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Exam Code: CITP Practice exam 2022 by Killexams.com team
CITP Certified Information Technology Professional (CITP)

The content of the Certified Information Technology Professional (CITP) Examination was developed to test a candidates understanding of the fundamental sections of the CITP body of knowledge. The content of each of the topical sections is described in outline form and provides an overview of the knowledge and skills tested on the CITP Examination.
The examination questions are intended to test each content area and its logical extensions.
The percentage following each major content area in the outline represents the approximate weighting for that content area. The examination is fully computerized and consists of multiple-choice questions only

Module I: Information Security & Cyber Risks
A. Information Security Governance (25%)
1. Information security strategy
2. Policy, procedures, processes, and standards
3. Logical access controls
4. Hardware and physical access controls
5. Security authorization & authentication
6. Business continuity & disaster recovery
B. Cybersecurity Risk Management (12%)
1. Cybersecurity threats
2. Data breaches and privacy
3. Vulnerability management
C. SOC for Cybersecurity (3%)
1. Purpose
2. Content
3. Target audiences
4. How to use in conjunction with cybersecurity risk mitigation
Module II: Business Intelligence, Data Management and Analytics
A. Data Management (5%)
1. Information lifecycle management
2. Infrastructures and platforms
3. Data preparation/manipulation
4. Data governance
B. Data Analysis & Reporting (11%)
1. Data analytics
2. Predictive analytics
3. Audit data analytics
C. Business Intelligence Management (4%)
1. Digital transformation & technology disruptors
2. Data integration
3. Data warehousing
Module III: IT Governance, Risks & Controls
A. IT Governance & Strategy (15%)
1. Role of IT governance within an organization
2. IT governance principles
3. IT governance roles & responsibilities
4. IT governance implementation
5. Benefits of effective IT governance
B. IT Risks, Process & Controls (15%)
1. IT risk identification and assessment
2. IT control frameworks
3. IT general controls
4. Application controls
5. Business process management
6. Change management
7. Assessment of IT controls
C. System and Organization Controls Reporting (10%)
1. System and Organization Controls Reporting Overview
2. Types of Reporting

Detailed content specification outline
Module 1. Information Security & Cyber Risks
This module focuses on the security and risk management of systems and environments, including the use of the SOC for Cybersecurity report as a tool for reporting IT security and risk management for companies.
Information Security Governance — Covers the key areas of information security, including strategy, policies/procedures, control environments, and business continuity/disaster recovery; includes fundamental knowledge of various IT governance frameworks, logical access at the various levels of the “stack,” and the internal control structure of design, implementation, monitoring, and detection/reporting
Cybersecurity Risk Management — Covers the major threat vectors for systems, including cyber adversaries, the cybercrime economy
and various types of attacks; also includes data breaches and their impact on information privacy, as well as how to manage system vulnerabilities
SOC for Cybersecurity — Covers the SOC for Cyber report, including report content, target users and use of the report in conjunction with an entitys overall cybersecurity risk mitigation strategy

A. Information Security Governance (25%)
1. Information security strategy
a. Objectives
b. Components
c. Alignment with organizational strategy, IT strategy
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 1 — Information Security Governance
2. Policy, procedures, processes, and standards
a. Frameworks
b. Compliance with applicable laws and regulations
c. Roles and responsibilities
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 1 — Information Security Governance
3. Logical access controls
a. Objectives
b. Data (transactional. level
c. Application and financial system level
d. Network level
e. Identifying, designing, implementing, monitoring, detecting and reporting
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 3 — Logical access controls
4. Hardware and physical access controls
a. Objectives
b. Identifying, designing, implementing, monitoring, detecting and reporting
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 4 — Physical access controls
5. Security authorization and authentication Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 2 — Identity and access management
6. Business continuity and disaster recovery
a. Business continuity plan (BCP)
b. Disaster recovery plan (DRP)
c. Incident response plan (IRP)
d. Data backup and recovery
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 6 — Business continuity management

