1Z0-561 exam Dumps Source : Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials
Test Code : 1Z0-561
Test denomination : Oracle FLEXCUBE Universal Banking 11 Basic Implementation Essentials
Vendor denomination : Oracle
real questions : 76 actual Questions
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REDWOOD SHORES, CA--(Marketwire - 03/29/eleven) - Oracle (NASDAQ:ORCL - news)news data
About Oracle economic features utility constrained Oracle economic features software confined (known as "Oracle fiscal services software") (Reuters: ORCL.BO & ORCL.NS) is a majority owned subsidiary of Oracle. For extra counsel, contend with www.oracle.com/financialservices.About Oracle Oracle is the area's most complete, open, and built-in enterprise application and hardware methods company. For extra counsel about Oracle, delight contend with their net web site at http://www.oracle.com.trademarks Oracle and Java are registered logos of Oracle and/or its affiliates. FLEXCUBE, first light, Mantas and Reveleus are emblems of Oracle monetary capabilities software and are registered in a brace of international locations. other names can exist emblems of their respective house owners.
Ethiopian bank Adopts Oracle Core Banking With Oracle's SPARC Servers and Oracle's StorageTek Tape and SAN Storage to lead cross-Channel 'any location Any department' strategy
WASHINGTON, DC--(Marketwired - Mar 25, 2015) - ORACLE industry connect -- these days based Debub world bank (DGB) has develop into the latest fiscal institution in Africa to select Oracle (NYSE: ORCL) options to underpin their enlargement plans. The fiscal institution may exist deploying Oracle FLEXCUBE conventional Banking, Oracle's SPARC T5-2 server, and Oracle's StorageTek storage options to achieve its vision of fitting gold standard-in-classification inside Africa's banking industry. The hardware and application solution gives the groundwork on which DGB can roll out its "anyplace, Any department" go-channel strategy.
"With one of the quickest starting to exist economies in Africa and the entry of bold gamers equivalent to Debub world fiscal institution into the finance sector, Ethiopia has the skills to become established as a number one fiscal core within the area," observed Sonny Singh, senior vice chairman and accepted supervisor, Oracle fiscal functions. "with the aid of operating Oracle FLEXCUBE on Oracle servers with Oracle StorageTek tape and SAN storage, DGB has a strong, scalable groundwork to allay its growth plans and execute its 'anyplace, Any department' mode throughout channels."
With Oracle FLEXCUBE, DGB will edge from consolidated customer and product particulars throughout eachandevery banking departments. The combination of Oracle FLEXCUBE application with Oracle hardware will allay the bank protect its statistics, slit back its operational charges and enrich time to market as well as deliver an improved client sustain with any place, anytime banking. additionally, Oracle Solaris is superb for the banking trade, with protection aspects designed to conveniently meet and document compliance with commerce standards tasks. Oracle FLEXCUBE supports funds, retail, diminutive and medium-size enterprise loans, change finance, and treasury offerings.
As fragment of the rollout, Oracle Consulting features and BFSI Consulting, a Gold degree member of the Oracle PartnerNetwork, will assist DGB with its implementation.
"we now occupy a scalable and unquestionable basis to recognise their vision of becoming a premier-in-class fiscal institution in Africa," observed Aman Semir, IT director and CBS assignment manager, Debub world bank S.C. "Debub international fiscal institution has modified its legacy platform to enlarge the client journey with faster time to market of recent, tailor-made product offerings and force exponential customer increase. Oracle's products will proceed to serve as the backbone of their fiscal institution's IT infrastructure and equipment solutions."
more information To study greater about Oracle monetary services or Oracle FLEXCUBE, comply with @OracleFS, relate the Oracle monetary capabilities fb group, or read the Oracle monetary capabilities blog. To learn more about Oracle Hardware exist fragment of the Oracle Hardware facebook group or study the Oracle Hardware blog.
About Oracle Oracle engineers hardware and software to toil together within the cloud and to your information middle. For more suggestions about Oracle (NYSE: ORCL), consult with oracle.com.
emblems Oracle and Java are registered logos of Oracle and/or its associates. other names can exist trademarks of their respective owners.
Oracle economic features application has introduced a brand novel unencumber of its Oracle Flexcube customary Banking product.
in keeping with Oracle, Flexcube consumers can install their operations in response to the wants of the enterprise with the allay of 2,000 plus internet functions, 800 plus file-based feeds and greater than 900 convoke outs for extensibility. Oracle is also launching the ‘Oracle Flexcube Integration Lab’ to provide consumers with secure entry to an illustration of Oracle Flexcube to exist able to rep a feel of how integrates with the utility using present net capabilities.
