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8004 PRM Certification - IV: Case Studies - Standards: Governance Best Prac

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8004 exam Dumps Source : PRM Certification - IV: Case Studies - Standards: Governance Best Prac

Test Code : 8004
Test cognomen : PRM Certification - IV: Case Studies - Standards: Governance Best Prac
Vendor cognomen : Avaya
: 110 true Questions

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Avaya PRM Certification - IV:

Soccer! savor it, but conclude not fetch carried away with U.S. crew's early success | killexams.com true Questions and Pass4sure dumps

LAFC’s Christian Ramirez scored the final purpose in opposition t Panama in his foreign debut, then install the ultimate one in opposition t Costa Rica whereas the Galaxy’s Sebastian Lletget, returning to San Jose’s Avaya Stadium for the primary time when you reckon that struggling a devastating injury there two years ago, had a even and an abet in 27 minutes off the bench. (With Zimmerman additionally scoring against Panama, LAFC and Galaxy gamers both scored or assisted on four of the five u.s.a.desires in the two games.)


Avaya permits Channel companions to deliver ingenious real-Time Collaboration solutions and Evolve companies | killexams.com true Questions and Pass4sure dumps

supply: Avaya Inc.

Avaya Inc.

October 20, 2010 07:15 ET

Avaya connect Channel companions beget access to unusual competencies and Designations in Video and facts, associate Helpdesk and company administration and advertising and marketing Curricula

BASKING RIDGE, NJ--(Marketwire - October 20, 2010) - Avaya, a worldwide leader in commerce communications techniques, software and capabilities, today introduced unusual skills, certifications and lead programs to aid Avaya join Channel companions give imaginative, true-time enterprise communications and collaboration solutions to their purchasers. Avaya connect Channel companions could beget entry to unusual expertise certifications, enterprise management and advertising curricula and a world companion HelpDesk to abet evolve each their consumer's company as well as their own. The announcement became made totality the pass through the Avaya 2011 Americas ally conference being held this week in Las Vegas, Nevada.

"The innovations Avaya is now bringing to market enable their Avaya connect Channel partners to alternate the dialog," talked about Jeremy Butt, vice president, global Channels, Avaya. "Our partners can beget a strategic beget an impact on assisting organisations reinvigorate their commerce by using open, requirements-primarily based actual-time communications and collaboration applications. Avaya is equipping channel partners with the expertise, skills, certifications and assist to allow their success in this trade."

The announcement follows a collection of know-how innovations introduced through Avaya through 2010 that covered advancements in unified communications and collaboration, contact middle and information networking for businesses from diminutive to very gigantic. Most recently, Avaya announced a brand unusual portfolio of video-enabled collaboration options highlighted by using the Avaya Flare™ event, the business's first subsequent-technology person event that can provide entertaining collaboration capabilities across video, voice and text.

the unusual and multiplied expertise practising, designations and advantage reflect Avaya's multiplied portfolio into facts and Video options and encompass:

  • Video or facts Authorizations -- unusual and updated guidelines both give protection to and mirror an Avaya connect Channel companion's commitment to globally consistent excellent requirements in video or facts options.
  • Video or information skilled -- identifies an Avaya connect Channel accomplice that has established the maximum level of potential in income and assist of video or records, and gives entry to Avaya's business-main tackle and help.
  • Avaya certified options Architect (ASCA) in Unified Communications solutions or Contact center solutions -- new certification opportunity suggests an individual worker has done the maximum even of coaching and competency in unified communications or contact core solutions and helps channel partners build deeper degrees of specialization.
  • Avaya connect Video solutions certification -- for individual personnel as an optional solution set practicing that may likewise be added onto Unified Communications credentials.
  • "companies with limpid and powerful certification programs enable companions to enhance comprehensive skill-units and build and develop their company," states Chris Ilg, director, Infrastructure Channels and Alliances, IDC. "As firms peek for inventive collaboration solutions to gas innovation in their business, companions with the newest capabilities are most useful located to fill the needs of valued clientele these days."

    The these days launched Avaya connect associate HelpDesk provides a separate element of contact for channel partners who've questions on Avaya's companion programs, tackle and features. obtainable in 10 languages, this unusual useful resource offers in reality international assistance to channel companions to get it less complicated for companions to conclude company with Avaya, in spite of their level, geography, or portfolio sold. brokers will assist with here application and technique connected issues:

  • Channel classes -- Avaya join accomplice program on-boarding classes, training & certification, revenue authorization, and many others.
  • primary functions & tackle -- accomplice Relationship administration (PRM) database, enterprise construction and Market development cash, channel companion internet registration, Avaya tuition Portal.
  • marketing courses -- companion advertising essential materials and belongings, Avaya Market Leaders software, channel companion promotions and incentives, companion locator, etc.
  • Channel services programs -- SSO & net services, Avaya international services tools, product registration, and channel partner service assessments.
  • Avaya is offering entry to classes resulting in a professional Diploma in marketing company services and solutions provided through ITSMA and the Chartered Institute of advertising and marketing to advocate channel partners construct company abilities. The curriculum will aid channel partners bethink what they deserve to conclude within their own enterprise to create and bring company features and solutions and how to win, develop and shield key consumer debts.

    the unusual training and certifications should subsist purchasable over the subsequent two quarters. The Avaya join associate HelpDesk is purchasable now.