B. Cybersecurity Risk Management (12%)
1. Cybersecurity threats
a. Primary types of cyber adversaries (how to identify, what is their motivation.
1. How to identify
2. What is their motivation
3. How to manage/mitigate risk
4. Terms to use — Hacktivists, Nation states, Cybercriminals, Insider threat,
Competitors
b. Cybercrime economy (what could potentially drive a cybercrime against
a company.
c. Types of attacks
1. How to identify
2. Effect on the business/financials
3. How to manage/mitigate risk
4. Terms to use — Classic buffer overflow, Web-based application attacks,
Denial of Service/DDoS, Malware, ransomware, and spyware,
phishing/spear phishing, Social engineering
Cybersecurity Fundamentals for Finance &
Accounting Professionals Certificate Program
CPE self-study
Author: Christopher J. Romeo
Publisher: AICPA
2. Data breaches and privacy
a. Causes of a data breach
b. Organizational impact of a data breach
c. Post breach response (business/financial point of view)
d. Personally Identifiable Information (PII)
Cybersecurity Fundamentals for Finance and
Accounting Professionals Certificate Program
CPE self-study
Author: Christopher J. Romeo
Publisher: AICPA
3. Vulnerability management
a. Gap analysis, readiness and risk assessments, vulnerability assessments,
penetration testing (identification of vulnerabilities and how they could impact
business/financials.
b. Security policy & plan development (input regarding business/financial
implications in the policies/procedures.
1. Identity and access management (IAM)
2. Data loss management and prevention
Cybersecurity Fundamentals for Finance and
Accounting Professionals Certificate Program
CPE self-study
Author: Christopher J. Romeo
Publisher: AICPA
C. AICPA Cybersecurity Risk Management Reporting Framework (SOC for Cybersecurity) (3%)
1. Purpose
SOC for Cybersecurity Certificate Program
CPE self-study
Authors: Tony Chapman, Anurag Sharma
Publisher: AICPA
2. Content
SOC for Cybersecurity Certificate Program
CPE self-study
Authors: Tony Chapman, Anurag Sharma
Publisher: AICPA
3. Target audiences
SOC for Cybersecurity Certificate Program
CPE self-study
Authors: Tony Chapman, Anurag Sharma
Publisher: AICPA
Detailed content specification outline
Module II. Business Intelligence, Data Management & Analytics
This module focuses on information management and the utilization of information to provide value in decision-making and other managerial needs.
Data Management — Covers the information lifecycle, from identification of system information through destruction and the various types
of infrastructures and ERPs to support data; also discusses how data is collected and manipulated, including consolidation, cleaning, transformation, reduction, processing, etc.; lastly, covers the governance of data including objectives, strategy, and policies Data Analysis & Reporting — Covers the various types of data analytics, the tools and procedures to perform an analysis, and the methods of reporting and performance indicators; also covers the use of predictive analytics, including the various models, techniques, applications and deployment; lastly, covers the integration of analytics in the audit process, including risks and assertions, and continuous assurance Business Intelligence Management — Covers the various forms of technology disruptors, including cloud tech, IoT, and AI; also covers the use of data integration (ETL, EAI and EDR) as well as data warehousing (Active, OLAP, ROLAP, MOLAP, HOLAP and DOLAP)

A. Data Management (5%)
1. Information Lifecycle Management
a. Identify
b. Capture
c. Manage
d. Utilize
e. Archive
f. Retention
g. Destruction
Data Analysis Fundamentals Certificate Program
CPE self-study
Publisher: AICPA
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
2. Infrastructures & platforms
a. Types of Infrastructure/Platforms typically employed
1. ERP or other enterprise software
i. ERP implementation
2. Data warehouse infrastructure
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
Data Visualization Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
3. Data preparation/manipulation
a. Data consolidation
b. Data mapping and collection
c. Data selection
d. Data cleaning
e. Data transformation
f. Data reduction
g. Data processing
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA

A. Data Management (5%)
4. Data governance
a. Objectives
b. Principles
c. Strategy
d. Policy
e. Architecture
Data Analysis Fundamentals Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams,
Mike Beavers
Publisher: AICPA
Module 1 — Information Security Governance
B. Data Analysis & Reporting (11%)
1. Data analytics
a. Types
1. Quantitative analysis
2. Descriptive statistics
3. Data visualization
b. Tools, techniques, and procedures
c. Performance metrics and reporting
Data Analysis Fundamentals Certificate Program
CPE self-study
Publisher: AICPA
Data Visualization Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
2. Predictive analytics
a. Types
1. Predictive models
2. Descriptive models
3. Decision models
b. Techniques
1. Regression
2. Machine learning
c. Applications of predictive analytics
d. Deployment
Forecasting and Predictive Analytics Certificate
Program
CPE self-study
Publisher: AICPA
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
3. Audit data analytics
a. Integrating analytics into the audit process
1. Audit applications of data analytics
2. Correlating audit tasks to risks and assertions
3. Continuous assurance
Integrating Audit Data Analytics into the Audit
Process
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA

C. Business Intelligence Management (4%)
1. Digital transformation & technology disruptors
a. Cloud
b. Internet of Things (IoT)
c. Artificial intelligence
Data Analysis Fundamentals Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
2. Data integration
a. Extract, Transform, and Load (ETL)
b. Enterprise Application Integration (EAI)
c. Enterprise Data Replication (EDR)
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA
Data Analysis Fundamentals Certificate Program
CPE self-study
Publisher: AICPA
3. Data warehousing
a. Role in supporting BI
b. Architecture and components
c. Types
1. Active Data Warehousing
2. Multi-dimensional Analysis — OLAP
3. ROLAP, MOLAP, HOLAP and DOLAP
Data Analytics Modeling Certificate Program
CPE self-study
Publisher: AICPA
Data Visualization Certificate Program
CPE self-study
Publisher: AICPA
Analytics and Big Data for Accountants
CPE self-study
Author: Jim Lindell
Publisher: AICPA

