraordinarily complex. for example, how do you make sure every worker is safety aware? What are you doing to stay away from a person from by chance leaving a computing device within the incorrect vicinity?

“when you repair your cybersecurity, you’re pretty much cleaning condo; you now comprehend your infrastructure, purposes, and information a great deal more suitable.”

In normal, boards may still spend extra time speakme about protection. In many ways, it's as critical as the financials of a company. The security posture should not be delegated to a subcommittee. each member of the board really needs to bear in mind the safety posture of their enterprise. at the C-suite degree, cybersecurity is regularly assigned to the CIO or chief protection officer, but the accountability of security has to be broader. safety is a enterprise strategy. simply as with other enterprise innovations, you ought to trust government alignment, technique, coverage, conversation, and, of path, know-how.

It’s no longer very nearly insurance policy. there is a cost and efficiency play worried. Your legacy servers and systems may additionally get used best as soon as a quarter, however they sit down there day by day with out a monitoring, providing yet another way for bad guys to enter. if you fix your cybersecurity, you’re practically cleansing house; you now be aware of your infrastructure, functions, and facts a great deal improved. you can design your methods from the ground as much as be greater security mindful, resilient, and less difficult to make use of.

  • Amity Millhiser is vice chair of PwC and chief shoppers officer of PwC US. She is based mostly in Silicon Valley.
  • paintings Kleiner is editor-in-chief of approach+enterprise.

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    KMWorld Trend-Setting Products of 2009 | killexams.com real questions and Pass4sure dumps

    Aug 28, 2009

    Hugh McKellar

    We first published our list of Trend-Setting Products in 2003, when portals and smart enterprise suites were hot, and robust content management offerings were entering adulthood. Folks were wondering about the scope of the Tyco case, and Enron was just starting to show up on the radar.

    Service-oriented architectures were beginning to take shape, and both memory and storage were quite expensive. Software as a service (not merely hosted applications) was at its very early stages. The cloud existed only outside.

    A lot of things have change since then, but our criteria for inclusion on the list haven’t changed a whit. Although the composition of our judging panel includes some different names from the 2003 edition, it still consists of editorial colleagues, analysts, system integrators, users and vendors themselves. Like usual, they request anonymity so they are protected from any negative feedback.

    We’ve selected some 130 different products upon which we all agree—more than we have in previous editions because the landscape is far more challenging than it has been in the past. They represent what we believe are the solutions that best exemplify the spirit of innovation demanded by the current economy, while providing their customers with the unique tools and capabilities to move and grow beyond the recession.

    Some have been around for a while, a testimony to the limber execution of their initial mission of adaptability. Others are relatively new, and their uniqueness points to (what we believe should be) their much wider adoption. Are these the only trend-setting products on the market? The answer is a resounding no. They do represent the ones best suited to meet the needs of KMWorld readers. They all have been designed with a clear understanding of customers’ needs.

    I hope you’ll spend the time required to explore what the products can do to solve at least some of the vexing problems we all face today.

    5280 Solutions: Dynamic Filer—automates the process of scanning and filing paper documents into SharePoint.

    A2iA: A2iA DocumentReader—classification of digitized documents into categories (letter, identity papers, contract, etc.) based on both their geometry and their content. Click here to see enhanced product description.

    ABBYY USA: TouchTo Technology—data capture software for LCD-based touchscreen technology.

    Abrevity: Abrevity’s FileData Classifier—enables control over files and data distributed across heterogeneous storage platforms.

    Access Innovations: Search Harmony—ultra-scalable search solution. Click here to see enhanced product description.

    Accusoft Pegasus: Web-Based Image Viewer—document and photo processing for asset optimization.

    Adobe: LiveCycle Developer Express—Adobe’s first step toward cloud computing and embracing open source in the enterprise.

    Alterian: Content Manager—full Web content management designed for business-user level Web site optimization.

    Appian: Enterprise—simple, robust business process management. Click here to see enhanced product description.

    Apple: iPhone 3GS apps—bringing true enterprise capabilities to arguably the most user-friendly smart phone.

    Aquire: OrgPublisher 9 Premier—succession planning, organizational planning and powerful organization charting.

    ASG Software: ASG-ViewDirect Suite—a highly scalable, full-featured archiving platform.

    AskMe-Realcom: AskMe for SharePoint—a legitimate knowledge networking solution.

    Astute Solutions: RealDialog—natural language-based search, knowledge management and Web self-service solutions.

    Attensity: Voice of the Customer—suite of business applications for unstructured data, offering  integrated automated response for customer experience management.

    Attivio: Attivio Active Intelligence Engine—extends enterprise search capabilities across documents, data and media.

    Autonomy: Intelligent Data Operating Layer (IDOL) Server—collects indexed data from connectors and stores it in its proprietary structure, optimized for fast processing and retrieval.

    BA-Insight: Longitude—extends the search usability, relevance and connectivity capabilities of Microsoft SharePoint and Search Server.

    Baynote: Collective Intelligence Platform—on-demand recommendations and social search for Web sites.

    Brainware: Globalbrain Enterprise Edition—locates information on PCs, enterprise databases, file servers, the Internet, etc., supports more than 250 file formats. Click here to see enhanced product description.

    CA: CA Governance, Risk & Compliance Manager—centralized, unified approach to managing all IT risks and controls.

    CaseCentral: CaseCentral Early Case Assessment—integrated, multipurpose e-discovery review platform.

    Chiliad: Chiliad Discovery/Alert—platform for search and knowledge discovery across distributed repositories of unstructured and structured data.

    Citrix Online: GoToMeeting—richly featured, stable Web presentation/conferencing solution.

    Comperio: Comperio Front—business logic software search solutions.

    Concept Searching: conceptClassifier for SharePoint—statistical search and classification using concept extraction and compound term processing. Click here to see enhanced product description.

    Connectbeam: Social Activity Platform and Applications—enterprise social networking platform.

    Connotate: Agent Community GEN2—allows non-technical users to create powerful, customized intelligent agents to access high-value content deep on the Web or in the enterprise. Click here to see enhanced product description.

    Consona: Consona Knowledge Management—knowledge-driven customer relationship management.

    Content Analyst: Content Analyst Analytical Technology (CAAT)—enables organizations to organize, access and share information across multiple languages without the need for extensive human intervention. Click here to see enhanced product description.

    Coveo: Coveo Enterprise Search—offers a customizable, complete and unified view of critical information located across the organization no matter where it sits. Click here to see enhanced product description.

    Daticon-eed: Daticon EED Discovery Partner—integrated platform for e-discovery processing, analytics, review and production.

    Day Software: Day CQ5 V. 5.2—Web content management designed for business users to easily create and publish content.

    DeepDyve: Research Engine—search and indexing technology to cull rich, relevant content from journals, documents and untapped Deep Web pages.

    DocZone: DocZone, Really Strategies' SaaS XML content management and single-source publishing solution for authoring, managing, reusing, localizing and publishing content.

    Dow Jones Business & Relationship Intelligence: Dow Jones Companies & Executives—business and competitive intelligence, including competitor analysis, financial statements, regulatory filings, targeted news, executive biographies.

    EDS: EDS Applications Modernization Services—agile applications and architecture to speed software migration. Click here to see enhanced product description.

    eGain: eGain Service 8.0—complete suite of customer service and contact center software.

    EMC: SourceOne Suite—new family of products and solutions for archiving, e-discovery and compliance aimed at helping companies centrally manage multiple content types in order to apply consistent retention, disposition and overall life cycle management.

    Empolis: Empolis Discovery and Research/Attensity Discovery and Research—a comprehensive family of information management applications built on deep expertise in semantic language technologies. Click here to see enhanced product description.

    Endeca: Information Access Platform—foundation upon which configurable search-based business applications can be built and deployed.