The company also cited that release eleven gives finished lead for the lending, leasing and loan lifecycle throughout origination, servicing and collections. It is claimed to assist banks enrich their attain and generate fee-primarily based profits via superior intermediary and broking service-aided distribution of products to target segments.
version eleven additionally preeminent to allows for banks to slit back operational risks and reduce expenses. client service is also being touted to exist stronger throughout the centralised, multi-product origination functionality. This provides a uniform customer adventure, standardise processes across the business, and create centers of excellence. The novel version is also stated to enrich operational and analytical insight for bankers through enterprise intelligence back and integration with Oracle Reveleus and Oracle Mantas’ comprehend Your consumer, Anti funds Laundering and Fraud.
the novel unencumber of Oracle Flexcube also includes built-in means for data archiving and purging, decreasing the saturate of facts administration and making it less complicated for banks to scale as their commerce grows. Integration with Oracle commercial enterprise supervisor will let purchasers control the Oracle Database, Oracle Fusion Middleware add-ons, as well as the Oracle Flexcube application from a single console.
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Total Questions: 83
Test Number: 1Z0–413
Vendor Name: Oracle
Cert Name : OPN Certified Specialist
Test Name: Oracle FLEXCUBE Universal Banking 12 Technical Implementation Essentials
Official Site: http://testsexpert.co.uk
For More Details: http://testsexpert.co.uk/1Z0-413.html
Which three technologies or protocols are used in a web service? (Choose three.)
E. ISO 8583
Answer: A, B, D
Which two basic deployment patterns are supported in Oracle FLEXCUBE Gateway? (Choose two.)
Answer: A, D
Which set of techniques is used for data upload into Oracle FLEXCUBE during migration? (Choose the best answer.)
Option 1: Manual input of data into Oracle FLEXCUBE from the legacy system
Option 2: Import using SQL Loader
Option 3: exercise of transcend macros
Option 4: Running of insert scripts directly in the database
A. 1 and 2
What are the three message exchange patterns supported by Oracle FLEXCUbb Gateway?
A. IOIO: Input Only Request and Input Only Response
B. FSFS: full Screen Request and full Screen Response
C. IOPK: Input Only Request and Primary Key Response
D. IOFS: Input Only Request and full Screen Response
E PKPK: Primary Key Request and Primary Key Response
Answer: B, C, D
What is the table structure of migration templates based on? (Choose the best answer.)
A. Oracle FLEXCUBE upload tables
B. Oracle FLEXCUBE main tables
C. legacy system tables
D. global temporary tables
What is pellucid User Profile used for? (Choose the best answer.)
A. to pellucid abruptly disconnected users
B. to enable users whose status is set to Disabled
C. to reopen user IDs that occupy been closed
D. to delete the User Profile of a user
E. to reset the Time plane of a user to allow login during Transaction Input
The Audit Trail of Oracle FLEXCUBE stores information about the actions performed on eachandevery records, including creation, modification, closure, and reopening. At what plane can an administrator enable or disable the Audit Trail functionality? (Choose the best answer.)
A. it cannot exist disabled
B. It can exist enabled or disabled from the SMS Bank Parameters screen
C. It can exist enabled or disabled from the duty Description screen.
D. It can exist enabled or disabled at the user-level setup.
E. It can exist enabled or disabled from the Bank Parameter Maintenance screen
A novel user interface bailiwick has been introduced on the Clearing Networks Screen (ISDNTMNT) for a custom release. Which two files deployed on the application server will reflect this change? (Choose two.)
Answer: A, C
In which table are screen details in the Workbench instrument such as module, logging required, tanking modification, and so on stored? (Choose the best answer.)
The system derives the details of each XML request by referring to GWTM_FCJ_FUNCTIONS. Based on which set of parameters is any subsequent processing of the request performed’? (Choose the best answer.)
A. duty ID + Operation
B. Service denomination + Operation
C. Service denomination + Action
D. duty ID + Action
Total Questions: 83
Test Number: 1Z0–413
Vendor Name: Oracle
Cert Name : OPN Certified Specialist
Test Name: Oracle FLEXCUBE Universal Banking 12 Technical Implementation Essentials
Official Site: http://testsexpert.co.uk
For More Details: http://testsexpert.co.uk/1Z0-413.html
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What is left roaming their wilderness of mirrors depends on the humor swings of the Goddess of the Market. No sensation an consequence of Eurasia integration will exist a death blow to Bretton Woods and “democratic” neoliberalism, says Pepe Escobar.
By Pepe EscobarSpecial to Consortium News
Get ready for a major geopolitical chessboard rumble: from now on, every butterfly fluttering its wings and setting off a tornado directly connects to the battle between Eurasia integration and Western sanctions as exotic policy.
It is the paradigm shift of China’s novel Silk Roads versus America’s Their pass or the Highway. They used to exist under the illusion that history had ended. How did it approach to this?
Hop in for some essential time travel. For centuries the Ancient Silk Road, dash by mobile nomads, established the competitiveness measure for land-based trade connectivity; a web of trade routes linking Eurasia to the – paramount – Chinese market.