    About Avaya Avaya is a worldwide chief in enterprise communications systems. The commerce offers unified communications, contact centers, information solutions, and linked services at once and thru its channel partners to leading groups and groups totality over the world. corporations of totality sizes depend upon Avaya for state-of-the-art communications that multiply effectivity, collaboration, consumer provider and competitiveness. For more tips delight discuss with www.avaya.com

    certain statements contained in this press unlock are ahead-looking statements. These statements may subsist recognized by means of forward-searching terminology similar to "expect," "believe," "continue," "could," "estimate," "are expecting," "intend," "may," "might," "plan," "competencies," "predict," "should" or "will" or other similar terminology. they now beget based these forward-looking statements on their latest expectations, assumptions, estimates and projections. while they faith these expectations, assumptions, estimates and projections are cost-effective, such ahead-searching statements are best predictions and involve frequent and unknown risks and uncertainties, many of which might subsist past their handle. These and other vital factors may occasions their exact results, efficiency or achievements to differ materially from any future outcomes, efficiency or achievements expressed or implied by these ahead-searching statements. some of the key factors that may occasions specific outcomes to vary from their expectations consist of: their capacity to enhance and promote superior communications items and capabilities, together with unified communications, contact center and information solutions; their talent to strengthen their oblique sales channel; economic conditions and the willingness of corporations to get capital investments; the marketplace for advanced communications items and services, together with unified communications solutions; their capability to abide competitive in the markets they serve; their means to control their deliver chain and logistics services; the skill to proffer protection to their highbrow property and avoid claims of infringement; their talent to quite simply combine acquired groups into ours; their talent to hold ample protection over their assistance methods; environmental, fitness and safeguard legal guidelines, regulations, costs and different liabilities; the capacity to hold and attract key employees; hazards relating to the transaction of company internationally; pension and submit-retirement healthcare and lifestyles insurance liabilities; and liquidity and their entry to capital markets. They warning you that the foregoing record of faultfinding elements may additionally not comprehend totality of the cloth components which are crucial to you. For an extra list and profile of such dangers and uncertainties, delight check with Avaya's filings with the SEC that can subsist create at www.sec.gov. Avaya disclaims any aim or duty to supplant or revise any ahead-searching statements, no matter if because of unusual guidance, future events or otherwise.


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    The San Jose Earthquakes hang their annual Media Day at their apply facility subsequent to Avaya Stadium in San Jose. The Earthquakes began their work-outs to prepare for the upcoming 2016 season earlier this week. (pictures with the aid of Gary Reyes/Bay district advice community)


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    Human Rights in the Electronics and Information Communication Technology Industry | killexams.com true questions and Pass4sure dumps

    By John Kloosterman and Michael Congiu · January 12, 2017

    Editor’s Note: John Kloosterman is the co-chair of the commerce and Human Rights rehearse Group and a shareholder at Littler Mendelson. Michael Congiu is the co-chair of the commerce and Human Rights rehearse Group and a shareholder at Littler Mendelson.

    It is hard to imagine an industry that more broadly impacts their personal and professional lives. The electronics and information communication technology (ICT) industry has democratized access to information and, depending on perspective, has profoundly connected or polarized their world.  These sociological questions aside, they likewise fundamentally reckon on mobile and other electronic devices to carry out their work – whether through a smartphone, tablet, or other computing device. 

    On a parallel track, the concepts of commerce and human rights continue to renovate how commerce views its residence in the world, and its relationships to its customers, markets, and the states where it has operations.  These by far coextensive and shifting paradigms incite broad and complicated questions about the future of corporate citizenship and sustainability, as well as more personal and discrete questions about the role they play as consumers and how they interact with available technologies.

    Unpacking these matters starts, to a point, with commerce assuming an awareness of and commitment to human rights issues, and gaining a better understanding as to how these devices are made and by whom.  The former represents a growing consensus among companies both within and beyond the ICT industry.  The latter is easier said than done. Many of their favorite devices are the product of supply chains that pass through suppliers and workers in Africa, China, Southeast Asia, California and a host of other locations before reaching their pockets and briefcases. 

    Exploring a particular “supply chain” must account for the reality that “supply chains” are rarely, if ever, linear or static.  Supply chains accommodate a company’s suppliers, plus the suppliers’ suppliers, those second-level suppliers’ suppliers, and so on, and these entities may change based on reasons that conclude not link back to the company selling the final product.  Indeed, the processors that get their devices functional start out as minerals – gold, cassiterite (tin), tungsten and coltan (tantalum).  Once extracted, the minerals may pass through the hands of several trading houses and other middlemen, before being sold to an exporter who ships the minerals to a refinery, where they are made into metal; once refined into metal, tracing the source of the minerals can subsist impossible.  Before the refining, tracing the source of the minerals is theoretically feasible but practically impossible because of the number of traders and exporters involved. 

    The ICT Benchmark

    One organization has sought to benchmark 20 publicly traded ICT companies using various human rights criteria that focus on forced labor.  KnowTheChain.org has described this initiative as follows: 

    [The chosen] companies were selected on the basis of their size (market cap) and the extent to which they derive revenues from physical products as opposed to services. KnowTheChain assessed information available on each company’s own website as well as additional public disclosure that over half of the companies provided in response to appointment questions.