    Exalead: Exalead CloudView—automatically collects, structures and contextualizes high volumes of unstructured and structured content scattered across the enterprise information cloud.

    EXSYS: Exsys Corvid—knowledge automation expert system development tool. Click here to see enhanced product description.

    Extensis: Universal Type Server 2—comprehensive font management and workflow.

    FatWire: Web Experience Management (WEM) Suite—Web content management, collaboration and community, content integration, audience targeting and measurement, and mobile publishing and delivery.

    Fios: Discovery Response Services—identification, preservation and collection through processing, review and production.

    FTI Technology: Ringtail Legal—services designed to reduce enterprise risk while improving the daily flow and management of critical information.

    Global 360: Process360—complete business process management.

    Google: Google Docs and Spreadsheets—merges word processing, spreadsheets and basic presentations within an online service that allows collaboration with other users.

    Guidance Software: EnCase Enterprise—searches, preserves and analyzes data across servers, desktops, and laptops to investigate HR matters, suspected fraud and external threats, as well as the platform for eDiscovery and CyberSecurity solutions.

    Hoovers: Competitive Intelligence Services—online application service that allows clients to monitor coverage of companies, people, products and issues from a wide range of news and information sources.

    IBM: Agile ECM—an ECM platform integrated with business process management, designed to deliver the flexibility required to increase business adaptability.

    iConect: iCONECTnXT—review features, analysis and production tools, key integrations with e-discovery collections, processing and culling.

    iDatix: iSynergy—integrated content management designed to enable organizations to innovate their approach to managing content and simplify their daily workflow.

    Infoglide: Identity Resolution Engine—enables capturing/leveraging ambiguous identity information to discover hidden relationships with multiple degrees of separation and automate decisions based on results.

    InfoNgen: InfoNgen Enterprise Discovery—automatically monitors more than 28,000 online sources and processes more than 600,000 stories per day.

    Information Builders: Enterprise Information Management (EIM) suite—real-time management of any structured or unstructured information from anywhere across the entire enterprise.

    Inmagic: Presto—a complete social knowledge management platform. Click here to see enhanced product description.

    InQuira: InQuira Intelligent Search—a unified system that combines advanced semantic search techniques and contextual understanding.

    Integrify: Integrify 5.0—on-premise or on-demand enterprise request management software combining business process management and workflow. Click here to see enhanced product description.

    IntelliResponse: Instant Answer e-service suite—enhances consumer experience across a variety of critical customer touch points, including the Web, chat, e-mail and phone.

    Intellivision: Intelligent Video—video analysis and full automation of video monitoring.

    iQuest: iQuest Software Suite—integrated software suite that combines social network analysis, auto-categorization with text extraction technologies to analyze unstructured data.

    ISYS Search: ISYS:web 9—enterprise search solution for intranets, Web sites, Microsoft SharePoint and custom Web applications.

    Jive Software: Jive Social Business Software (SBS)—collaboration, community and social network software in a secure enterprise platform.

    Jodange: Jodange Opinion Utility for Publishers—an application for publishers that presents online opinions from a wide variety of selected sources to publishers about opinions expressed by those who are influencing their customers, competitors and the marketplace.

    Just Systems: xfy XBRL Report—multidimensional instance viewer and report composer allowing extraction of financial data from multiple XBRL documents.

    Kapow Technology: Web Data Server—enterprise platform that can wrap any existing Web site or Web application into data feeds or programmatic interfaces with no coding.

    Kazeon: Information Server Data Center Edition—integrates discovery, indexing, classification, search, reporting and action into a single product.

    Knowledge Genes: Knowledge Genes Enterprise Space—a method for developing and utilizing components of knowledge on a specific subject to enhance the organization.

    Lombardi: Teamworks 7—enhances the automation and control of critical processes through support for large-scale business process transformation programs.

    Lucid Imagination: LucidWorks—robust, open source search solutions.

    Metastorm: Metastorm Enterprise—software suite designed to effectively align business strategy with execution while optimizing the types and levels of business resources.

    Microsoft: MOSS—platform for collaboratively creating, managing and sharing documents and Web services.

    Mindbreeze: Mindbreeze Search Appliance—easily deployed enterprise search. Click here to see enhanced product description.

    NetDocuments: NetBinders—a secure mechanism to share and collaborate on documents.

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    Teleste Corporation Financial Statement 1.1-31.12.2018: Result improved clearly, record-high order backlog | killexams.com real questions and Pass4sure dumps

    TELESTE CORPORATION FINANCIAL STATEMENTS 7.2.2019 AT 08:30 EET

    FINANCIAL STATEMENTS OF TELESTE CORPORATION 1 JANUARY TO 31 DECEMBER 2018

    RESULT IMPROVED CLEARLY, RECORD-HIGH ORDER BACKLOG

    Fourth quarter of 2018

    - Net sales amounted to EUR 66.5 (58.7) million, an increase of 13.3%- Operating result stood at EUR 2.2 (0.3) million, an increase of 779%- Undiluted earnings per share were EUR 0.09 (-0.01)- Orders received totalled EUR 81.0 (66.7) million, an increase of 21.4%- Cash flow from operations was EUR 4.6 (6.4) million, a decrease of 27.0%

    January - December 2018

    - Net sales amounted to EUR 250.3 (234.6) million, an increase of 6.7%- Operating result stood at EUR 9.7 (-7.5) million- Undiluted earnings per share were EUR 0.38 (-0.50)- Orders received totalled EUR 264.0 (262.9) million, an increase of 0.4%- Cash flow from operations was EUR 15.0 (19.3) million, a decrease of 22.0%

    The Board of Directors proposes a dividend of EUR 0.20 (0.10) per outstanding share.

    Outlook for 2019

    Teleste expects the company's net sales to remain at the level of 2018 (EUR 250.3 million). Operating result is expected to increase compared with 2018 (EUR 9.7 million).

    Comments by CEO Jukka Rinnevaara:

    "Orders received in the fourth quarter increased significantly year-on-year and quarter-on-quarter. Order backlog increased, reaching the highest level in Teleste's history. Net sales were up year-on-year in both business areas. Operating result also increased in both business areas.

    Orders received by Video and Broadband Solutions increased year-on-year. In particular, orders for access network products increased clearly compared with the previous quarters. Denmark, Belgium and Austria were growth markets. We continued to invest in the development of next-generation distributed access architecture solutions. Our product range is becoming ready for new deployments in Europe and America. We progressed to the testing phase with the first customers. In 2018, we won many significant deals for video security and information solutions, and our order backlog was high at the turn of the year, forecasting strong growth also in 2019. In addition, we won a strategically significant order to deliver the situational awareness system for the Helsinki metro. The system is based on Teleste's S-AWARE platform. Approximately 75 per cent of the orders in Teleste's highest ever order backlog will be delivered in 2019. Net sales increased particularly in video security and information solutions in France, Finland and Canada. Because of the increased net sales, operating result also increased year-on-year. The launching of distributed access architecture-based network investments has been delayed, but it will provide opportunities for growth in the years to come.

    Net sales of Network Services improved in Germany, because of the main customer's special projects and the new frame agreement signed in spring. The operating result of the business area increased as a result of higher net sales year-on-year. The services business in Germany is still challenged by the loss made in certain subcontracted services. However, there is significant improvement potential in the management of our own operations and the subcontractor network, and we continue to systematically develop the operations. Business in the other service markets progressed mainly favourably.