Detailed content specification outline
Module III: IT Governance, Risks & Controls
This includes knowledge pertaining to information technology risk and advisory services, engagement compliance, and IT controls and assessment. It also covers knowledge of various IT frameworks and related controls, including the use of SOC reporting as a framework to showcase a service organizations internal control environment.
IT Governance & Strategy — Covers the objectives, strategic planning, implementation and management of the IT function within an organization, as well as mitigation of risk; focuses on the management of value, resources, and performance in relation to key components and best practices of the IT function IT Risks, Process, & Controls — Discusses various IT frameworks, including COSO and COBIT, and the integration of frameworks with IT assessments; covers a variety of key control areas for IT assessments, including ITGCs, application, business process and change management controls System and Organizational Controls (SOC) Reporting — Focuses on the purposes for SOC reporting, the users of SOC reports, and the responsibilities of user auditors

A. IT Governance & Strategy (15%)
1. Role of IT governance within an organization
a. IT governance objectives
b. Management of the IT function
c. Mitigation of IT risk
d. IT strategic plan
1. Alignment with organizational strategy
IT Governance, Risks & Controls
CPE self-study
Publisher: AICPA
Module 1 — Role of IT Governance
Information Strategy
CPE self-study
Author: Kaplan Publishing Limited
Publisher: AICPA
2. IT governance principles
a. Strategy and planning
1. Key components
2. Best practices
b. Value delivery management
1. Key components
2. Best practices
c. Resource management
1. Key components
2. Best practices
d. Risk management
1. Key components
2. Best practices
e. Performance management
1. Key components
2. Best practices
IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 1 — Role of IT Governance
3. IT governance roles and responsibilities IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 1 — Role of IT Governance
4. IT governance implementation IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 2 — Implement and Assess IT Governance
5. Benefits of effective IT governance IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 2 — Implement and Assess IT Governance

B. IT Risks, Process & Controls (15%)
1. IT risk identification and assessment IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 3 — IT Risk Management
Risk and Control of Information Systems
CPE self-study
Author: Kaplan Publishing Limited
Publisher: AICPA
2. IT control frameworks
a. COSO
1. Categories of objectives
2. Integrated components & principles
b. COBIT
1. Domains
c. Integration of control frameworks
COSO Internal Control Certificate Program
CPE self-study
Publisher: Committee of Sponsoring Organizations
(COSO.
Internal Control and COSO Essentials for Financial
Managers, Accountants and Auditors
CPE self-study
Author: Glenn L. Helms
IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 4 — IT Controls
3. IT general controls
a. Objectives of IT general controls
b. Types of IT general controls (including ERP)
IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 4 — IT Controls
Risk and Control of Information Systems
CPE self-study
Author: Kaplan Publishing Limited
Publisher: AICPA
Information Security Governance
CPE self-study
Authors: Gwenn Bettwy, Mark Williams, Mike
Beavers
Publisher: AICPA
Module 3 — Logical access controls
4. Application controls
a. Objectives of application controls
b. Input controls
c. Processing controls
d. Output controls
IT Governance, Risks, and Controls
CPE self-study
Publisher: AICPA
Module 4 — IT Controls
Risk and Control of Information Systems
CPE self-study
Author: Kaplan Publishing Limited
Publisher: AICPA
Information Security Governance
CPE self-study
Authors: Gwen Bettwy, Mark Williams, Mike Beavers
Publisher: AICPA
Module 3 — Logical access controls

Certified Information Technology Professional (CITP)
Financial Professional action
Killexams : Financial Professional action - BingNews https://killexams.com/pass4sure/exam-detail/CITP Search results Killexams : Financial Professional action - BingNews https://killexams.com/pass4sure/exam-detail/CITP https://killexams.com/exam_list/Financial Killexams : Making the most of Financial Planning Month
Making the most of Financial Planning Month.

With October being Financial Planning Month, the spotlight is on teaching consumers the importance of developing a comprehensive financial plan that will help them secure a sound financial future. We asked two MDRT members, Brenton Harrison, a financial advisor at Henderson Financial Group, and Michael Ross, owner of Cornerstone Financial Group, for their recommendations for motivating clients to take action.

Motivating clients

Motivating a client is not only about getting them to agree to developing a plan, Harrison said, but they must also agree to develop that plan using that particular advisor’s methodologies. Every advisor has different thoughts about finances, the markets, budgeting, and even estate planning.

“It’s important to educate prospects on the power of planning, while giving insight into how the advisor’s methodologies inform their planning,” he said. This insight could take the form of webinars, podcasts, blogs or social media posts that cover financial courses and expose the audience to the advisor’s thought processes.