In the early 15th century, based on the tributary system, China had already established a Maritime Silk Road along the Indian Ocean eachandevery the pass to the east coast of Africa, led by the legendary Admiral Zheng He. Yet it didn’t acquire much for imperial Beijing to conclude that China was self-sufficient enough – and that emphasis should exist placed on land-based operations.
Deprived of a trade connection via a land corridor between Europe and China, Europeans went all-out for their own maritime silk roads. They are eachandevery confidential with the spectacular result: half a millennium of Western dominance.
Until quite recently the latest chapters of this courageous novel World were conceptualized by the Mahan, Mackinder and Spykman trio.
The Heartland of the World
Halford Mackinder’s 1904 Heartland Theory – a product of the imperial Russia-Britain New Great Game – codified the supreme Anglo, and then Anglo-American, apprehension of a novel emerging land power able to reconnect Eurasia to the detriment of maritime powers.
Nicholas Spykman’s 1942 Rimland Theory advocated that mobile maritime powers, such as the UK and the U.S., should aim for strategic offshore balancing. The key was to control the maritime edges of Eurasia—that is, Western Europe, the Middle East and East Asia—against any feasible Eurasia unifier. When you don’t necessity to maintain a large Eurasia land-based army, you exercise control by dominating trade routes along the Eurasian periphery.
Even before Mackinder and Spykman, U.S. Navy Admiral Alfred Thayer Mahan had approach up in the 1890s with his Influence of Sea Power Upon History – whereby the “island” U.S. should establish itself as a seaworthy giant, modeled on the British empire, to maintain a balance of power in Europe and Asia.
It was eachandevery about containing the maritime edges of Eurasia.
In fact, they lived in a amalgamate of Heartland and Rimland. In 1952, then Secretary of state John Foster Dulles adopted the concept of an “island chain” (then expanded to three chains) alongside Japan, Australia and the Philippines to encircle and accommodate both China and the USSR in the Pacific. (Note the Trump administration’s attempt at revival via the Quad–U.S., Japan, Australia and India).
George Kennan, the architect of containing the USSR, was drunk on Spykman, while, in a parallel track, as late as 1988, President Ronald Reagan’s speechwriters were silent drunk on Mackinder. Referring to U.S. competitors as having a shot at dominating the Eurasian landmass, Reagan gave away the plot: “We fought two world wars to avert this from occurring,” he said.
Eurasia integration and connectivity is taking on many forms. The China-driven novel Silk Roads, also known as Belt and Road Initiative (BRI); the Russia-driven Eurasia Economic Union (EAEU); the Asia Infrastructure Investment Bank (AIIB); the International North-South Transportation Corridor (INSTC), and myriad other mechanisms, are now leading us to a all novel game.
How delightful that the very concept of Eurasian “connectivity” actually comes from a 2007 World Bank report about competitiveness in global supply chains.
Also delightful is how the late Zbigniew “Grand Chessboard” Brzezinski was “inspired” by Mackinder after the tumble of the USSR – advocating the partition of a then frail Russia into three sever regions; European, Siberian and Far Eastern.
All Nodes Covered
At the height of the unipolar moment, history did appear to occupy “ended.” Both the western and eastern peripheries of Eurasia were under taut Western control – in Germany and Japan, the two faultfinding nodes in Europe and East Asia. There was also that extra node in the southern periphery of Eurasia, namely the energy-wealthy Middle East.
Washington had encouraged the evolution of a multilateral European Union that might eventually compete the U.S. in some tech domains, but most of eachandevery would enable the U.S. to accommodate Russia by proxy.
China was only a delocalized, low-cost manufacture foundation for the expansion of Western capitalism. Japan was not only for eachandevery practical purposes silent occupied, but also instrumentalized via the Asian evolution Bank (ADB), whose message was: They fund your projects only if you are politically correct.
The primary aim, once again, was to avert any feasible convergence of European and East Asian powers as rivals to the US.
The confluence between communism and the gelid War had been essential to avert Eurasia integration. Washington configured a sort of benign tributary system – borrowing from imperial China – designed to ensure perpetual unipolarity. It was duly maintained by a formidable military, diplomatic, economic, and covert apparatus, with a star role for the Chalmers Johnson-defined Empire of Bases encircling, containing and dominating Eurasia.
Compare this recent idyllic past with Brzezinski’s – and Henry Kissinger’s – worst nightmare: what could exist defined today as the “revenge of history”.
That features the Russia-China strategic partnership, from energy to trade: interpolating Russia-China geo-economics; the concerted drive to bypass the U.S. dollar; the AIIB and the BRICS’s novel evolution Bank involved in infrastructure financing; the tech upgrade inbuilt in Made in China 2025; the push towards an alternative banking clearance mechanism (a novel SWIFT); massive stockpiling of gold reserves; and the expanded politico-economic role of the Shanghai Cooperation Organization (SCO).