    In 2018, we progressed according to plan in the company's strategic areas. The strategic priorities in 2019 include development of the distributed access architecture offering and successful launch of sales in the North American cable operator market; significant growth of net sales and improved performance in video security and information solutions; and development of operations and improved profitability in the services business in Germany. We believe that the measures we chosen will ensure continued profitable growth also in the years to come. In 2019, the technological transition in access networks and its timing will affect demand for our products. We expect demand for traditional HFC technology to slow down and investment in next generation distributed access architecture to increase. We predict that these investments will be launched in stages towards the end of 2019, first in North America and then in Europe. The timetable for the launches of the new architecture is difficult to predict, which is why we expect Teleste's net sales to remain on par with 2018."

    Group Operations October - December 2018

    Key figures (EUR million) 10–12/2018 10–12/2017 Change Orders received 81.0 66.7 +21.4% Net sales 66.5 58.7 +13.3% EBIT 2.2 0.3 +779.6% EBIT, % 3.4% 0.4% Result for the period 1.6 -0.2 Other important key figures Earnings per share, EUR 0.09 -0.01 Cash flow from operations, EUR million 4.6 6.4 -27.0%

    Orders received by the Group in the fourth quarter increased by 21.4% to EUR 81.0 (66.7) million. Order backlog increased during the quarter by 25.6% to EUR 71.0 (57.4) million, which is the highest order backlog in Teleste's history. Net sales increased by 13.3% to EUR 66.5 (58.7) million.

    Expenses for material and manufacturing services increased by 18.3% to EUR 36.2 (30.6) million. Personnel expenses increased by 0.9% to EUR 17.9 (17.8) million. Depreciation, amortisation and other operating expenses increased by 0.2% to EUR 10.5 (10.5) million. Operating result increased by 779.6% to EUR 2.2 (0.3) million, representing 3.4% (0.4%) of net sales. The result for the reference period included EUR 0.8 million of restructuring expenses. Net financial expenses were EUR 0.1 (0.2) million. Taxes were EUR 0.5 (0.3) million. Undiluted earnings per share were EUR 0.09 (-0.01). Cash flow from operations was EUR 4.6 (6.4) million, a decrease of 27.0% resulting from changes in net working capital.

    Group Operations January - December 2018

    Key figures (EUR million) 1–12/2018 1–12/2017 Change Orders received 264.0 262.9 +0.4% Net sales 250.3 234.6 +6.7% EBIT 9.7 -7.5 EBIT, % 3.9% -3.2% Result for the period 6.8 -9.1 Other important key figures Earnings per share, EUR 0.38 -0.50 Cash flow from operations, M€ 15.0 19.3 -22.0% Net gearing, % 5.9% 16.8% Equity ratio, % 51.7% 48.3% Personnel at period-end 1,353 1,446 -6.5%

    Orders received by the Group increased by 0.4% to EUR 264.0 (262.9) million, the highest level in Teleste's history. Net sales increased by 6.7% to EUR 250.3 (234.6) million.

    Operating result was EUR 9.7 million, while operating result for the reference period was EUR 7.5 million negative. Operating result represented 3.9% (-3.2%) of net sales. Result for the reference period included the goodwill impairment of EUR 7.7 million related to the services business in Germany as well as the restructuring provisions of EUR 2.4 million in Germany and Finland. Operating result improved in both Video and Broadband Solutions and Network Services. Expenses for material and manufacturing services increased by 8.0% to EUR 137.9 (127.7) million. Personnel expenses decreased by 4.9% and were EUR 66.0 (69.4) million. The decrease resulted from the decreased number of personnel. Depreciation, amortisation and other operating expenses decreased by 1.1% to EUR 38.5 (38.9) million. Net financial expenses were EUR 0.7 (0.9) million. Taxes for the Group amounted to EUR 2.2 (0.7) million, and effective tax rate was 24.5%. Undiluted earnings per share were EUR 0.38 (-0.50). Cash flow from operations was EUR 15.0 (19.3) million. Cash flow in the reference period was significantly improved by new, shorter payment terms for clients, obtained through a supplier financing programme.

    Video and Broadband Solutions October - December 2018

    EUR 1,000 10–12/2018 10–12/2017 Change Orders received 51,142 43,424 +17.8% Net sales 36,691 35,429 +3.6% EBIT 1,942 480 +304.9% Operating result, % 5.3% 1.4%

    Orders received increased by 17.8% year-on-year to EUR 51.1 (43.4) million. Orders received increased both in access network products and in video security and information solutions. Order backlog increased during the quarter by 25.6% and was EUR 71.0 (57.4) million at quarter-end.

    Net sales increased by 3.6% to EUR 36.7 (35.4) million. Net sales increased in video security and information solutions, but decreased in access network products. Operating result increased by 304.9%, standing at EUR 1.9 (0.5) million and representing 5.3% (1.4%) of net sales. Operating result was improved by the increased net sales of video security and information solutions.

    R&D expenses amounted to EUR 3.4 (3.2) million, representing 9.2% (9.0%) of net sales in the business area. Product development projects focused on distributed access architecture (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects. Capitalised R&D expenses amounted to EUR 1.2 (0.8) million. Depreciation on capitalised R&D expenses was EUR 0.6 (0.5) million.

    Video and Broadband Solutions January - December 2018

    EUR 1,000 1–12/2018 1–12/2017 Change Orders received 152,307 170,359 -10.6% Net sales 138,677 142,082 -2.4% EBIT 7,738 4,888 +58.3% EBIT, % 5.6% 3.4%

    Orders received decreased year-on-year by 10.6% to EUR 152.3 (170.4) million. The biggest decrease in orders received was seen in access network products. Net sales decreased by 2.4% to EUR 138.7 (142.1) million. Net sales decreased in access network products and increased in video security and information solutions. Operating result increased by 58.3%, standing at EUR 7.7 (4.9) million and representing 5.6% (3.4%) of net sales. Operating result was improved by the increased net sales of video security and information solutions. Operating result for the reference period was burdened by the EUR 0.8 million restructuring provision related to personnel reduction.

    R&D expenses amounted to EUR 12.5 (12.1) million, representing 9.0% (8.5%) of net sales. Product development projects focused on distributed access architecture, network products complying with the DOCSIS 3.1 standard (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects. Capitalised R&D expenses amounted to EUR 4.8 (3.5) million. Depreciation on capitalised R&D expenses was EUR 2.2 (1.5) million.

    Network Services October - December 2018

    EUR 1,000 10–12/2018 10–12/2017 Change Orders received 29,829 23,273 +28.2% Net sales 29,829 23,273 +28.2% EBIT 291 -226 EBIT, % 1.0% -1.0%

    Orders received and net sales increased by 28.2% year-on-year to EUR 29.8 (23.3) million. Net sales were increased in Germany by deliveries for a large project and the service rates of the frame agreement signed with our main customer early in 2018. Operating result increased by EUR 0.5 million year-on-year to EUR 0.3 (-0.2) million. Operating result represented 1.0% (-1.0%) of net sales. Operating result improved as a result of increased net sales in Germany, but decreased in England.

    Network Services January - December 2018

    EUR 1,000 1–12/2018 1–12/2017 Change Orders received 111,669 92,507 +20.7% Net sales 111,669 92,507 +20.7% EBIT 1,983 -12,437 EBIT, % 1.8% -13.4%

    Orders received and net sales increased by 20.7% to EUR 111.7 (92.5) million. In particular, net sales were increased in Germany by deliveries for a large project and the service rates of the frame agreement signed with our main customer early in 2018. Operating result was EUR 2.0 million, while operating result for the reference period was EUR 12.4 million negative. The negative operating result for the reference period included the goodwill impairment and restructuring provision for the services business in Germany, totalling EUR 9.3 million.

    Personnel and organisation January - December 2018

    In the period under review, the average number of people employed by the Group was 1,393 (1,492/2017, 1,514/2016). Of these, 700 (763) were employed by Video and Broadband Solutions and 693 (729) by Network Services. At the end of the review period, the Group employed 1,353 people (1,446/2017, 1,511/2016), of whom 65% (65%/2017, 66%/2016) were stationed abroad. Approximately 2% of the Group's employees were working outside Europe.