Other advisors offer complimentary initial sessions, Harrison added, when prospects can get a feel for the advisor and whether both sides are interested in moving on to developing a financial plan.

Best prospects for financial planning                                                        

While everyone can benefit from financial advice, there are elements of a prospect’s life that need to be somewhat predictable to get value from the projections found in financial plans. For example, Harrison explained, a 25-year-old, early- career professional may not get much utility out of a financial plan projecting how much they need to save or invest to retire at a certain income, when so much of their family structure, career prospects and expenses are yet to be decided.

“Conversely, a married 40-year-old with a family likely has variables in their plan – income, family structure, health concerns, etc. – that are established, and these variables can be used to analyze their current and future financial picture more accurately,” he said.

Seeking prospects online

And what social media tools work the best for attracting prospects? After many failed attempts at launching a profile on every social-media platform under the sun, Harrison said that he has come to believe “that the best platform is the one that allows you to show your authentic self to prospects, and market those traits to those you enjoy working with the most.”

Some advisors work with young professionals who naturally gravitate towards the short-form videos or quick bursts of value found on Instagram, he said. Others are educators and prefer platforms where they can share longer-form blog or video content, like Facebook Live, LinkedIn or even YouTube.

“Whichever platform is chosen,” Harrison said, “I’d encourage advisors to focus on getting their prospects off social media and on to their email list, where they can engage and share personalized content that will build a community over time.”

For his part, Ross said while he does not use social media that much, he knows that others advisors are finding prospects through LinkedIn, Facebook and Twitter.


Overcoming objections


After prospects have been found and they agree to meet with the advisor, some of them may have objections to actually signing on the dotted line. For example, Ross said, some might say: “I don’t need a full plan—just take my rollover.”  In this case, it would be in the advisor’s best interest to know their client as well as they can, and really push to get all of the data to assemble a plan that the client would agree on, he advised.

In other cases, Ross said, some clients don’t want to supply all of the information about what they have, or they overinflate or underinflate balances.

“I would say the better the data that you have, the better the recommendations can be,” Ross said, adding, “Try getting your clients to be more comfortable with being more open with you. When working with a client, it is a relationship that needs to be built on trust. You have to be honest with each other.”

Other objections to developing a plan are the work involved in organizing finances and the work that may be needed to change behavior that is obstructing growth, said Harrison. The average person isn’t hurry on paying money – in many cases, thousands of dollars – to gather documents, analyze their spending, and schedule multiple meetings, just to find out that more work needs to be done to shore up their finances.

“It’s the advisor’s job to connect the dots between the upfront costs and work that goes into developing a plan, and the value it could provide over the course of the client’s life and the lives of their family’s future generations,” Harrison said.

Ayo Mseka has more than 30 years of experience reporting on the financial services industry. She formerly served as editor-in-chief of NAIFA’s Advisor Today magazine. Contact her at [email protected]

© Entire contents copyright 2022 by InsuranceNewsNet.com Inc. All rights reserved. No part of this article may be reprinted without the expressed written consent from InsuranceNewsNet.com.

 

Tue, 04 Oct 2022 03:40:00 -0500 Ayo Mseka en-US text/html https://insurancenewsnet.com/innarticle/making-the-most-of-financial-planning-month
Killexams : Financial Action Task Force to Put Congo on Its Gray List No result found, try new keyword!Bloomberg Daybreak Asia. Live from New York and Hong Kong, bringing you the essential stories from the close of the U.S. markets to the open of trading across Asia. Live market coverage co ... Sat, 08 Oct 2022 21:40:00 -0500 text/html https://www.bloomberg.com/tosv2.html?vid=&uuid=8b354e35-4e28-11ed-8085-6c6b72744d76&url=L25ld3MvYXJ0aWNsZXMvMjAyMi0xMC0wOC9maW5hbmNpYWwtYWN0aW9uLXRhc2stZm9yY2UtdG8tcHV0LWNvbmdvLW9uLWl0cy1ncmF5LWxpc3Q= Killexams : New PRO Memo: Iran's banking sector faces hurdles to reconnect to global financial system post-sanctions

Meeting a surging energy demand in the Middle East while also meeting some ambitious climate goals will require a new energy system of renewable and non-hydrocarbon sources. With nuclear energy becoming more acceptable globally, even a partially nuclear-powered region that relies on Russia for reactors, fuel supply and reprocessing will present some challenges to US interests.

Just as Gulf oil production is now more closely aligned with Russian objectives, we may also see a regional strategic alliance on nuclear fuel supply, reactor construction and processing underway.

Access Karen Young's full memo now with a one-week free trial of PRO.

And don't miss our fourth quarter trend report, which takes a data-driven deep dive into how the Middle East is well positioned to help Europe wean itself off of Russian energy imports.