As Glenn Diesen formulates in his brilliant book, Russia’s Geo-economic Strategy for a Greater Eurasia, “the foundations of an Eurasian core can create a gravitational pull to draw the rimland towards the centre.”
If the complex, long-term, multi-vector process of Eurasia integration could exist resumed by just one formula, it would exist something dote this: the heartland progressively integrating; the rimlands mired in myriad battlefields and the power of the hegemon irretrievably dissolving. Mahan, Mackinder and Spykman to the rescue? It’s not enough.
Divide and Rule, Revisited
The same applies for the preeminent post-mod Delphic Oracle, also known as Henry Kissinger, simultaneously adorned by hagiography gold and despised as a war criminal.
Before the Trump inauguration, there was much debate in Washington about how Kissinger might engineer – for Trump – a “pivot to Russia” that he had envisioned 45 years ago. This is how I framed the shadow play at the time.
In the end, it’s always about variations of Divide and Rule – as in splitting Russia from China and vice-versa. In theory, Kissinger advised Trump to “rebalance” towards Russia to combat the irresistible Chinese ascension. It won’t happen, not only because of the power of the Russia-China strategic partnership, but because across the Beltway, neocons and humanitarian imperialists ganged up to veto it.
Brzezinski’s perpetual gelid War mindset silent lords over a fuzzy amalgamate of the Wolfowitz dogma and the Clash of Civilizations. The Russophobic Wolfowitz dogma – silent fully classified – is code for Russia as the perennial top existential threat to the U.S. The Clash, for its part, codifies another variant of gelid War 2.0: East (as in China) vs. West.
Kissinger is trying some rebalancing/hedging himself, noting that the mistake the West (and NATO) is making “is to deem that there is a sort of historic evolution that will march across Eurasia – and not to understand that somewhere on that march it will encounter something very different to a Westphalian entity.”
Both Eurasianist Russia and civilization-state China are already on post-Westphalian mode. The redesign goes deep. It includes a key treaty signed in 2001, only a few weeks before 9/11, stressing that both nations renounce any territorial designs on one another’s territory. This happens to concern, crucially, the Primorsky Territory in the Russian Far East along the Amur River, which was ruled by the Ming and Qing empires.
Moreover, Russia and China commit never to finish deals with any third party, or allow a third country to exercise its territory to harm the other’s sovereignty, security and territorial integrity.
So much for turning Russia against China. Instead, what will develop 24/7 are variations of U.S. military and economic containment against Russia, China and Iran – the key nodes of Eurasia integration – in a geo-strategic spectrum. It will include intersections of heartland and rimland across Syria, Ukraine, Afghanistan and the South China Sea. That will proceed in parallel to the Fed weaponizing the U.S. dollar at will.
Heraclitus Defies Voltaire
Alastair Crooke took a Great shot at deconstructing why Western global elites are terrified of the Russian conceptualization of Eurasia. It’s because “they ‘scent’…a stealth reversion to the old, pre-Socratic values: for the Ancients … the very notion of ‘man’, in that way, did not exist. There were only men: Greeks, Romans, barbarians, Syrians, and so on. This stands in obvious opposition to universal, cosmopolitan ‘man’.”
So it’s Heraclitus versus Voltaire – even as “humanism” as they inherited it from the Enlightenment, is de facto over. Whatever is left roaming their wilderness of mirrors depends on the irascible humor swings of the Goddess of the Market. No sensation one of the side effects of progressive Eurasia integration will exist not only a death blow to Bretton Woods but also to “democratic” neoliberalism.
What they occupy now is also a remastered version of sea power versus land powers. Relentless Russophobia is paired with supreme apprehension of a Russia-Germany rapprochement – as Bismarck wanted, and as Putin and Merkel recently hinted at. The supreme nightmare for the U.S. is in fact a truly Eurasian Beijing-Berlin-Moscow partnership.
The Belt and Road Initiative (BRI) has not even begun; according to the official Beijing timetable, we’re silent in the planning phase. Implementation starts next year. The horizon is 2039.
This is China playing a long-distance game of fade on steroids, incrementally making the best strategic decisions (allowing for margins of error, of course) to render the antagonist powerless as he does not even realize he is under attack.
The novel Silk Roads were launched by Xi Jinping five years ago, in Astana (the Silk Road Economic Belt) and Jakarta (the Maritime Silk Road). It took Washington almost half a decade to approach up with a response. And that amounts to an avalanche of sanctions and tariffs. Not edifying enough.
Russia for its fragment was forced to publicly publish a exhibit of mesmerizing weaponry to deter the proverbial War Party adventurers probably for edifying – while heralding Moscow’s role as co-driver of a brand novel game.
On sprawling, superimposed levels, the Russia-China partnership is on a roll; recent examples include summits in Singapore, Astana and St. Petersburg; the SCO pinnacle in Qingdao; and the BRICS Plus summit.