    Personnel expenses decreased by 4.9% year-on-year and were EUR 66.0 (69.4/2017, 72.6/2016) million. The decrease in personnel expenses was due to a lower number of personnel year-on-year. The average number of personnel decreased by 6.7%. The number of personnel decreased in both Video and Broadband Solutions and Network Services.

    Investments January - December 2018

    Investments by the Group totalled EUR 7.0 (7.5) million, representing 2.8% (3.2%) of net sales. Of the investments, EUR 4.8 (3.5) million were related to product development. No company acquisitions were made during the financial period. Of the investments made in the previous financial period, EUR 2.1 million were related to a company acquisition. Other investments were related to machines, equipment and information systems. Of the investments, EUR 0.2 (0.4) million were carried out under financial lease arrangements.

    Product development projects focused on distributed access architecture, network products complying with the DOCSIS 3.1 standard (including solutions designed for the US market), situational awareness and video security solutions, passenger information systems and customer-specific projects.

    Financing and Capital Structure January - December 2018

    Cash flow from operations was EUR 15.0 (19.3) million. In the reference period, cash flow from operations was improved by the introduction of the supplier financing programme.

    Teleste Corporation has credit and loan facilities with a combined total value of EUR 50.0 million. The EUR 20.0 million credit facility will run until the end of August 2020 and involves a 1+1-year extension option. The five-year loan facility of EUR 30.0 million will mature in August 2022. The loan is repaid in annual instalments of EUR 3.0 million. At the end of the period under review, the amount of unused binding credit facilities was EUR 20.0 (20.0) million. On 31 December 2018, the Group's interest-bearing debt stood at EUR 26.8 (33.2) million.

    The Group's equity ratio was 51.7% (48.3%) and net gearing ratio 5.9% (16.8%).

    Key risks faced by the business areas

    Founded in 1954, Teleste is a technology and services company consisting of two business areas: Video and Broadband Solutions and Network Services. Europe is the main market and business area, but the company aims to expand its business particularly in North America. Teleste’s customers include cable operators, public transport operators, rolling stock manufacturers and specified organisations in the public sector.

    In Video and Broadband Solutions, customer-specific and integrated deliveries of solutions create favourable conditions for growth. On the other hand, the allocation of resources to the deliveries and the technical implementation are demanding tasks, which is why there are also risks involved. Our operator customers' network investments vary according to the development of technology, customers' need to upgrade and their financial structure. End-to-end deliveries of video security and information solution systems may be large in size, setting high demands for the project quotation calculation and management and, consequently, involving risks. Increased competition created by the new service providers may undermine the cable operators' ability to invest. Correct technological choices, product development and their timing are vital to our success. Various technologies are used in our products and solutions, and the intellectual property rights associated with the application of these technologies can be interpreted in different ways by different parties. Such difficulties of interpretation may lead to costly investigations or court proceedings. Customers have very demanding requirements for the performance of products, their durability in challenging conditions and their compatibility with other components of integrated systems. Regardless of careful planning and quality assurance, complex products may fail in the customer's network and lead to expensive repair obligations. The consequences of natural phenomena or accidents, such as fire, may reduce the availability of components in the order-delivery chain of the electronics industry or suspend our own manufacturing operations. Many competitors in the business area come from the USA, which is why the exchange rate of the euro against the US dollar has an effect on our competitiveness. In particular, the development of the exchange rates of the US dollar and the Chinese renminbi against the euro influences our product costs. The company hedges against short-term currency exposure by means of forward exchange contracts.

    Net sales of Network Services come mainly from a small number of large European customers. Therefore, a significant change in the demand for our services by any one of them is reflected in the actual deliveries and profitability. The improvement of customer satisfaction and productivity requires efficient service process management, as well as innovative process, product and logistics solutions to ensure the quality and cost-efficiency of services. The smooth functioning of cable networks requires efficient technical management of the networks and suitable equipment solutions in accordance with contractual obligations. This, in turn, requires continuous development of the skills and knowledge of our personnel and subcontractors. In addition, the sufficiency and usage rates of our personnel and subcontractor network influence the company's delivery capacity and profitability. Subcontractors' costs may increase faster than it is possible for Teleste to increase the prices of its services to its own customers. In larger projects with overall responsibility, tender calculation and project management are complex tasks that involve risks. Severe weather conditions may affect our ability to deliver services.

    Teleste's strategy involves risks and uncertainties: new business opportunities may fail to be identified or successfully used. The business areas must take into account market movements, such as consolidations among our customers and competitors. Periods of technological transition, such as operators migrating to distributed access architecture, may significantly change the competitive positions of the current suppliers and attract new competitors to the market. Intensified competition may decrease the prices of products and solutions faster than we are able to reduce our products' manufacturing and delivery costs.

    Various information systems are critical to the development, manufacture and supply of products to our customers. The maintenance of information systems and deployment of new systems involve risks that may affect our ability to deliver products and services. Information systems may also be exposed to external threats and we need to protect them. Recruiting and maintaining skilled personnel requires encouragement, development and recruitment efforts, which can fail.

    The Board of Directors annually reviews essential business risks and their management. Risk management constitutes an integral part of the strategic and operational activities of the business areas. Risks are reported to the Board on a regular basis.

    On 23 December 2016, a competitor of Teleste filed two complaints against Teleste Limited, demanding damages from the company for the infringement of two patents. Teleste has denied the patent infringements. On 29 January 2019, the court issued its decision on one of the complaints. The decision was favourable for Teleste. The decision will be final after the appeal period, unless it is appealed. The other litigation is still pending. According to the assessment by Teleste's management, the results of these litigations are not expected to have a material effect on Teleste's financial position.

    Group structure

    The parent company has a branch office in the Netherlands and subsidiaries in 14 countries outside Finland.

    Shares and changes in share capital

    On 31 December 2018, Tianta Oy was the largest single shareholder with a holding of 23.2%.

    In the period under review, the lowest company share price was EUR 5.12 (6.51) and the highest was EUR 7.58 (9.62). Closing price on 31 December 2018 stood at EUR 5.26 (6.68). According to Euroclear Finland Ltd, the number of shareholders at the end of the period under review was 5,531 (5,618). Foreign and nominee-registered holdings accounted for 6.2% (6.6%) of the holdings. The value of Teleste's shares traded on the Nasdaq Helsinki from 1 January to 31 December 2018 was EUR 13.3 (16.8) million. In the period under review, 2.0 (2.0) million Teleste shares were traded on the stock exchange. Teleste's share is quoted in the technology section of Nasdaq Helsinki.

    On 5 April 2018, Teleste Corporation's Board of Directors decided on a directed share issue without consideration, relating to the payment of the reward for the 2015-2017 performance period of Teleste Group's share-based incentive plan 2015. In the share issue, a total of 42,771 Teleste Corporation shares in the possession of Teleste Corporation were conveyed without consideration to key persons included in the share-based incentive plan, in accordance with the terms of the plan. On 31 December 2018, the Group held 821,182 (863,953) of its own shares, all held by the parent company Teleste Corporation. At the end of the review period, the Group's holding of the total number of shares amounted to 4.3% (4.6%).

    On 31 December 2018, the company's registered share capital stood at EUR 6,966,932.80, divided into 18,985,588 shares.