Tue, 11 Oct 2022 04:34:00 -0500 en text/html https://www.al-monitor.com/originals/2022/10/new-pro-memo-russian-nuclear-energy-middle-east-heats
Killexams : Rugby warned ‘no quick fixes’ for worsening financial crisis

Worcester are one of two Premiership clubs in severe financial trouble (PA Wire)

Premiership Rugby chief executive Simon Massie-Taylor admits there are “no quick fixes” as the English professional club game battles its biggest crisis.

But Massie-Taylor insists that “bold decisions” will be made to “lay better foundations for the game”.

And the clear message is that clubs need to agree on a likely vigorous shake-up and align with each other, which has often proved beyond them during 27 years of professionalism.

The Gallagher Premiership, England’s flagship domestic competition, is in meltdown after Wasps and Worcester were suspended amid financial difficulties which threaten their existence.

Wasps say they are likely to enter administration, while Worcester have been suspended from Premiership action for the rest of this season, with relegation to follow, after the club’s partial liquidation.

The freefall of both clubs has reignited the debate over sustainability at the top level, and Premiership Rugby is examining a range of options to strengthen clubs’ financial resilience, which will include giving consideration to the league’s structure and the visibility of clubs’ financial information.

Asked if he had concerns about other Premiership clubs, Massie-Taylor said: “We haven’t been given any direct red flags from clubs, but I will be really honest and say that until I get complete financial oversight of clubs I can’t supply you a direct answer on that.”

And former Wasps player and rugby director Nigel Melville, who is chairman of Premiership Rugby’s investor board, added: “I think the time is right for a reset, and I think everybody agrees.

“When it comes down to a vote, ‘what’s in it for me?’ always comes forward. I think there is a general feel that change is necessary to move forward.

“We always have problem clubs. It’s not always the same one. It depends what the issue is.

“We are working really well together at the moment. We have our issues now and again, but everybody is very straight with each other and very honest.”

The Premiership is now operating with 11 clubs after the season began with 13 just over a month ago. Massie-Taylor admits grand plans for an eventual expansion to 14 were “short-sighted”.

“I think our ambition to move to a 14-team league was short-sighted. We need to look at a lesser number,” he said.

“Exactly what that number is, is to be decided. I know there is a lot of speculation going on at the moment.

“But there is an element of not knocking down everything. We have some great elements to Premiership Rugby, and the competitiveness and quality of rugby is one of them. But we need to create a higher standard and a more integrated second tier (Championship).

Most important to me is that we create a more robust structure and governance model

Simon Massie-Taylor

“There are no quick fixes here, but we have a big responsibility to take some.

“I am not going to dwell on the issues that we have, but they all begin with C. One is the calendar, one is the cost base, which is not linked up to our commercial system, and from a governance point of view, we have issues over what we can control and we also have a huge amount of conflict.

“Most important to me is that we create a more robust structure and governance model, and that we have stricter oversight.

“That is important to maintain the integrity of the system we’ve got, to avoid some of these situations we are in at the moment, but we also need to attract future investors into the clubs.

“We have a very loyal (investor) base, some of whom have been around for a long time, but some are fatigued, and that is understandable.

“We need to get a new way of investment into clubs and we need to create an environment where they feel they can invest into.”

Massie-Taylor admits that with the Premiership now being two clubs down from its season starting point will leave a financial dent.

Champions Leicester, for instance, do not have another Premiership home game until late November as their next two league fixtures at Mattioli Woods Welford Road were against Wasps and Worcester.

“It will have limited impact centrally, but clearly clubs who had sold tickets or season tickets are going to have issues,” Massie-Taylor added.

“There is going to be a financial impact this season with clubs not participating.”

Fri, 14 Oct 2022 04:06:00 -0500 en-US text/html https://news.yahoo.com/rugby-warned-no-quick-fixes-160607866.html
Killexams : Pakistan Likely To Exit Anti-Terror "FATF Grey List" After 4 Years

Pakistan has been on the grey list of the FATF since June 2018.

Four years after it was placed on the "grey list" of the Financial Action Task Force (FATF) for financing of terrorism and money laundering, Pakistan is finally set to see its name off the list after it was found to be compliant in the action plan set out by the global financial watchdog.

The decision to strike off the South Asian nation from the list is likely to be taken when the financial crime watchdog meets in Paris from October 18 to 21.

The global financial watchdog had set out an action plan of 34 points for Pakistan, of which 27-point action plan was related to terror financing and 7-point action plan was related with money laundering.

In its statement after the plenary in June, the FATF, in a statement said: "At its June 2022 Plenary, the FATF made the initial determination that Pakistan has substantially completed its two action plans, covering 34 items, and warrants an on-site visit to verify that the implementation of Pakistan's AML/CFT reforms has begun and is being sustained, and that the necessary political commitment remains in place to sustain implementation and improvement in the future."

A 15-member team of the FATF visited Pakistan from August 29 to September 2, and met officials concerned about the financial system of Pakistan, including the state bank, finance ministry, after which it prepared an onsite report on the country.