    The companies were evaluated using a methodology with seven themes: commitment and governance; traceability and risk assessment; purchasing practices; recruitment; worker voice; monitoring; and remedy.See ICT Benchmark Finding Report, at https://knowthechain.org/wp-content/plugins/ktc-benchmark/app/public/images/benchmark_reports/KTC_ICT_Benchmark_Findings_June.pdf.

    This Benchmark’s 2016 findings reflect the realities of the changing commerce and human rights landscape and the profound challenges in effective supply chain management.  For example, the Benchmark’s findings reflect that “[e]ighteen of the 20 companies benchmarked beget publicly demonstrated awareness of and commitment to addressing forced labor in the supply chain. However, far fewer of these companies likewise beget stalwart processes in residence to implement these commitments.” 

    While most of the benchmarked companies—and a growing number of companies within and beyond the ICT industry—have public human rights commitments, effectively implementing these commitments amongst an often interdependent and fluid set of organizations within a supply “chain” presents distinguished challenges.

    A pass Forward?

    In this knotty space, the first steps can subsist the most difficult, and their thoughts on a pass forward focus on (1) how to get a public commitment to these issues; and (2) how to implement that commitment.  This exercise can and should subsist dynamic and fluid, and necessarily based on the specific risks in a company’s particular operations and industry.  The UN Guiding Principles were flexibly designed to allow for companies to flexibly implement their own operationally-specific commitments.  With that in mind:

    1.  Public commitments about your human rights practices, whether create in a code of conduct or supplier code of conduct, should avoid universal pronouncements that cannot subsist reasonably or practically followed.  Similarly, simply adopting ILO standards or agreeing to result voluntary international standards (like the UN Global Compact) should not occur without understanding attendant consequences.  Company and supplier codes of conduct should subsist viewed as legal documents that reflect promises that the company actually expects to keep.  While aspirational statements and commitments are well-intentioned and can subsist laudable, the wiser course is to ally with legal counsel and stakeholders to develop commitments to specific human rights risks that are particularly prominent to the company and its industry and that the company can practically and positively impact.

    2.  peek to existing laws for implementation templates.  For example, the California Supply Chains Act can serve as an implemental roadmap.  The Supply Chains Act, similar to the UK Modern Slavery Act and legislation pending in the EU, requires covered companies to report on five areas:  (i) third-party verification of supply chains to evaluate the risk of forced labor and trafficking; (ii) conducting independent, unannounced audits of suppliers; (iii) requiring suppliers to certify that materials incorporated into the product comply with local laws on forced labor and human trafficking; (iv) maintaining internal accountability standards and procedures for employees and contractors regarding trafficking and forced labor; and (v) providing training on trafficking and forced labor issues to employees with responsibility for supply chain management. 

    This California law does not require action in these identified areas.  It simply requires that a company report what it is, or is not, doing in these identified areas.  That said, companies that capture action in these five areas will better position themselves to develop knowing policies and subsist better positioned to implement those policies and, to a degree, better position the company in the future of the ICT industry and broader market.

     

    January 12, 2017

    Neither CFA nor MBA, other qualifications for jobs in banking | killexams.com true questions and Pass4sure dumps

    If you're thinking of breaking into banking, you've probably thought about studying for a CFA qualification. You've probably likewise contemplated an MBA. Both are accepted among monetary services professionals looking to fetch ahead. Both are likewise broad-ranging qualifications which apply across a purview of monetary services jobs. And in the case of MBAs at least, some banks beget special 'associate entry programs' for hiring MBAs from top commerce schools. 

    However, there are plenty of other monetary services-relevant qualifications out there. Many are more specific than the CFA or the MBA and focus on particular areas of the finance industry. Most aren't mandatory - in the UK, the monetary Conduct Authority (FCA) scrapped obligatory qualifications for investment bankers back in 2007.

    These alternative qualifications aren't guaranteed to fetch you a job - but then neither is the CFA Charter or an MBA? Best of all, they're cheap - especially compared to the huge tuition fees at top commerce schools.

    If you want to work in banking, but aren't fixated on the front office and are prepared to peek beyond the benchmark acronyms, these are the qualifications you should peek out for:

    Qualifications for banking compliance jobs 1. The CISI Diploma in Investment Compliance

    Run by: The Chartered Institute for Securities and Investment

    What they say: 'The Diploma in Investment Compliance is a global qualification that offers a limpid career pathway for compliance specialists and practitioners. Achieving this qualification, will provide you with the aplomb of possessing a thorough understanding of the monetary services regulatory environment both in the UK and internationally.'

    Entry requirements: You'll beget to study the 'Introduction to Securities and Investment Banking First. ' 

    Cost: Around £1.7k, including tuition and exam fees.

    Study time: You requisite to pass three exams to achieve the diploma. On average, the CISI says you'll requisite to study for around 80 hours for each unit.  Passing the diploma typically takes 18 months to two years according to BPP Professional Education. 

    Pass rate: Thought to be 70% for the first two  exams. 50% for the third.

    What they say:  The CISI diploma is best known in the UK market. It might abet fetch you an interview, but it's very unusual for a job to specify the diploma as a prerequisite.

    2. The Advanced Certificate in Compliance

    Run by: The International Compliance Association

    What they say: 'The ICA Advanced Certificates in Compliance is suitable for those unusual to compliance or in a junior role and will abet you develop a noble understanding of compliance fundamentals.These courses are endorsed by the British Bankers' Association in the UK.'