    Valid authorisations at the end of the review period:- The Board of Directors may acquire 1,200,000 own shares of the company otherwise than in proportion to the holdings of the shareholders with unrestricted equity through trading on the regulated market organised by Nasdaq Helsinki at the market price of the time of the purchase.- The Board of Directors may decide on issuing new shares and/or transferring the company's own shares held by the company, so that the maximum total number of shares issued and/or transferred is 2,000,000.- The total number of new shares to subscribe for under the special rights granted by the Company and own shares held by the Company to be transferred may not exceed 1,000,000 shares, which number is included in the above maximum number concerning new shares and the Group's own shares held by the Company.- These authorisations are valid until 5 October 2019.

    Decisions by the Annual General Meeting

    The Annual General Meeting (AGM) of Teleste Corporation held on 5 April 2018 adopted the financial statements and consolidated financial statements for 2017 and discharged the Board of Directors and the CEO from liability for the financial period 2017. The AGM confirmed the dividend of EUR 0.10 per share as proposed by the Board. The dividend was paid on 16 April 2018 on shares other than own shares held by the Company.

    The AGM decided that the Board of Directors shall consist of six members. Pertti Ervi, Jannica Fagerholm, Timo Miettinen, Timo Luukkainen and Kai Telanne were re-elected as members of Teleste Corporation's Board of Directors, and Heikki Mäkijärvi was elected as a new Board member. Pertti Ervi was elected Chair of the Board in the organising meeting held after the AGM. The Board of Directors decided to establish an audit committee. Jannica Fagerholm was elected Chair of the Audit Committee, and Pertti Ervi and Kai Telanne were elected as members.

    The AGM decided to elect one auditor for Teleste Corporation. Audit firm KPMG Oy Ab was chosen as the company's auditor. The auditor has appointed Petri Kettunen, APA, as the auditor in charge.

    The Annual General Meeting decided to authorise the Board of Directors to decide on the purchase of the company's own shares. According to the authorisation, the Board of Directors may acquire 1,200,000 own shares of the company otherwise than in proportion to the holdings of the shareholders with unrestricted equity through trading on the regulated market organised by Nasdaq Helsinki Ltd at the market price of the time of the purchase. This authorisation is valid for 18 months from the date of the AGM's decision. The authorisation overrides any previous authorisations to purchase the company's own shares.

    The Annual General Meeting decided to authorise the Board of Directors to decide on issuing new shares and/or transferring the Company's own shares held by the Company and/or granting special rights referred to in Chapter 10, section 1 of the Limited Liability Companies Act, in accordance with the Board's proposal. Under the authorisation, the Board of Directors has the right to decide on issuances of new shares and/or transferring the Company's own shares held by the Company, so that the maximum total number of shares issued and/or transferred is 2,000,000. The total number of new shares to subscribe for under the special rights granted by the Company and own shares held by the Company to be transferred may not exceed 1,000,000 shares, which number is included in the above maximum number concerning new shares and the Group's own shares held by the Company.

    The authorisations are valid for 18 months from the date of the AGM's decision. The authorisations override any previous authorisations to decide on issuances of new shares and on granting stock option rights or other special rights entitling to shares.

    Outlook for 2019

    The business objective of Video and Broadband Solutions is to maintain its strong market position in Europe and to strengthen this market position particularly in Northern America.

    Demand for broadband services by cable operators continues to grow. Household broadband services are estimated to grow by 30-40 per cent a year. European cable operators have been able to competitively respond to the increasing demand by investing in DOCSIS 3.1 standard-compliant 1.2 GHz frequency range network upgrades. Investments in expansion of the traditional HFC network infrastructure frequency range continue, but operators are already planning investment in next-generation distributed access architecture network solutions. For years now, the cable industry, including Teleste, has been preparing for the next technology wave with which investment in cable network infrastructure can be competitively continued also in the years to come. We expect that new investment projects that are based on distributed access architecture will be launched in Europe and North America in 2019. The transition to the new access architecture requires careful preparation, and we expect that upgrade projects will increase and more and more operators will launch distributed architecture investment projects in 2020. Transition to distributed architecture provides Teleste with growth opportunities, but it also involves risks. Growth is enabled by the increased value of access network optical products as well as the possibility to use the technological transition to expand business into the North American markets. Achieving interoperability with the cable network central systems is the most significant risk. We estimate that net sales from access network products in 2019 will be on par with the previous year, including the launch of distributed architecture product sales.

    Ensuring safety in city environments, increase of public transport services and the increasing popularity of smart digital systems for a smoother life provide a foundation for growing business. Public transport operators must ensure smooth running of services and infrastructure as well as passenger safety. Supply of real-time information for passengers is essential for flexible public transport. The public transport information systems market as well as video security and situational awareness systems market are expected to grow in 2019. The prices of traditional video security systems have fallen and competition has increased considerably. Video security solutions are becoming increasingly smart, including pattern recognition and artificial intelligence. Furthermore, a need is arising in the market for comprehensive situational awareness systems that include management of other sensor-level data flows in addition to video image and automate operating processes in exceptional situations. Ensuring competitiveness requires Teleste to continuously make R&D investments in new intelligent solutions. In addition, it is necessary to improve the productivity and cost-efficiency of business. The order backlog of video security and information solutions increased in 2018. Characteristic for the business, a considerable proportion of deliveries will be distributed over several years. We estimate that net sales for video security and information solutions will continue to increase in 2019 from the previous year.

    In Network Services, operators will increase their demand for various services as a result of changes in access architectures. As to Network Services, our business objective is to further develop operational efficiency and increase the share of those services that provide our customers with higher added value. In our largest market area, Germany, we will continue to improve the efficiency of operations, strengthen the capabilities of the organisation and renew the subcontractor network. In addition, we will invest in the continuous improvement of customer satisfaction. In 2018, we completed an important delivery project in Germany, and the forecast for 2019 does not include a similar project. Therefore, we estimate that net sales of Network Services will decrease in 2019 compared with the previous year.

    Teleste expects the company's net sales to remain at the level of 2018 (EUR 250.3 million). Operating result is expected to increase compared with 2018 (EUR 9.7 million).

    6 February 2019

    Teleste Corporation Jukka RinnevaaraBoard of Directors President and CEO

    Teleste's Annual Report for 2018, which includes the audited financial statements, will be published no later than week 11 2019. The Company will issue a statement of its corporate governance as a separate report, which will be published together with the Annual Report, and will be simultaneously available on the Company's web site.

    This interim report has been compiled in compliance with IAS 34, as it is accepted within EU, using the recognition and valuation principles with those used in the Annual Report. The data stated in this report is audited.