Were the European peninsula of Asia to fully integrate before mid-century – via high-speed rail, fiber optics, pipelines – into the heart of massive, sprawling Eurasia, it’s game over. No sensation Exceptionalistan elites are starting to rep the emotion of a silk rope drawn ever so softly, squeezing their gentle throats.
Pepe Escobar is the correspondent-at-large for Hong Kong-based Asia Times. His latest book is 2030. succeed him on Facebook.
Article Rating:February 6, 2019 04:20 PM EST
CoreSite Realty Corporation (NYSE:COR) (“the Company”), a premier provider of secure, reliable, high-performance data headquarters and interconnection solutions across the U.S., today announced fiscal results for the fourth quarter ended December 31, 2018.
“We delivered solid results in 2018, while expanding their customer ecosystem and building their novel capacity pipeline,” said Paul Szurek, CoreSite’s Chief Executive Officer. “In 2019, their focus is to continue executing on high-value edge and hybrid cloud deployments requiring direct interconnection to networks and cloud on-ramps. This includes their goals of delivering significant novel capacity and translating it into attractive sales growth, acquiring many novel customers and continuing to deliver a tough customer experience.”
Other fiscal Results and Liquidity
CoreSite’s $139.1 million of operating revenues for the fourth quarter included $118.3 million of rental, power and related revenue, $18.0 million of interconnection revenue and $2.8 million of office, light-industrial and other revenue.
Net Income was $25.9 million for the fourth quarter and $106.8 million for the year, or $0.54 and $2.22 attributable to each common diluted share, respectively.
The Company’s balance sheet remains strong, with a ratio of net principal debt to fourth quarter annualized adjusted EBITDA of 3.8 times. As of the cease of the fourth quarter, CoreSite had $236.2 million of total liquidity, including $2.6 million of cash and $233.6 million of available capacity on its revolving credit facility.
For the quarter, the Company continued to accomplish in the core retail colocation space with solid pricing, ongoing acquisition of novel logos and expansion with key strategic customers. Additionally, the Company achieved tough lease renewals, with churn lower than expected. Scale colocation leasing for the quarter was impacted by the fact that occupancies were tall and therefore capacity was constrained for large blocks of contiguous space in inescapable markets. In 2018, the Company made solid progress on construction, and when coupled with its evolution completion schedule for 2019, believes its novel capacity will strengthen its future sales opportunities, including for scale leasing.
“We are entering 2019 with a tough pipeline of construction and development, novel logo additions, and an ongoing value proposition that they believe resonates with customers,” said Steven Smith, Chief Revenue Officer. “These elements, along with their product enhancements, should drive significant novel leasing opportunities in 2019.”
CoreSite expects 2019 to exist a positive transition year, entering the year with leasable capacity at a low plane compared to historical norms, and plans to cease 2019 with leasable capacity, plus quickly developable incremental capacity, at the higher levels the Company experienced in previous years.
CoreSite has a tough ongoing evolution and operational position that includes --
In 2018, the Company placed into service nearly 172,000 NRSF of novel turn-key data headquarters capacity, including completion late in the fourth quarter of its DC2 data center, located in Washington DC, for nearly 25,000 NRSF.
As of December 31, 2018, CoreSite had a total of approximately 271,000 NRSF of turn-key data headquarters capacity under construction, with $166.4 million incurred to date of the $530.2 million of total estimated costs as minute below. Included in these numbers are two evolution projects in the pre-construction side totaling 118,000 NRSF, with $39.4 million incurred to date of the $250.0 million of estimated total costs.Costs Incurred Estimated Estimated To-Date Total Costs Market Building NRSF Completion (in millions) (in millions) Under Construction: Los Angeles LA1 17,238 Q2 2019 $ 1.6 $ 13.2 Los Angeles LA2 28,191 Q2 2019 7.1 21.0 Northern Virginia VA3, side 1B 49,837 Q2 2019 70.8 119.0 San Francisco Bay SV8, side 1 58,000 Q3 2019 47.5 127.0 Pre-Construction: Chicago CH2, side 1 58,000 2020 10.1 120.0 Los Angeles LA3, side 1 60,000 2020 29.3 130.0 Total 271,266 $ 166.4 $ 530.2
CoreSite made investments in 2017 and 2018 to drive operational excellence with novel technology, talent and staffing upgrades and increased training.
In 2018, CoreSite achieved 99.99999% reliability, or “seven 9s,” exceeding its target of “six 9s.” This achievement positively impacted operating costs and correlated to tall satisfaction from some of the Company’s largest customers for its reliability and ease of doing business.
In addition, CoreSite delivered approximately 7% improvement in Power Utilization Efficiency on a same-store basis compared to 2017, enabled by strategic infrastructure investments and an ongoing program of operational efficiency improvements.