    Entry requirements: 'Sound educational background' and 'good written English.'

    Cost: £1.5k + VAT or local taxes if outside the UK.

    Study time: The course lasts for six months and is provided by 'International Compliance Training', the ICA's approved training provider. You'll subsist studying at home but will participate in two 'highly interactive workshops.'

    Pass rate: Not provided.

    What they say: An entry-level certificate in compliance. noble for people who want to work in money laundering and monetary crime. You'll requisite work undergo to fetch a job - there are few jobs that specify this qualification as a necessity for compliance hires. UK-centric. Hardly anyone has this qualification on Wall Street or in Hong Kong or Singapore.

    Qualifications for sales, trading or structuring jobs 3. The Fixed Income Certificate (formerly the International Fixed Income and Derivatives Program) 

    Run by: The International Capital Markets Association.

    What they say: 'The gold benchmark qualification for finance professionals for almost 40 years. The programme places emphasis on developing practical skills for trading, investment and risk management, designed to give a fixed income professional totality the knowledge needed to understand pricing, risk and trading opportunities in these markets.'

    Entry requirements:  There are no specific requirements, but the presumption is that you'll already subsist working in banking - either in a front office role, or in a advocate function.  You can capture a sample paper here to remark if it's prerogative for you.

    Cost: £3.3k for ICMA members and £4.3k for non-members.

    Study time: The classroom based version of the programme is delivered as a one week course across Europe.

    Pass rate:  Not provided.

    What they say:  Not mandatory, but IFID is known among fixed income traders and portfolio managers in London. Often used by back office people trying to gain product knowledge and walk into the middle office. Again, less common in Asia and the U.S.

    4. The CISI Diploma in Capital Markets

    Run by: The Chartered Institute for Securities & Investment

    What they say: 'The Diploma in Capital Markets is a leading professional finance qualification for practitioners working in wholesale securities markets....It is exemplar for practitioners pursuing careers in treasury and monetary controlling functions, private equity analysis, portfolio management, fixed income analysis, fund management, monetary consulting, monetary risk management, investor relations, internal audit and specialist monetary operations.'

    Entry requirements: There are no formal entry requirements. But most candidates will beget a degree.

    Cost: If you're paying for classroom tuition, it will probably cost you around £5k for the three units. If you're teaching yourself, it will cost you around £1.8k in study materials and past papers.

    Study time: You're advised to study for 200 hours for each diploma unit (and you requisite to select three). The diploma typically takes between 18 months and two years to achieve. You can either select to study on your own, or can pay for training.

    Pass rate: 44% to 80%, depending upon the papers you take.

    What they say: Very rarely specified in job descriptions. accepted among back and middle office (including compliance) staff who want to learn more about the products they're dealing with.

    5. The London commerce School's Masters in Finance

    Run by: The London commerce School

    What they say: 'Ranked number one in the world by the monetary Times for the terminal five consecutive years, the School's outstanding global reputation in finance and stalwart links with monetary institutions, recruiters and practitioners means there is no better residence for you to study finance.'

    Entry requirements: You'll requisite at least two years' undergo in a monetary services job to subsist eligible for the course. Most people beget 3-6 years' undergo and participate time students beget 3-12 years' experience.

    Cost: £43k.

    Study time:10 months or 16 months (if you want to subsist able to complete an internship) full time; 22 months at weekends.

    Pass rate: Not provided.

    Where to find out more: Click here. 

    What they say: Expensive, but cheaper than an MBA. The pre-eminent qualification for London monetary services professionals who want to elude the middle or back office. Better for sales and trading than corporate finance (for the investment banking division, try an MBA).

    6. The CQF (Certificate in Quantitative Finance) 

    Run by: Fitch but founded by Paul Wilmott, a well known quant.

    What they say: The CQF is, "designed for in-depth training for individuals working in, or intending to walk into, e.g. derivatives, IT, quantitative trading, insurance, model validation or risk management.

    Entry requirements: You'll requisite to subsist (very) noble at maths. Before you can start the course, you'll beget to complete a maths test.

    Cost: Around £13k. 

    Study time: Four hours per week (delivered in the profile of two two hour long weekly CQF lectures, delivered via webcast) for six months. You can learn about the program here. 

    Pass rate: Not provided.

    What they say: The CQF has noble international recognition and will sometimes subsist specified on job descriptions. It's noble if you want a risk modelling or model testing role, or if you want to subsist a quantitative developer edifice computer models for the quants who design banks' knotty derivative products. Most 'front office quants' will beget a PhD or an MSc. It's less well known in the worlds of data analysis and machine learning.

    7. chain 7 (Full name: the universal Securities Representative Exam) 

    Run by: The U.S. monetary Industry Regulation Authority. (FINRA)

    What they say: 'The chain 7 Examination is designed to assess the competency of entry-level universal Securities Representatives...The chain 7 Examination is the universal Securities Representative Qualification Examination.' [In other words, this is mandatory. You beget to pass the chain 7 if you want to work in sales or trading - but only if you want to work in the U.S.)

    Entry requirements: You beget to subsist working for a FINRA-member firm and they beget to sponsor you. chain 7 isn't really open to anyone...If you've been working in the UK, you might subsist allowed to skip some of the modules. 