    STATEMENT OF COMPREHENSIVE INCOME, 1000 euros 10-12/2018 10-12/2017 Change % Net sales 66,519 58,702 13.3 % Other operating income 421 474 -11.2 % Raw material and consumables used -36,224 -30,626 18.3 % Employee benefits expense -17,939 -17,772 0.9 % Depreciations -1,497 -1,313 14.0 % Other operating expenses -9,047 -9,210 -1.8 % Operating profit 2,233 254 779.6 % Financial income 55 123 -55.1 % Financial expenses -160 -331 -51.8 % Profit before taxes 2,129 46 4505.8 % Taxes -494 -259 90.8 % Profit for the period 1,635 -213 n/a Profit attributable to: Owners of the parent company 1,658 -173 n/a Non-controlling interests -23 -40 1,635 -213 n/a Earnings per share for profit of the year attributable to the equity holders of the parent Basic (expressed in euro per share) 0.09 -0.01 n/a Diluted (expressed in euro per share) 0.09 -0.01 n/a Total comprehensive income for the period, 1000 euros Net profit 1,635 -213 n/a Items that may be reclassified to profit or loss: Translation differences -124 -56 122.6 % Fair value reserve -12 58 n/a Total comprehensive income for the period 1,498 -211 n/a Total comprehensive income attributable to: Owners of the parent company 1,515 -133 n/a Non-controlling interests -17 -78 -78.2 % 1,498 -211 n/a STATEMENT OF COMPREHENSIVE INCOME, 1000 euros 1-12/2018 1-12/2017 Change % Net sales 250,346 234,589 6.7 % Other operating income 1,766 1,531 15.3 % Raw material and consumables used -137,905 -127,673 8.0 % Employee benefits expense -66,014 -69,406 -4.9 % Depreciation -5,980 -5,263 13.6 % Impairment on goodwill 0 -7,705 -100.0 % Other operating expenses -32,492 -33,623 -3.4 % Operating profit 9,721 -7,549 n/a Financial income 325 537 -39.4 % Financial expenses -986 -1,458 -32.4 % Profit before taxes 9,060 -8,470 n/a Taxes -2,219 -675 228.5 % Profit for the period 6,841 -9,145 n/a Profit attributable to: Owners of the parent company 6,975 -9,106 n/a Non-controlling interests -133 -40 6,841 -9,145 n/a Earnings per share for profit of the year attributable to the equity holders of the parent Basic (expressed in euro per share) 0.38 -0.50 n/a Diluted (expressed in euro per share) 0.38 -0.50 n/a Total comprehensive income for the period (tEUR) Net profit 6,841 -9,145 n/a Items that may be reclassified to profit or loss: Translation differences -241 -423 -43.1% Fair value reserve -3 58 n/a Total comprehensive income for the period 6,598 -9,511 n/a Total comprehensive income attributable to: Owners of the parent company 6,705 -9,432 n/a Non-controlling interests -108 -78 37.6 % 6,598 -9,511 n/a STATEMENT OF FINANCIAL POSITION, 1000 euros Assets 1000 euros 31.12.2018 31.12.2017 Change % Non-current assets Property, plant and equipment 11,268 9,469 19.0 % Goodwill 30,573 30,814 -0.8 % Other intangible assets 8,601 9,637 -10.7 % Other non-current financial assets 561 693 -19.0 % Deferred tax assets 2,131 2,061 3.4 % Total 53,135 52,674 0.9 % Current assets Inventories 32,833 33,689 -2.5 % Trade and other receivables 50,500 45,520 10.9 % Income tax receivables 288 362 -20.2 % Cash 22,240 21,230 4.8 % Total 105,861 100,801 5.0 % Total assets 158,996 153,475 3.6 % Equity and liabilities Equity attributable to equity holders of the parent Share capital 6,967 6,967 0.0 % Share premium 1,504 1,504 0.0 % Translation differences -1,570 -1,404 11.8 % Invested non restricted equity 3,048 3,062 -0.5 % Retained profits 66,691 60,593 10.1 % Non-controlling interests 522 630 -17.1 % Total 77,163 71,352 8.1 % Non-current liabilities Interest-bearing liabilities 22,590 28,394 -20.4 % Other liabilities 81 1,159 -93.0 % Deferred tax liabilities 1,607 1,429 12.5 % Provisions 266 619 -56.9 % Total 24,545 31,601 -22.3 % Current liabilities Trade and other liabilities 51,089 43,763 16.7 % Current tax payable 966 719 34.3 % Provisions 1,012 1,186 -14.7 % Interest-bearing liabilities 4,222 4,853 -13.0 % Total 57,288 50,522 13.4 % Total liabilities 81,833 82,123 -0.4 % Equity and liabilities total 158,996 153,475 3.6 % CONSOLIDATED CASH FLOW STATEMENT, 1000 euros 1.1.-31.12. 1.1.-31.12. Change % 2018 2017 Cash flows from operating activities Profit for the period 6,841 -9,145 n/a Adjustments for: Depreciation, amortisation and impairment 5,980 12,968 -53.9 % Other non-cash items 850 1,529 -44.4 % Financial income and expenses 662 921 -28.1 % Dividends -4 -6 -33.3 % Taxes 2,219 675 228.5 % Change in working capital Increase/decrease in trade and other receivables -4,980 14,749 n/a Increase/decrease in inventories 857 -145 n/a Increase/decrease in trade and other payables 4,514 260 1636.2 % Increase/decrease in provisions 527 134 293.0 % Paid interests and other financial expenses -986 -1,458 -32.4 % Received interests and dividends 325 537 -39.4 % Paid taxes -1,796 -1,765 1.8 % Cash flow from operating activities 15,009 19,254 -22.0 % Cash flow from investing activities Purchases of property, plant and equipment (PPE) -825 -1,975 -58.2 % Proceeds from sales of PPE 166 210 -21.0 % Purchases of intangible assets -4,843 -3,123 55.1 % Purchase of investments -143 0 n/a Acquisition of subsidiary, net of cash acquired 0 -996 n/a Net cash used in investing activities -5,645 -5,884 -4.1 % Cash flow from financing activities Proceeds from borrowings 4,087 4,000 2.2 % Payments of borrowings -10,009 -1,138 779.5 % Payment of finance lease liabilities -655 -638 2.7 % Dividends paid -1,816 -4,530 -59.9 % Capital investment by non-controlling interests 0 708 n/a Net cash used in financing activities -8,393 -1,598 425.2 % Change in cash Cash and cash equivalents 1.1. 21,230 9,496 123.6 % Effect of currency changes 39 -38 n/a Cash and cash equivalents 31.12. 22,240 21,230 4.8 % Consolidated statement of changes in equity,1000 euros Attributable to equity holders of the parent (tEUR) A Share capital B Share premium C Translation differences D Retained earnings E Invested free capital F Other funds G Total H Share of non-controlling interest I Total equity A B C D E F G H I Equity 31.12.2017 6,967 1,504 -1,404 60,592 3,140 -78 70,722 630 71,352 New standards & other changes 179 179 179 Total comprehensive income for the period 0 0 6,975 0 0 6,975 -133 6,841 Dividends 0 0 0 -1,816 0 0 -1,816 0 -1,816 Equity-settled share-based payments 850 850 0 850 Translation differences 0 0 -165 -86 0 -15 -266 25 -241 Equity 31.12.2018 6,967 1,504 -1,569 66,691 3,140 -92 76,640 522 77,163 Business segments 2018, 1000 euros Video andBroadbandSolutios NetworkServices Group External sales Services 4,687 111,669 116,356 Goods 133,990 0 133,990 External sales total 138,677 111,669 250,346 Operating profit of segments 7,738 1,983 9,721 Financial items -661 Profit before taxes 9,060 Business segments 2017, 1000 euros Video andBroadbandSolutions NetworkServices Group External sales Services 7,567 92,507 100,074 Goods 134,515 0 134,515 External sales total 142,082 92,507 234,589 Operating profits of the segments 4,888 -12,437 -7,549 Financial items -921 Profit before taxes -8,470 Geographical segments 2018, 1000 euros Nordic countries Other Europe Finland Others Group Sales by origin 24,606 201,367 15,172 9,201 250,346 Assets 348 7,013 43,520 122 51,003 Capital expenditure for the period 228 1,618 5,143 0 6,989 Geographical segments 2017, 1000 euros Nordic countries Other Europe Finland Others Group Sales by origin 28,634 179,884 13,296 12,774 234,589 Assets 154 6,398 43,806 255 50,613 Capital expenditure for the period 80 3,101 4,168 134 7,482 Segment information per quarter, 1000 euro 10-12/18 7-9/18 4-6/18 1-3/18 10-12/17 1-12/2018 1-12/2017

    Video and Broadband Solutions

    Order intake 51,142 29,032 32,189 39,945 43,424 152,307 170,359 Net sales 36,691 32,191 37,199 32,596 35,429 138,677 142,082 EBIT 1,942 2,737 2,642 417 480 7,738 4,888 EBIT % 5.3 % 8.5 % 7.1 % 1.3 % 1.4 % 5.6 % 3.4 %