The Company’s outlook is based on current economic conditions, internal assumptions about its customer base, and the supply and claim dynamics of the markets in which it operates. The guidance does not include the repercussion of any future financing, investment or personality activities, beyond what has already been disclosed.
The Company’s guidance for 2019 includes --
The disagreement between net income and FFO represents actual estate depreciation and amortization.
For further detail on the Company’s 2019 guidance, including operating revenues, Adjusted EBITDA, depreciation and amortization and capital expenditures, along with guidance drivers, delight contemplate page 23 of CoreSite’s Supplemental Information.
Upcoming Conferences and Events
CoreSite’s management will participate in Citi’s 2019 Global Property CEO Conference in Hollywood, Florida on March 4-5.
Conference convoke Details
CoreSite will host its fourth quarter 2018 earnings convoke on Thursday, February 7, 2019, at 12:00 p.m. Eastern Time. The conference convoke will exist accessible by dialing 1-877-407-3982 (domestic) or 1-201-493-6780 (international). A replay will exist available until February 21, 2019, and can exist accessed shortly after the convoke by dialing 1-844-512-2921 (domestic) or 1-412-317-6671 (international). The passcode for the replay is 13686173. The quarterly conference convoke also will exist offered as a simultaneous webcast, accessible by visiting www.CoreSite.com and clicking on the “Investors” link. An on-line replay will exist available for a limited time immediately following the call.
CoreSite Realty Corporation (NYSE:COR) delivers secure, reliable, high-performance data headquarters and interconnection solutions to a growing customer ecosystem across eight key North American markets. More than 1,350 of the world’s leading enterprises, network operators, cloud providers, and supporting service providers select CoreSite to connect, protect and optimize their performance-sensitive data, applications and computing workloads. Their scalable, resilient solutions and 450+ dedicated employees consistently deliver unmatched data headquarters options — eachandevery of which leads to a best-in-class customer sustain and lasting relationships. For more information, visit www.CoreSite.com.
Forward Looking Statements
This earnings release and accompanying supplemental information may accommodate forward-looking statements within the acceptation of the federal securities laws. Forward-looking statements relate to expectations, beliefs, projections, future plans and strategies, anticipated events or trends and similar expressions concerning matters that are not historical facts. In some cases, you can identify forward-looking statements by the exercise of forward-looking terminology such as “believes,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “pro forma,” “estimates” or “anticipates” or the negative of these words and phrases or similar words or phrases that are predictions of or bespeak future events or trends and that finish not relate solely to historical matters. Forward-looking statements involve known and unknown risks, uncertainties, assumptions and contingencies, many of which are beyond CoreSite’s control that may antecedent actual results to vary significantly from those expressed in any forward-looking statement. These risks include, without limitation: the geographic concentration of the Company’s data centers in inescapable markets and any adverse developments in local economic conditions or the claim for data headquarters space in these markets; fluctuations in interest rates and increased operating costs; difficulties in identifying properties to acquire and completing acquisitions; significant industry competition; failure to obtain necessary outside financing; the skill to service existing debt; the failure to qualify or maintain its status as a REIT; fiscal market fluctuations; changes in actual estate and zoning laws and increases in actual property tax rates; and other factors affecting the actual estate industry generally. eachandevery forward-looking statements reflect the Company’s edifying faith beliefs, assumptions and expectations, but they are not guarantees of future performance. Furthermore, the Company disclaims any responsibility to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors, of novel information, data or methods, future events or other changes. For a further discussion of these and other factors that could antecedent the Company’s future results to vary materially from any forward-looking statements, contemplate the section entitled “Risk Factors” in its most recent annual report on form 10-K, and other risks described in documents subsequently filed by the Company from time to time with the Securities and Exchange Commission.
Use of Funds From Operations (“FFO”)
FFO is a supplemental measure of CoreSite’s performance which should exist considered along with, but not as an alternative to, net income and cash provided by operating activities as a measure of operating performance. The Company calculates FFO in accordance with the standards established by the National Association of actual Estate Investment Trusts (“Nareit”). FFO represents net income (loss) (computed in accordance with GAAP), excluding gains (or losses) from sales of property and undepreciated land and impairment write-downs of depreciable actual estate, plus actual estate related depreciation and amortization (excluding amortization of deferred financing costs) and after adjustments for unconsolidated partnerships and joint ventures. FFO attributable to common shares and units represents FFO less preferred stock dividends declared during the period.
CoreSite’s management uses FFO as a supplemental performance measure because, by excluding actual estate related depreciation and amortization and gains and losses from property dispositions, it provides a performance measure that, when compared year over year, captures trends in occupancy rates, rental rates and operating costs.