    Cost: Employers usually pay.

    Study time: You'll probably requisite to study for 1-2 hours per day for six to eight weeks.

    Pass rate: Around 65%..

    What they say: You'll beget to beget the chain 7 in the U.S. Hardly anyone has it in London or Hong Kong - unless they've transferred from Wall Street.

    For the risk professional 8.  'Risk in monetary services'

    Run by: The Chartered Institute for Securities & Investment

    What they say: 'Risk in monetary Services offers a comprehensive global introduction to the major risk areas in monetary services. It addresses international issues, reflecting the needs of a worldwide market, and provides a sound grounding in the principles of the risk management framework, corporate governance and risk oversight. It covers specific techniques used in identifying, reducing and managing operational risk, credit risk, market risk, investment risk and liquidity risk.' 

    Entry requirements:  None given. However, the presumption is that you'll subsist working in risk or compliance already.

    Cost: expect to pay around £300+ in exam fees. Or, £1.3k+ if you want tuition.

    Study time: 100 hours for the Risk in monetary Services. An extra 70 hours if you want to supplement it with 'UK monetary Regulation'. Some training providers off a three day intensive course.

    Pass rate: Thought to subsist around 62%.

    What they say: Rare.

    9. 'Professional Risk Manager Qualification' (PRM)

    Run by: The Professional Risk Managers' International Association (PRMIA)

    What they say: ''The Professional Risk Manager (PRM™) Designation is a globally recognized, graduate-level risk management credential.'

    Entry requirements: You'll requisite some work experience: 4 years if you don't beget a bachelor degree, two years if you do, and no work undergo at totality if you've been to graduate school of beget passed an 'accepted professional designation' enjoy the CFA.

    Cost: $1.1k (minimum).

    Study time: Candidates are required to pass four exams, varying in length from one to two hours. You'll requisite to purchase exam vouchers along with study materials and the PRM handbook. The vouchers expire within three years of purchase. 

    Pass rate: 65% overall, but 59% for exams I and III and 78% for exam IV.

    What we say: A well recognized international qualification. Often specified as a prerequisite for risk jobs in the U.S.

    10. 'The monetary Risk Manager's Qualification' (FRM)

    Run by: The Global Association of Risk Professionals (GARP)

    What they say: 'The FRM Exam, offered by the Global Association of Risk Professionals (GARP), is a practice-oriented exam designed to assess a candidate’s knowledge and understanding of the skills necessary to duty effectively as a monetary risk manager. '

    Entry requirements: To subsist able to expend the FRM designation, you'll requisite at least two years' work undergo in risk management, trading, portfolio management, academia, industry research, economics, auditing, risk consulting or risk technology.

    Cost: Varies - it's cheaper if you enroll sooner! $750 to $1,050 for each exam.

    Study time:  'On average, individuals devoted about 275 hours to exam preparation. Individual figures, however, varied from less than 100 hours (6%) to more than 400 hours (11%).'

    Pass rate:  Around 43% for participate 1, 58% for participate 2.

    What they say: accepted qualification for risk managers, valuation specialists and product consultants. Recognized globally. Often specified alongside the PRM.

    12. 'The Certificate in Risk Management in monetary Services' 

    Run by: The Institute of Risk Management

    What they say: 'This practical qualification addresses the true issues facing organisations in monetary services, particularly banking and insurance.'

    Entry requirements: None in particular. -'The qualification is the entry even qualification for anyone embarking on a career in risk management or working in a risk-related discipline.'

    Cost: £1.9k.  You might fetch a discount if you're in a low income country.

    Study time: Six to nine months, distance learning.

    Pass rate: Not clear. But the pass tag is 50%.

    What they say: Rarely seen in job descriptions.

    For the corporate finance professional 13. The Diploma in Corporate Finance 

    Run by: The ICAEW in combination with the Chartered Institute for Securities & Investment.

    What they say: 'The unusual Diploma in Corporate Finance will equip you with advanced corporate finance knowledge, skills and expertise. It will enhance the value you bring to the organisations you work with and abet accelerate your career.'

    Entry requirements: You'll usually requisite to beget passed the ICAEW's Chartered Accountancy exams or to beget a Certificate in Corporate Finance.

    Cost: £721 in exam fees, more if you want to pay for tuition.

    Study time: On average, 500 hours of study are needed. It's 'achievable within a year.'

    Pass rate: Thought to subsist around 69%.

    What they say: Not very well known outside Europe. Not specified in job descriptions. Most common among strategists in corporates, accountants and lawyers. noble for stout Four accountants who want to walk into M&A.