The findings of the team, which included officials from the US, the UK, Australia, EU and others, will be submitted and discussed during the plenary session nextt week in Paris.

The Pakistan delegation will be led by Foreign Minister Hina Rabbani Khar.

Pakistan has been on the grey list of the FATF since June 2018 for failing to check money laundering, leading to terror financing.

Having failed to get off the grey list, Islamabad has faced problem in receiving financial aid from the International Monetary Fund (IMF), the World Bank, the Asian Development Bank (ADB) and the European Union, thus further enhancing problems for the country.

Established in 1989, the FATF aims to combat money laundering, terrorist financing and other related threats to the integrity of the international financial system.

The FATF currently has 39 members including two regional organisations -- the European Commission and Gulf Cooperation Council. India is a member of the FATF consultations and its Asia Pacific Group.

Fri, 14 Oct 2022 20:14:00 -0500 text/html https://www.ndtv.com/world-news/pakistan-likely-to-exit-anti-terror-financial-action-task-force-fatf-grey-list-after-4-years-3433503
Killexams : PLSA: BoE action should not be ended too soon

In a statement issued this morning, the industry body - whose annual conference will be held in Liverpool this week - said that during the period following the 23 September announcements related to the government's growth plan, it was "important, and welcome", that the BoE had stepped in to restore orderly market conditions in line with its financial stability objective.

It said: "As the Bank has acknowledged, the historically high speed of repricing and market moves were unprecedented and it has also recognised that, in some cases, even prudent risk management practices or regulatory stress tests were insufficient to manage the resulting volatility.

"This turbulence put significant stress on the gilt market and resulted in rapid and spiralling collateral calls for some defined benefit funds using liability-driven investment (LDI) strategies."

The PLSA said the bank's early intervention was generally effective, with far lower levels of gilts being purchased than provided for - around £5bn out of a facility of up to £65bn. It added, however, that recent days had shown that market confidence remains low and welcomed the bank's additional measures this week.

Managing the situation

In the first public statement the PLSA has released since the crisis began, it said it has been supporting its members and engaging with regulators to help manage the situation.

It said: "We continue to encourage all pension funds and service providers to use this period to take further steps to re-balance portfolios and ensure necessary measures are in place to protect their strategies in uncertain times.

"Going forward, we will continue to work with relevant authorities to understand any lessons learned and to ensure the LDI market, which in general has provided UK schemes and UK Plc with significant amounts of stability over the last 20 years, remains resilient and effective. LDI is intended as a tool to manage risk and ensure pensions are paid when due with minimum volatility for the funders of the scheme."

The PLSA said its analysis suggested the majority of pension funds used LDI in a "prudent manner and with sensible arrangements to meet calls for collateral if normal market conditions, or those under prudent stress scenarios, prevailed".

It said that over the last couple of weeks, pension funds had also have taken steps to strengthen further their financial resilience but said that it was important that regulators and the industry address risks where this resilience was insufficient.

The PLSA said: "If there are a minority of cases where - in light of the unprecedented fluctuations in market values - gearing turned out to be too high, or the LDI providers did not have sufficient financial resilience, it is important that the regulators and industry address these risks."

Further action

The trade body concluded by reassuring members that their pension benefits were safe despite the operational challenges - adding that scheme funding was strong and would have been strengthened further by rising yields.

Despite this, it said that, following this week's statements by the BoE, it would further assess with its members whether they believe any additional actions are necessary to achieve orderly markets.

The PLSA added: "However, a key concern of pension funds since the Bank of England's intervention has been that the period of purchasing should not be ended too soon, for example, many feel it should be extended to the next fiscal event on 31 October and possibly beyond, or if purchasing is ended, that additional measures should be put in place to manage market volatility.

"With this in mind, we welcome that the Bank of England itself stated last week, that ‘it intends to unwind its gilt operation in a smooth and orderly fashion" and only "once risks to market functioning are judged by the bank to have subsided'."

Mon, 10 Oct 2022 22:29:00 -0500 en text/html https://www.professionalpensions.com/news/4057859/plsa-boe-action-soon
Killexams : Corebridge Financial Schedules Announcement of Third Quarter 2022 Financial Results

HOUSTON, October 12, 2022--(BUSINESS WIRE)--Corebridge Financial, Inc. (NYSE: CRBG) today announced that it will report third quarter 2022 financial results before the market opens on Wednesday, November 9, 2022. Corebridge’s press release and financial supplement will be available in the Investors section of corebridgefinancial.com.

Corebridge will host a conference call at 8:30 a.m. EST on Wednesday, November 9, 2022, to review these results. The webcast can be accessed in the Investors section of corebridgefinancial.com, and a replay will be available shortly after the event.

About Corebridge Financial

Corebridge Financial, Inc. makes it possible for more people to take action in their financial lives. With more than $350 billion in assets under management and administration as of June 30, 2022, Corebridge is one of the largest providers of retirement solutions and insurance products in the United States. We proudly partner with financial professionals and institutions to help individuals plan, save for and achieve secure financial futures. For more information, visit corebridgefinancial.com.