CoreSite offers this measure because it recognizes that investors exercise FFO as a basis to compare its operating performance with that of other REITs. However, the utility of FFO as a measure of the Company’s performance is limited because FFO excludes depreciation and amortization and captures neither the changes in the value of its properties that result from exercise or market conditions, nor the plane of capital expenditures and capitalized leasing commissions necessary to maintain the operating performance of its properties, eachandevery of which occupy actual economic consequence and could materially repercussion the Company’s fiscal condition and results from operations. FFO is a non-GAAP measure and should not exist considered a measure of liquidity, an alternative to net income, cash provided by operating activities or any other performance measure determined in accordance with GAAP, nor is it indicative of funds available to fund the Company’s cash needs, including its skill to pay dividends or get distributions. In addition, CoreSite’s calculations of FFO are not necessarily comparable to FFO as calculated by other REITs that finish not exercise the same definition or implementation guidelines or interpret the standards differently from the Company. Investors in CoreSite’s securities should not reckon on these measures as a substitute for any GAAP measure, including net income.
Use of Earnings Before Interest, Taxes, Depreciation and Amortization for actual Estate (“EBITDAre”)
EBITDAre is calculated in accordance with the standards established by the National Association of actual Estate Investment Trusts (“Nareit”). EBITDAre is defined as earnings before interest, taxes, depreciation and amortization, gains or losses from the sale of depreciated property, and impairment of depreciated property. CoreSite calculates adjusted EBITDA by adding its non-cash compensation expense, transaction costs from unsuccessful deals and commerce combinations and litigation expense to EBITDAre as well as adjusting for the repercussion of other impairment charges, gains or losses from sales of undepreciated land and gains or losses on early extinguishment of debt. Management uses EBITDAre and adjusted EBITDA as indicators of the Company’s skill to incur and service debt. In addition, CoreSite considers EBITDAre and adjusted EBITDA to exist appropriate supplemental measures of its performance because they eradicate depreciation and interest, which permits investors to view income from operations without the repercussion of non-cash depreciation or the cost of debt. However, because EBITDAre and adjusted EBITDA are calculated before recurring cash charges including interest expense and taxes, and are not adjusted for capital expenditures or other recurring cash requirements of the Company’s business, their utilization as a cash current measurement is limited.Consolidated balance Sheets
(in thousands, except per share data)December 31, December 31, 2018
2017 (1)Assets: Investments in actual estate: Land $ 86,955 $ 97,258 Buildings and improvements 1,730,329 1,561,056 1,817,284 1,658,314 Less: Accumulated depreciation and amortization (590,784 ) (473,141 ) Net investment in operating properties 1,226,500 1,185,173 Construction in progress 265,921 162,903 Net investments in actual estate 1,492,421 1,348,076 Operating lease right-of-use assets 190,304 92,984 Cash and cash equivalents 2,599 5,247 Accounts and other receivables, net 18,464 28,875 Lease intangibles, net 6,943 6,314 Goodwill 40,646 40,646 Other assets, net 102,290 103,501 Total assets $ 1,853,667 $ 1,625,643 Liabilities and equity: Liabilities Debt, net $ 1,130,823 $ 939,570 Operating lease liabilities 202,699 102,912 Accounts payable and accrued expenses 89,315 77,170 Accrued dividends and distributions 55,679 48,976 Acquired below-market lease contracts, net 2,846 3,504 Unearned revenue, prepaid rent and other liabilities 37,672 34,867 Total liabilities 1,519,034 1,206,999 Stockholders' equity Common stock, par value $0.01 363 338 Additional paid-in capital 491,314 457,495 Accumulated other comprehensive income (loss) (2,193 ) 753 Distributions in excess of net income (246,929 ) (177,566 ) Total stockholders' equity 242,555 281,020 Noncontrolling interests 92,078 137,624 Total equity 334,633 418,644 Total liabilities and equity $ 1,853,667 $ 1,625,643 (1) Adoption of the novel lease accounting measure effectual January 1, 2018, required that the Company adjust the consolidated balance sheet as of December 31, 2017, to include the recognition of additional right-of-use assets and lease liabilities for operating leases. contemplate the Company’s SEC filings for additional information. Consolidated Statements of Operations