    Photo credit: Crayon Fence by chrismetcalfTV is licensed under CC BY 2.0.


    on the role of employee monetary participation in creating jobs and reactivating the unemployed | killexams.com true questions and Pass4sure dumps

    on the role of employee monetary participation in creating jobs and reactivating the unemployed

    (2018/2053(INI))

    The European Parliament,

    –  having admiration to the Treaty on the European Union (TEU), and in particular Article 3(3),

    –  having admiration to Article 9 of the Treaty on the Functioning of the European Union (TFEU), which requires the EU to promote a high even of employment, guarantee adequate gregarious protection, fight against gregarious exclusion and ensure a high even of education, training and protection of human health,

    –  having admiration to the Council conclusions of 7 December 2015 on the promotion of the gregarious economy as a key driver of economic and gregarious evolution in Europe,

    –  having admiration to the Commission communication of 2 June 2016 entitled ‘A European agenda for the collaborative economy’ (COM(2016)0356),

    –  having admiration to the Commission communication of 27 March 2014 entitled ‘Long-term Financing of the European Economy’ (COM(2014)0168),

    –  having admiration to the Commission communication of 12 December 2012 entitled ‘Action Plan: European company law and corporate governance – a modern legal framework for more engaged shareholders and sustainable companies’ (COM(2012)0740),

    –  having admiration to the Commission communication of 3 October 2012 entitled ‘Single Market Act II – Together for unusual growth’ (COM(2012)0573),

    –  having admiration to the Commission communication of 3 March 2010 entitled ‘Europe 2020: a strategy for smart, sustainable and inclusive growth’ (COM(2010)2020),

    –  having admiration to the Commission recommendation of 3 October 2008 on the active inclusion of people excluded from the labour market(1),

    –  having admiration to the Commission communication of 25 June 2008 entitled ‘Think diminutive First – A “Small commerce Act” for Europe’ (COM(2008)0394) and the Commission’s 2008 and 2009 work Programmes,

    –  having admiration to the Commission communication of 14 March 2006 entitled ‘Implementing the Lisbon Community Programme for Growth and Jobs: Transfer of Businesses – Continuity through a unusual beginning’ (COM(2006)0117),

    –  having admiration to the Commission communication of 5 July 2002 entitled ‘A framework for the promotion of employee monetary participation’ (COM(2002)0364) and Parliament’s resolution of 5 June 2003 thereon(2),

    –  having admiration to the belief of the European Economic and gregarious Committee (EESC) of 21 October 2010 on employee monetary participation in Europe,

    –  having admiration to its resolution of 15 January 2013 on information and consultation of workers, anticipation and management of restructuring(3),

    –  having admiration to its resolution of 14 January 2014 on monetary participation of employees in companies’ proceeds(4), and the belief of the Committee on Economic and Monetary Affairs (2013/2127(INI)),

    –  having admiration to the study requested by Parliament’s Committee on Employment and gregarious Affairs entitled ‘Employee monetary participation in companies’ proceeds’, which was published in September 2012,

    –  having admiration to the Mid-Term Review of the Capital Markets Union Action design published on 8 June 2017 (COM(2017)0292),

    –  –  having admiration to the Commission’s pilot project entitled the ‘Promotion of employee ownership and participation’, of which the final version was published in 2014,

    –  having admiration to the PEPPER IV Report, entitled ‘Benchmarking of employee participation in profits and enterprise results in the member and candidate countries of the European Union’, which was published in October 2009 by the Free University of Berlin,

    –  having admiration to the PEPPER III Report, entitled ‘Promotion of employee participation in profits and enterprise results in the unusual member and candidate countries of the European Union’, which was published in June 2006 by the Free University of Berlin,

    –  having admiration to the report of 18 December 2003 of the high-level group of independent experts on transnational obstacles to the growth of employee monetary participation in transnational enterprises,

    –  having admiration to the PEPPER II Report, entitled ‘Promotion of participation by employed persons in profits and enterprise results (including equity participation) in Member States’, which was published by the Commission in January 1997 (COM(1996)0697),

    –  having admiration to the PEPPER I Report, entitled ‘Promotion of employee participation in profits and enterprise results’, which was published in March 1991 by the Commission and the European University Institute,

    –  having admiration to Rule 52 of its Rules of Procedure,

    –  having admiration to the report of the Committee on Employment and gregarious Affairs (A8-0293/2018),

    A.  whereas there are several employee monetary participation (EFP) models an employer can select from: profit sharing, individual employee participate ownership, worker ownership in cooperative models and employee stock ownership plans (ESOPs);

    B.  whereas the most arrogate EFP model must subsist carefully chosen by the individual company and its workers, taking due account of the specific national taxation rules and sectoral context, and will mostly depend on the size, activity and status of the company, especially if it is listed; whereas it is not arrogate to develop a comprehensive ‘one size fits all’ model for EFP at EU level;

    C.  whereas, according to data from the 2013 European Company Survey(5), EFP schemes can vary greatly according to company characteristics; whereas 62% of European establishments expend some profile of variable pay, with profit sharing accounting for 30% and pay linked to group performance 25%; whereas share-ownership schemes are used by 5% of establishments; whereas these EFP schemes are more prevalent in the private sector than in the public sector (with some national exceptions), as well as in inevitable economic sectors, particularly information and communications technology, finance, insurance, and consultancy; whereas larger companies are more likely to expend these EFP schemes than diminutive and medium-sized enterprises, and they are likewise more common in foreign-capital or multinational companies and in companies located in economically(6) central or advanced regions;

    D.  whereas ESOPs are a profile of EFP using an intermediate entity able to exercise voting rights or other forms of governance on behalf of employees, who could voluntarily chose them;

    E.  whereas EFP schemes involving workers in consultation and decision-making beget proven(7) benefits for both employees and the company, including in terms of sustainable governance, transparency, gregarious dialogue, mutual respect between employers and employees, and other aspects such as recruitment, retention, motivation, job satisfaction and skills development, as well as overall performance and profitability;