View source version on businesswire.com: https://www.businesswire.com/news/home/20221012006012/en/

Contacts

Josh Smith (Investors): investorrelations@corebridgefinancial.com
Matt Burkhard (Media): media.contact@corebridgefinancial.com

Wed, 12 Oct 2022 08:16:00 -0500 en-US text/html https://www.yahoo.com/now/corebridge-financial-schedules-announcement-third-201600353.html
Killexams : Bank of England widens action on financial stability fears

The UK's central bank says it is widening a debt purchase scheme to stem a collapse in the government bond market. Britain's central bank said its aim was to ward off a "material risk to UK financial stability."

A statement from the Bank of England on Tuesday unveiled further measures to calm market turmoil triggered by a UK government budget announcement.

The bank said it would spend up to 5 billion pounds (€5.7 billion, $5.5 billion) per day on inflation-linked government debt bonds, or gilts, to further prop up Britain's £2.1-trillion bond market.

What did the bank say?

The Bank of England said its latest action would "act as a further backstop to restore orderly market conditions."

Its statement noted that "the beginning of this week has seen a further significant repricing of UK government debt, particularly index-linked gilts."

The central bank said it would now purchase such gilts under its wider operation to prevent the market from descending into a death spiral.

"Dysfunction in this market and the prospect of self-reinforcing 'fire sale' dynamics pose a material risk to UK financial stability," it added.

Why is the action deemed necessary?

The move is the latest effort to reassure investors, including pension funds, that have lent money to the UK government.

The UK's finance minister, Kwasi Kwarteng, in September announced tax cuts — twinned with heavy borrowing — that spooked markets.

That announcement sent interest that the government would have to pay on borrowing soaring, while the pound plummeted to a record low against the dollar.

The Bank of England feared a rapid sale of government bonds by investors. It began an emergency purchase scheme at the end of September to stave off a market death spiral.

A further slump in the bond market on Monday had already been met with action from the bank, which doubled the amount of debt it said it would buy back.

Meanwhile, Kwarteng — who has partly rowed back his tax cut policy — moved to address the root of market unrest over unfunded borrowing. He said he would publish his medium-term fiscal plan alongside the forecasts on October 31 rather than late November.

A spokesperson for recently-appointed British Prime Minister Liz Truss on Tuesday said Truss was committed to her finance minister's measures, ostensibly aimed at stimulating economic growth.

rc/fb (AFP, Reuters) 

Tue, 11 Oct 2022 07:47:00 -0500 en text/html https://www.dw.com/en/bank-of-england-widens-action-on-financial-stability-fears/a-63403380
Killexams : BoE Widens Action On 'UK Financial Stability' Fears
The Bank of England is responding to soaring UK bond yields since the government unveiled debt-fuelled tax cuts

The Bank of England on Tuesday unveiled yet more measures aimed at calming markets rocked by a UK budget as it warned over risks to the nation's financial stability.

The week had already seen action taken by the BoE and UK government aimed at bringing calm to bond markets in particular as state borrowing soars.

The moves are a response to soaring UK bond yields and after the pound tumbled to a record low against the dollar since the government of new Prime Minister Liz Truss unveiled debt-fuelled tax cuts in a budget last month.

A day after it launched a temporary facility aimed at easing liquidity pressures, the central bank Tuesday said it was widening the scope of daily purchases of UK government bonds, or gilts, until Friday.

In a statement, the BoE said the latest action would "act as a further backstop to restore orderly market conditions".

It noted that "the beginning of this week has seen a further significant repricing of UK government debt, particularly index-linked gilts", which the central bank will now purchase under its wider operation of bond purchases.

"Dysfunction in this market, and the prospect of self-reinforcing 'fire sale' dynamics pose a material risk to UK financial stability," it added.

In more positive news, official data Tuesday revealed British unemployment fell to a near 50-year low at 3.5 percent.

Wages, however, continue to be eroded by sky-high inflation.

The British government on Monday brought forward key economic forecasts to Halloween, hoping not to spook markets further.

Finance minister Kwasi Kwarteng will unveil debt-reduction plans and independent economic predictions on October 31 rather than in late November.

It comes after Chancellor of the Exchequer Kwarteng was already forced to axe a tax cut for the richest earners, in the face of outrage as millions of Britons face a cost-of-living crisis with UK inflation around 10 percent.

Britain meanwhile faces "big and painful" cuts in public spending to fix state finances should it decide against more U-turns over tax cuts, a leading think tank warned Tuesday.

"With a weaker economy, getting government finances on a sustainable path without cancelling tax cuts could force... big and painful spending cuts," the Institute for Fiscal Studies said in a study.