(in thousands, except per share data)Three Months Ended Year Ended December 31, September 30, December 31, December 31, December 31, 2018 2018 2017 2018 2017 Operating revenues: Data headquarters revenue:(1) Rental, power, and related revenue $ 118,341 $ 118,590 $ 106,748 $ 463,086 $ 407,680 Interconnection revenue 18,026 17,701 16,255 69,709 62,293 Total data headquarters revenue 136,367 136,291 123,003 532,795 469,973 Office, light-industrial and other revenue 2,779 2,889 2,943 11,597 11,848 Total operating revenues 139,146 139,180 125,946 544,392 481,821 Operating expenses: Property operating and maintenance 39,487 41,161 34,722 152,357 132,820 Real estate taxes and insurance 4,910 4,699 3,963 19,239 14,913 Depreciation and amortization 36,035 36,264 32,629 141,633 129,251 Sales and marketing 5,394 5,180 4,616 21,023 18,176 General and administrative 10,534 10,074 10,157 40,090 37,548 Rent 7,420 7,329 6,155 27,696 24,125 Transaction costs — — 37 75 176 Total operating expenses 103,780 104,707 92,279 402,113 357,009 Operating income 35,366 34,473 33,667 142,279 124,812 Interest expense (9,448 ) (9,433 ) (6,635 ) (35,526 ) (24,147 ) Income before income taxes 25,918 25,040 27,032 106,753 100,665 Income tax (expense) benefit (20 ) (20 ) (24 ) 10 (174 ) Net income 25,898 25,020 27,008 106,763 100,491 Net income attributable to noncontrolling interests 6,267 6,420 6,099 28,841 25,636 Net income attributable to CoreSite Realty Corporation 19,631 18,600 20,909 77,922 74,855 Preferred stock dividends — — (1,671 ) — (7,924 ) Original issuance costs associated with redeemed preferred stock — — (4,326 ) — (4,326 ) Net income attributable to common shares $ 19,631 $ 18,600 $ 14,912 $ 77,922 $ 62,605 Net income per share attributable to common shares: Basic $ 0.54 $ 0.52 $ 0.44 $ 2.23 $ 1.85 Diluted $ 0.54 $ 0.52 $ 0.44 $ 2.22 $ 1.84 Weighted equitable common shares outstanding: Basic 36,300 35,512 33,893 34,957 33,793 Diluted 36,486 35,721 34,145 35,137 34,059 (1) During 2018, the fiscal Accounting Standards Board (“FASB”) issued updates to the novel lease accounting standard. As a result of the updates the Company has combined contractual data headquarters rental, power, and tenant reimbursements and other revenue into a single line detail as shown below: Three Months Ended Year Ended December 31, September 30, December 31, December 31, December 31, 2018 2018 2017 2018 2017 Rental revenue $ 74,326 $ 74,321 $ 68,373 $ 293,823 $ 264,134 Power revenue 41,637 40,967 36,528 157,993 134,909 Tenant reimbursement and other 2,378 3,302 1,847 11,270 8,637 Rental, power, and related revenue $ 118,341 $ 118,590 $ 106,748 $ 463,086 $ 407,680 Reconciliations of Net Income to FFO
(in thousands, except per share data)Three Months Ended Year Ended December 31, September 30, December 31, December 31, December 31, 2018 2018 2017 2018 2017 Net income $ 25,898 $ 25,020 $ 27,008 $ 106,763 $ 100,491 Real estate depreciation and amortization 34,853 34,928 31,213 136,458 123,848 FFO $ 60,751 $ 59,948 $ 58,221 $ 243,221 $ 224,339 Preferred stock dividends — — (1,671 ) — (7,924 ) Original issuance costs associated with redeemed preferred stock — — (4,326 ) — (4,326 ) FFO available to common shareholders and OP unit holders $ 60,751 $ 59,948 $ 52,224 $ 243,221 $ 212,089 Original issuance costs associated with redeemed preferred stock — — 4,326 — 4,326 FFO available to common shareholders and OP unit holders, as adjusted(1) $ 60,751 $ 59,948 $ 56,550 $ 243,221 $ 216,415 Weighted equitable common shares outstanding - diluted 36,486 35,721 34,145 35,137 34,059 Weighted equitable OP units outstanding - diluted 11,602 12,378 13,836 12,903 13,844 Total weighted equitable shares and units outstanding - diluted 48,088 48,099 47,981 48,040 47,903 FFO per common share and OP unit - diluted $ 1.26 $ 1.25 $ 1.09 $ 5.06 $ 4.43 FFO per common share and OP unit - diluted, as adjusted(1) $ 1.26 $ 1.25 $ 1.18 $ 5.06 $ 4.52 (1) The three months and year ended December 31, 2017, excludes $4.3 million, or $0.09 per share and unit, of non-cash saturate related to the original issuance costs associated with the Company’s redeemed preferred stock. Reconciliations of Net Income to EBITDAre and Adjusted EBITDA:
(in thousands)Three Months Ended Year Ended December 31, September 30, December 31, December 31, December 31, 2018 2018 2017 2018 2017 Net income $ 25,898 $ 25,020 $ 27,008 $ 106,763 $ 100,491 Adjustments: Interest expense 9,448 9,433 6,635 35,526 24,147 Income taxes 20 20 24 (10 ) 174 Depreciation and amortization 36,035 36,264 32,629 141,633 129,251 EBITDAre $ 71,401 $ 70,737 $ 66,296 $ 283,912 $ 254,063 Non-cash compensation 3,174 3,052 2,401 12,038 8,946 Transaction costs / litigation — 3 58 168 197 Adjusted EBITDA $ 74,575 $ 73,792 $ 68,755 $ 296,118 $ 263,206
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