    F.  whereas employee participation in decision-making could improve organisational performance and employees’ property of working life, and whereas it could act as a workplace innovation tool(8) to promote a sense of ownership, enhance the rush of information in the company and improve levels of faith between employers and employees;

    G.  whereas EFP schemes can beget positive impacts on the economy of Member States by supporting companies, including SMEs, and the job market; whereas workers’ monetary participation in their company can contribute to job satisfaction, a sense of ownership, mutual respect between employers and employees and overall performance, and can abet employees find opportunities in their home countries;

    H.  whereas, in the context of the evolution of the Capital Market Union (CMU), EFP could contribute to the CMU objectives of inclusive growth and transparency in economic activity; whereas EFP, if coupled with training for participants provided by companies and Member States, could improve monetary education amongst EU citizens, potentially reducing their reluctance to invest, and potentially increasing retail investment;

    I.  whereas the European Employment Strategy and the Europe 2020 Strategy set priorities to improve the property of jobs and ensure better working conditions; whereas increasing employee participation in company monetary results and offering better rewards could abet meet these goals;

    J.  whereas EFP must proceed hand-in-hand with a high even of information, training and consultation with staff so that they are fully awake of the functioning of the monetary participation schemes that they could join, to enable them to get a fully informed assessment of the potential benefits and risks of these schemes, such as in the case of the company’s bankruptcy;

    K.  whereas, through EFP, enhanced gregarious dialogue and strategic decision-making, employers might invest in evolution opportunities for their workforce, thus contributing to the fight against gregarious exclusion and ensuring a high even of training;

    L.  whereas, by involving employees in the decision-making process, depending on the specificity of the scheme, EFP can, in some cases, abet companies, including SMEs, with respect to restructuring and commerce continuity by addressing company succession and generational renewal problems, for sample in family businesses;

    M.  whereas it should subsist borne in intellect that EFP has positive and negative elements to it;

    N.  whereas EFP bears some monetary risks, but might likewise act as a shock absorber, allowing bonuses or other rewards and likewise ensuring that workers beget a portfolio of saved shares; whereas ESOPs in particular may subsist an sample of an employee buy-out model for non-listed companies where the priority buy-out process could allow employees to potentially safeguard their own jobs when there is the possibility of buy-outs by other companies;

    O.  whereas measures are therefore needed to protect employees from facing risks such as losing both their job and the capital invested when their employer is impacted by a crisis; whereas EFP may not subsist used to reduce the gregarious and employment rights acquired by employees, must not supplant proper basic pay, other forms of remuneration or contributions to pension schemes, and must not subsist a pass to transfer risks onto the worker or not to comply with labour law;

    P.  whereas participation in the EFP should remain voluntary for employees, particularly in SMEs, while not affecting their labour market mobility, their gregarious security or their prerogative to capture collective action; whereas employees should therefore beget access at totality times to information regarding the economic situation of the company, with the exception of its trade secrets and commercially sensitive information, and subsist informed of the advantages and disadvantages of each EFP scheme available;

    Q.  whereas fiscal incentives are key elements to promote EFP that could pay off in a medium to long term, considering that countries which beget a long tradition of employee monetary participation likewise beget the most developed employee ownership and the highest fiscal benefits;

    R.  whereas proactive employment policies such as advocate for genuine self-employment and regular and gregarious entrepreneurship are faultfinding tools for the reintegration of the unemployed into the labour market, in line with the European Entrepreneurship Action design adopted in January 2013;

    S.  whereas the current European gregarious Fund promotes gregarious entrepreneurship and the gregarious and solidarity economy, and the upcoming ESF Plus should continue to conclude so; whereas EFP can get a valuable contribution to the evolution of the gregarious and solidarity economy by, for example, making investment or funding more accessible;

    T.  whereas EFP can subsist complementary to EU programmes aimed at improving access to capital, especially for SMEs, such as the COSME programme, the InnovFin programme, the Creative Europe programme and the European structural and investment funds;

    U.  whereas EFP could subsist a complementary instrument to the European Globalisation Adjustment Fund which helps people who beget lost their jobs as a result of major structural changes due to globalisation or the economic and monetary head with respect to re-skilling, training, supporting self-employment, commerce start-ups and employee takeovers;

    V.  whereas EU guidelines for EFP could abet Member States develop frameworks for EFP schemes that could potentially lead to benefits both for employers and employees and likewise multiply public awareness of EFP;

    W.  whereas information about the economic situation of the company concerned, as well as information about the attached risks, should subsist available to the workers concerned at totality times;

    1.  Calls on the Commission to reckon arrogate recommendations to cheer Member States and companies, particularly SMEs, to develop and proffer EFP schemes for the benefit and in the interest of both employees and companies; stresses that these schemes should:

    -  protect workers’ income safety,

    -  not exploit workers in a head situation,

    -  not shift entrepreneurial risk to workers,

    -  guarantee a high even of protection for workers’ investments;

    2.  Calls on the Member States to provide non-mandatory incentives, including tax incentives that conclude not override national taxation rules, in line with best rehearse principles, when promoting employee ownership schemes among companies and employees, at the same time as supporting the highest standards of gregarious protection for employees and safeguarding their prerogative to collective action;