Reducing debt "through spending cuts alone, without actually specifying which budgets would be cut, risks stretching credulity to breaking point", it added.

The budget was widely criticised, including by the International Monetary Fund, over fears that government debt would balloon to pay for the tax cuts, including on salaries of all UK workers.

Fitch last week lowered the outlook on its credit rating for British government debt to negative from stable.

The BoE has piled on further pressure by hiking its main interest rate to a 14-year high of 2.25 percent in a bid to cool inflation -- and is expected to go even stronger on tightening next month.

This in turn has seen retail banks ramp up interest rates on mortgages, with analysts predicting heavy price falls for property.

Mon, 10 Oct 2022 19:54:00 -0500 Ben PERRY en-US text/html https://www.ibtimes.com/boe-widens-action-uk-financial-stability-fears-3622584
Killexams : Aviation industry needs professional management

The Aviation industry is a world in itself, encompassing a massive work force and contributing a significant percentage of the global economy. The sector was set for major growth, challenges notwithstanding, until the pandemic hit,post which it plummeted to a considerable extent. Yet it is fair to state that despite the economic impact of the covid -19 on the the airline industry, it has been on the road to recovery and may well get back to the mainstream in a few years .According to many recent research carried out by Air transport Action group (ATAG), the global aviation market outlook had been quite positive over a couple of years earlier and it could support 65.5 million jobs and is responsible for a mammoth $.2.7 million in economic activity worldwide. Additionally, the research claimed that a free-trade approach will help further the growth in air transport and it will come to record $5.7 trillion in economic activities by 2036,while supporting around 97.8 million jobs.From the above projections for the industry and in view of the challenges that Uganda ‘s economy is facing especially un employment of the youth ,inadequate planning for markets of our agricultural products as well as the need to aggressively market Uganda as a first choice tourism destination, Uganda airlines could provide critical solutions for this economy.It should ,however, be noted that management of an airline is a service oriented and requires professionalism at all levels since it survives on creating experiences that deliver the required reputation in the global market where it operates. This reputation starts from the home airport and the country at large. This reputation has worked well for Emirates, KLM British Airways, Qatar Airways, Singapore Airlines etc. among others. Many of these Airlines have managed their reputations by employing the right people for the right jobs through meritocracy recruitment systems.In the recent years the Aviation industry is faced with exogenous factors that require professional management across all levels in order to ensure sustainability of maintaining these economic infrastructures as any financial leakage will lead to a huge cumulative loss.Some of the key factors affecting the industry are as below;Fuel efficiency as Aviation fuel costs have remained one of the major economic factors affecting the airline industry. In the last three decades ,fuel prices have had an adverse direct impact on the financial portfolio of many airlines and their profitability margins plummeting to 1-3% This requires expertise and prudence in airline financial management to ensure sustainability of operations.The state of the global economy directly affects the airline market as it determines the propensity to fly across markets. The covid -19 pandemic had a disastrous effect on the economy and the propensity to travel dropped. The impact also negatively affected tourism which supports travel. With our Airline at a nascent stage for air route development, a lot of experience and exposure is required to develop new routes with good empirical data projections as this is one area where airlines lose money.The third factor is ever demanding passenger comfort and experience since the industry is service- driven and its success depends enormously on how passengers are satisfied on any flight. It should be noted that no passenger is alike and at some stage of the flight supply chain ,a section of them are always dissatisfied because of issues like delays and long lines especially at home airport ,menu, leg room, blankets ,baggage claims, customer care promotional packages etc.There is therefore need to always keep the airline services seamless throughout flights, excellent security and less/no hassles if the service is to be rated well by passengersThe fourth factor in the need for the Airline to continuously invest in its infrastructure starting from Airport lounges, shopping, communication gadgets, ground handling etc to remain ahead of the competition. Again these investments require professionalism as they involve examining a number of industry options.The fifth challenge is global congestion of Airport terminals, Air space which have increased the turn round cost of flights and inconvenience to travellers .In many cases these delays and incidents have affected reputations of airlines yet it is not directly caused by individual airlines. This requires good levels of professionalism and exposure for airline managers to navigate.The sixth challenge is continuous investment in modern technology in air ticket booking software, communication, in-flight entertainment, security systems etc. Terrorism and climate changes are other key challenges which continue to affect the sector with very adverse effects. Each airline need to always manage the risks that could arise out of these challenges.It is therefore imperative to conclude that as Uganda airline investment needs to be run by professionals at all levels of the Board, Management and Staff if the economic benefits are to be realised in view of the challenges facing the industry. It should be noted that Uganda Airlines has space in the industry supply the location of the home Airport, tourism potential of Uganda as well the fresh produce potential of this country.Prof.Tom Davis Wasswa,PhD,FCIM

Fri, 07 Oct 2022 12:00:00 -0500 en-XL text/html https://www.msn.com/en-xl/africa/other/aviation-industry-needs-professional-management/ar-AA12IXcF
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