    Network Services

    Order intake 29,829 27,179 27,963 26,698 23,273 111,669 92,507 Net sales 29,829 27,179 27,963 26,698 23,273 111,669 92,507 EBIT 291 460 828 404 -226 1,983 -12,437 EBIT % 1.0 % 1.7 % 3.0 % 1.5 % -1.0 % 1.8 % -13.4 %

    Total

    Order intake 80,970 56,211 60,152 66,643 66,697 263,976 262,866 Net sales 66,519 59,370 65,163 59,294 58,702 250,346 234,589 EBIT 2,233 3,197 3,470 821 254 9,721 -7,549 EBIT % 3.4 % 5.4 % 5.3 % 1.4 % 0.4 % 3.9 % -3.2 % New Standards Teleste has adopted IFRS 15 Revenue from Contracts with Customers as of January 1, 2018. The cumulative effect of the new standard was recorded in the opening balance and it increased the equity with 73 thousand euro. All changeds was allocated to VBS segment. Net sales by category, thousand euro 10-12/18 7-9/18 4-6/18 1-3/18 10-12/17 1-12/2018 1-12/2017 Goods 35,617 31,499 35,480 31,394 33,123 133,990 134,223 Service 30,903 27,871 29,682 27,900 25,579 116,356 100,367 Total 66,519 59,370 65,163 59,294 58,702 250,346 234,589 Order backlog Teleste is reporting order backlog for the VBS segment. The value of order backlog is open orders to be delivered in the future. At December 31, 2018 about 73.1 % of the order backlog will be delivered during the next 12 months. Teleste has not restated the order backlog for year 2017 as the effect IFRS 15 is not material. Thousand euro 12/18 9/18 6/18 3/18 12/17 VBS order backlog end of period 71,017 56,652 59,721 64,918 57 383

    Teleste on has adopted IFRS 9 Financial Instruments as of January 1, 2018. The cumulative effect of the new standard was recorded in the opening balance and it increased the equity with 22 thousand euro. The main effect of IFRS 9 concerns timing of expected credit losses.

    Teleste has adopted amendment of IFRS 2 Share based payments as of January 1, 2018.

    Commitments and contingencies, 1000 euros 2018 2017 Change % Rental liabilities 3,675 3,699 -0.7 % Lease liabilities 3,698 4,656 -20.6 % Value of underlying forward contracts 20,674 23,169 -10.8 % Market value of forward contracts 227 -204 n/a Interest rate swap 10,000 10,000 0.0 % Market value of interest swap -81 -78 3.8 % Guarantees 2,812 4,479 -37.2 % The number of employees broken down by following categories 31.12. 2018 2017 Change % Research and development 148 150 -1.3 % Production and material management 937 1,026 -8.7 % Sales and marketing 190 194 -2.1 % Administration 78 76 2.6 % Total 1,353 1,446 -6.4 % KEY FIGURES IFRS IFRS IFRS IFRS IFRS Profit and loss account, balance sheet 2018 2017 2016 2015 2014 Net sales, Meur 250.3 234.6 259.5 247.8 197.2 Change % 6.7 % -9.6 % 4.8 % 25.7 % 2.3 % Sales outside Finland, % 93.9 % 94.3 % 93.3 % 95.1 % 92.5 % Operating profit, Meur 9.7 -7.5 15.6 14.3 11.1 % of net sales 3.9 % -3.2 % 6.0 % 5.8 % 5.6 % Profit after financial items, Meur 9.1 -8.5 14.8 13.9 10.8 % of net sales 3.6 % -3.6 % 5.7 % 5.6 % 5.5 % Profit before taxes, Meur 9.1 -8.5 14.8 13.9 10.8 % of net sales 3.6 % -3.6 % 5.7 % 5.6 % 5.5 % Profit for the financial period, Meur 6.8 -9.1 11.8 11.0 8.5 % of net sales 2.7 % -3.9 % 4.6 % 4.4 % 4.3 % R&D expenditure, Meur 12.5 12.1 11.1 11.0 10.3 % of net sales 5.0 % 5.1 % 4.3 % 4.4 % 5.2 % Gross investments, Meur 7.0 7.5 5.5 16.9 3.7 % of net sales 2.8 % 3.2 % 2.1 % 6.8 % 1.9 % Interest bearing liabilities, Meur 26.8 33.2 30.6 33.0 24.4 Shareholder's equity, Meur 77.2 71.4 84.4 77.5 70.7 Total assets, Meur 159.0 153.5 162.1 164.5 132.5 Personnel and orders Average personnel 1,393 1,492 1,514 1,485 1,302 Order backlog at year end, Meur 71.0 57.4 26.9 42.2 15.2 Orders received, Meur 264.0 262.9 244.3 251.3 199.3 Key metrics Return on equity, % 9.2 % -11.7 % 14.6 % 14.9 % 12.5 % Return on capital employed, % 9.3 % -6.6 % 14.8 % 14.2 % 12.2 % Equity ratio, % 51.7 % 48.3 % 52.5 % 48.3 % 53.4 % Net gearing, % 5.9 % 16.8 % 25.0 % 26.3 % 9.5 % Earnings per share, euro 0.38 -0.50 0.65 0.61 0.48 Earnings per share fully diluted, euro 0.38 -0.50 0.65 0.61 0.48 Shareholders equity per share, euro 4.25 3.94 4.66 4.28 3.94 Teleste share Highest price, euro 7.58 9.62 10.24 9.88 5.29 Lowest price, euro 5.12 6.51 7.29 5.32 4.25 Closing price, euro 5.26 6.68 8.86 9.80 5.27 Average price, euro 6.72 8.19 8.69 7.42 4.67 Price per earnings 13.8 -13.3 13.6 16.1 11.0 Market capitalization, Meur 99.9 126.8 160.6 177.6 98.7 Stock turnover, Meur 13.3 16.8 30.6 24.6 10.9 Turnover, number in millions 2.0 2.0 3.5 3.3 2.3 Turnover, % of share capital 10.4 % 10.8 % 18.5 % 17.5 % 12.5 % Average number of shares 18985588 18985588 18985588 18985588 18918869 Number of shares at the year-end 18985588 18985588 18985588 18985588 18985588 Average number of shares, diluted w/o own shares 18168088 18202396 18169002 18036667 17729215 Number of shares at the year-end, diluted w/o own shares 18155300 18172350 18216369 18121635 17795934 Paid dividend, Meur 3.6 1.8 4.5 4.2 3.6 Dividend per share, euro 0.20* 0.10 0.25 0.23 0.20 Dividend per net result, % 53.1 % neg. 38.3 % 37.7 % 41.7 % Effective dividend yield, % 3.8 % 1.5 % 2.8 % 2.3 % 3.8 % * The Board's proposal to the AGM Treasury shares Number ofshares % of shares % of votes Teleste companies own shares 31.12.2018 821,182 4.33 % 4.33 % Largest shareholders 31.12.2018 Number of shares % of shares Tianta Oy 4,409,712 23.2 Mandatum Life Insurance Company Limited 1,679,200 8.8 Ilmarinen Mutual Pension Insurance Company 899,475 4.7 Kaleva Mutual Insurance Company 824,641 4.3 Teleste Oyj 821,182 4.3 Varma Mutual Pension Insurance Company 521,150 2.7 The State Pension Fund 500,000 2.6 Wipunen varainhallinta Oy 300,000 1.6 Mariatorp Oy 300,000 1.6 OP-Finland Small Firms Fund 280,737 1.5 Shareholders by sector 31.12.2018 Number of shareholders % of Owners Number of shares % of shares Households 5,172 93.5 4,664,942 24.6 Public sector institutions 4 0.1 1,930,725 10.2 Financial and insurance institutions 26 0.5 4,874,221 25.7 Corporations 264 4.8 7,358,769 38.8 Non-profit institutions 26 0.5 63,285 0.3 Foreign and nominee registered owners 39 0.7 93,646 0.5 Total 5,531 100.0 18,985,588 100.0 Of which nominee registered 10 0.2 1,081,051 5.7 Number of shares 31.12.2018 Number of shareholders % of share-holders Number of shares % of shares 1 - 100 1,482 26.8 89,028 0.5 101 - 500 2,357 42.6 632,853 3.3 501 – 1 000 752 13.6 602,916 3.2 1 001 – 5 000 738 13.3 1,622,693 8.5 5 001 – 10 000 93 1.7 657,385 3.5 10 001 – 50 000 80 1.4 1,618,498 8.5 50 001 – 100 000 7 0.1 535,142 2.8 100 001 – 500 000 15 0.3 3,319,704 17.5 500 001 - 7 0.1 9,907,369 52.2 Total 5,531 100.0 18,985,588 100.0 of which nominee registered 10 0.2 1,081,051 5.7