    3.  Underlines that EFP has to subsist embedded in a system of workers’ involvement, for sample in company decision-making, including through workers’ representatives, and that EFP must not subsist a substitute for impartial and decent pay, nor an alternative to public pensions or to collectively agreed pension schemes;

    4.  Calls on the Commission to implement the ‘five-point action plan’ included in the final report of the pilot project for the promotion of employee ownership and participation of 2014;

    5.  Recognises the link between legislative measures at national even favouring EFP schemes and the number of companies and employees using them;

    6.  Highlights the transnational obstacles that are faced by both companies offering such schemes in several Member States, and employees, namely discrepancies in legislation and the risks of double taxation which may incur substantial administrative costs and impinge on the liberty of movement of workers, which plays an essential role in combating the scourge of unemployment and enhancing convergence and integration among Member States;

    7.  Calls on the Commission and the Member States to raise awareness as advised in the final report of the pilot project for the promotion of employee ownership and participation from 2014, to capitalise on the findings of research projects and cheer the cross-border transferability of best practices, and to pose a set of simple, elementary and basic supportive models;

    8.  Calls on the Commission and the Member States to provide dedicated websites that would comprehend model profit-sharing agreements for SMEs and VSEs for ease of implementation, as well as information about attached risks and other relevant material; further calls on the Commission and Member States to continue collecting data on the expend and spread of monetary participation schemes, as well as to examine the impact of monetary participation on the functioning of the company, the property of its work and its retention of workers, with the abet of the European Foundation for the Improvement of animate and Working Conditions;

    9.  Calls on the Member States and the Commission to assist companies which present an interest in EFP with solutions and specific advocate measures to avoid extreme administrative and evolution costs associated with implementing EFP, especially in SMEs, and to cheer outsourcing operators such as banks and investment funds to pose simple EFP schemes tailored to suit this kind of company, while making confident that intermediaries conclude not capture advantage of the smallest companies, and that there are no hidden costs;

    10.  Calls on the Commission and the Member States to promote monetary education in order to empower EU citizens and raise awareness about the implications of EFP;

    11.  Calls on the Commission and the Member States to engage with gregarious partners, employee ownership organisations and other stakeholders at the genesis of the process in order to design the most arrogate EFP frameworks, and when an EFP scheme is considered relevant, to negotiate it on a ‘plant-by-plant’ basis while considering the size and kind of company, its workforce and monetary situation, but likewise the national legislation and practices;

    12.  Recommends negotiating employee savings schemes and tools at a branch-by-branch even in order to provide SMEs and VSEs with benchmark agreements that can subsist implemented directly and conveniently by these companies;

    13.  Highlights that EFP should subsist open to totality employees on a non-discriminatory basis, regardless of age, gender, nationality, full-time / part-time work arrangements, etc.;

    14.  Adds that differentiation between employees may subsist justified to meet the different needs and interests of the employees, such as restricted shares plans that are confined to executives;

    15.  Considers that ESOPs should likewise allow employees to expend the ESOP account for other equity than that of the current employer, so as to mitigate concentration risk, particularly for SMEs;

    16.  Recalls that the conclusion to join EFP schemes should subsist totally voluntary, significance no action should subsist taken against employees if they select not to join and when they agree, their participation should subsist based on arrogate training and the informed consent of the employee, who is fully awake of his or her entitlements, obligations and risks, of the situation of the company, of the advantages and disadvantages of each scheme, of the taxation effects when joining the scheme and of the conditions which apply when he or she leaves the company or the scheme;

    17.  Considers that EFP should not supplant or diminish proper basic remuneration or any other profile of contribution such as gregarious security contributions, but should subsist complementary to totality gregarious and contractual rights, this being a pre-condition to implementing EFP;

    18.  Believes that more links should subsist developed between EFP and the gregarious economy, especially through programmes such as Creative Europe which proffer microloans up to EUR 25 000 to diminutive companies and gregarious businesses;

    19.  Calls on the Commission and the Member States to reckon the rapid evolution and change of the labour market and the consequent challenges regarding skills, digitalisation, automation, wealth inequalities and gregarious security cuts, and the continuous creation of unusual opportunities to advocate and protect workers and enable them to accommodate and develop professionally and personally;

    20.  Stresses the essential role that EFP can play in fostering entrepreneurship and an entrepreneurial intellect set by facilitating research and access to capital, especially for start-ups;

    21.  Highlights that although micro-enterprises play an essential role in the economy of most EU Member States, no supportive measures for employee participate ownership are implemented for them as yet;

    22.  Welcomes initiatives led by directorates-general of the Commission such as DG EMPL, FISMA and GROW supporting employment, SMEs and the capital markets union, and calls for a coordinated approach for the best expend of available resources, remembering that the final beneficiary is the European citizen;

    23.  Instructs its President to forward this resolution to the Council and the Commission.

    (1)

    OJ L 307, 18.11.2008, p. 11.

    (2)

    OJ C 68E , 18.3.2004, p. 429.

    (3)

    OJ C 440, 30.12.2015, p. 23.

    (4)

    OJ C 482, 23.12.2016, p. 41.

    (5)

    Third European Company Survey, Eurofound, 2013.

    (6)

    Changes in remuneration and reward systems, Eurofound, 2016.

    (7)

    Annual economic survey of employee participate ownership in European countries.

    (8)

    Workplace innovation in European companies, Eurofound, 2016.



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