    CALCULATION OF KEY FIGURES

    Return on equity: Profit/loss for the financial period------------------------------ * 100Shareholders’ equity (average) Return on capital employed: Profit/loss for the period after financial items + financing charges------------------------------ * 100Total assets - non-interest-bearing liabilities (average) Equity ratio: Shareholders' equity----------------------------- * 100Total assets - advances received Gearing: Interest bearing liabilities - cash in hand and in bank - interest bearing assets----------------------------- * 100Shareholders' equity Earnings per share: Profit for the period attributable to equity holder of the parent----------------------------------------------Weighted average number of ordinary shares outstanding during the period Earnings per share, diluted: Profit for the period attributable to equity holder of the parent (diluted)-----------------------------------------------Average number of shares - own shares + number of options at the period-end

    ADDITIONAL INFORMATION:CEO Jukka Rinnevaara, phone +358 2 2605 611

    DISTRIBUTION:Nasdaq HelsinkiMain Mediawww.teleste.com

    Attachment


    Intelligence community wrestles with Web 2.0 tools for information sharing | killexams.com real questions and Pass4sure dumps

    Intelligence community wrestles with Web 2.0 tools for information sharing

    Is 'discoverability' the answer to the information breakdowns that have hampered homeland security efforts?

  • By Alan Joch
  • May 14, 2009
  • Where others see the colors orange and red when it comes to homeland security threats, Chris Rasmussen sees purple.

    Rasmussen is a social-software knowledge manager at the National Geospatial-Intelligence Agency. But he prefers to call himself a purple intelligence and mashup evangelist, pointing to the fact that purple is the color that results from mixing multiple points of the spectrum.

    Purple is an apt symbol for combining the expertise of organizations working to help prevent future attacks, he said.

    Rasmussen has seen purple power in action through countless little success stories accomplished via Intellipedia, the information-sharing wiki that serves intelligence agencies, the military and the State Department. “All the time, people are connecting with others [who] they didn’t know worked on the same issue six feet down the hall,” he said.

    Connecting the dots, more formally known as information discoverability, is gaining increasing attention from homeland security officials and experts in their ongoing attempt to corral anti-terrorism information that resides across federal, state and local jurisdictions.

    In January, the departing director of national intelligence issued Intelligence Community Directive 501, which gave intelligence personnel a “responsibility to discover” information believed to be relevant to their work, along with a corresponding “responsibility to request” information they have discovered.

    The directive defined discovery as the act of obtaining knowledge of the existence, but not necessarily the content, of information collected or analysis produced by any intelligence community element.

    Two months later, the bipartisan Markle Foundation published a report that reaffirmed “discoverability” as the first step in any effective information-sharing system.

    “Solving discoverability simplifies solving information sharing,” said Jeff Jonas, an IBM distinguished engineer and a member of the Markle Task Force on National Security in the Information Age.

    But despite these high-profile mandates, challenges call into question the feasibility of discovery tools and techniques for solving data-sharing problems that span agencies, jurisdictions and cultural boundaries. Some say the technology isn’t even the hard part.

    “It’s difficult to make information discoverable, useful, and, at the same time, make sure it complies with all of the other requirements around privacy and security,” said Andre Etherly, chief solutions partner at systems integrator Keane.

    Managing information

    One of the biggest discovery roadblocks is the mountain of data that federal, state and local authorities collect.

    “When we speak about discoverability, we’re speaking about the ability to determine who to ask for a certain piece of data,” Jonas said.

    That’s why some information systems architects want to abandon what has been the traditional answer: a giant data warehouse. Officials create these massive databases by merging copies of the central databases maintained by intelligence and law enforcement agencies such as the CIA and FBI.

    “That model isn’t productive because you have so much data to move and the more copies, the more data to protect and keep current,” Jonas said.

    Data warehousing is also problematic because it requires officials to know before setting up the system what information they might want that others have and vice versa.

    Instead, the Markle Foundation and others advocate indexes built with metadata, the IT industry’s electronic equivalent of a library card catalog. In its report, the foundation said indexes not only help people find information among individual databases but also protect privacy and security because only the data’s location in the database is revealed.

    The actual information stays safely in its local database until someone allows its release to an authenticated requester. In addition, anonymization techniques can hide personal information from the indexing technology to guard against identity disclosures.

    The federal government’s Information Sharing Environment is one of the first to use a metadata index technique for its Suspicious Activity Reports systems, which taps into fusion center databases across the country.



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    Fujitsu [2 Certification Exam(s) ]
    GAQM [9 Certification Exam(s) ]
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    IBM [1532 Certification Exam(s) ]
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    Medical [69 Certification Exam(s) ]
    Microsoft [374 Certification Exam(s) ]
    Mile2 [3 Certification Exam(s) ]
    Military [1 Certification Exam(s) ]
    Misc [1 Certification Exam(s) ]
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    mySQL [4 Certification Exam(s) ]
    NBSTSA [1 Certification Exam(s) ]
    NCEES [2 Certification Exam(s) ]
    NCIDQ [1 Certification Exam(s) ]
    NCLEX [2 Certification Exam(s) ]
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    NetworkAppliance [39 Certification Exam(s) ]
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    Nokia [6 Certification Exam(s) ]
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    Quality-Assurance [7 Certification Exam(s) ]
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    RedHat [8 Certification Exam(s) ]
    RES [5 Certification Exam(s) ]
    Riverbed [8 Certification Exam(s) ]
    RSA [15 Certification Exam(s) ]
    Sair [8 Certification Exam(s) ]
    Salesforce [5 Certification Exam(s) ]
    SANS [1 Certification Exam(s) ]
    SAP [98 Certification Exam(s) ]
    SASInstitute [15 Certification Exam(s) ]
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    SCO [10 Certification Exam(s) ]
    SCP [6 Certification Exam(s) ]
    SDI [3 Certification Exam(s) ]
    See-Beyond [1 Certification Exam(s) ]
    Siemens [1 Certification Exam(s) ]
    Snia [7 Certification Exam(s) ]
    SOA [15 Certification Exam(s) ]
    Social-Work-Board [4 Certification Exam(s) ]
    SpringSource [1 Certification Exam(s) ]
    SUN [63 Certification Exam(s) ]
    SUSE [1 Certification Exam(s) ]
    Sybase [17 Certification Exam(s) ]
    Symantec [134 Certification Exam(s) ]
    Teacher-Certification [4 Certification Exam(s) ]
    The-Open-Group [8 Certification Exam(s) ]
    TIA [3 Certification Exam(s) ]
    Tibco [18 Certification Exam(s) ]
    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





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    Symantec ST0-192 Exam (Symantec Technical Foundations: Security Solutions 2.0 Technical Assessment:) Detailed Information



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