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A2040-928 - Assessment- Developing Websites Using IBM Web Content Manager 8.0 - BrainDump Information

Vendor Name : IBM
Exam Code : A2040-928
Exam Name : Assessment- Developing Websites Using IBM Web Content Manager 8.0
Questions and Answers : 91 Q & A
Updated On : November 16, 2018
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A2040-928 exam Dumps Source : Assessment- Developing Websites Using IBM Web Content Manager 8.0

Test Code : A2040-928
Test Name : Assessment- Developing Websites Using IBM Web Content Manager 8.0
Vendor Name : IBM
Q&A : 91 Real Questions

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IBM Assessment- Developing Websites Using

Modernizing IBM i Apps with Microservices | Real Questions and Pass4sure dumps

November 7, 2018 Alex Woodie

application modernization ability various things to distinctive individuals. For some, it may be turning a 5250 screen into a web or cell interface, or replacing database access with SQL. but for others in the IBM i group, including the dealer OpenLegacy, modernization refers to exposing current enterprise logic as APIs via a microservices architecture.

Microservices refers to a software construction technique whereby functions are damaged down into numerous self-contained components and served by way of APIs in a loosely coupled however coordinated method. The main capabilities of this approach is every microservice is constructed independently of others, which may increase productiveness and influence in additional resilient purposes. It’s fairly lots the direct philosophical opposite of the monolithic method behind many (if not most) IBM i purposes.

The up to date allotted microservices structure is similar in some respects to the service oriented architecture (SOA) approach that rose to prominence in the early 2000s, including the componentization of company system and reliance on APIs. youngsters, there are important distinctions that set microservices, together with using lighter weight API protocols corresponding to rest (as a substitute of soap and XML) and using containerization technologies like Kubernetes and Docker.

whereas microservices were within the news somewhat, they’re still enormously new and there is a lot of work being done in the mean time to strengthen the tooling that companies can use to construct and expose their personal microservices. A contemporary survey by means of microservices software provider Perficient discovered that 70% of businesses are investigating microservices architectures, however are facing IT headwinds because the corporations shift to become greater agile and DevOps-concentrated.

Microservices are being adopted with new applications, but that doesn’t mean they’re inappropriate to latest ones. A recent red Hat survey discovered that about pretty much eighty% of clients of its Kubernetes platform, called OpenShift, have been taking a look at microservices as a part of their efforts to re-architect latest purposes.

To be certain, there are loads of experiences of companies adopting microservices technologies and techniques to benefit more cost from legacy techniques. In its fresh whitepaper “How APIs Can Modernize Legacy techniques,” API administration enterprise MuleSoft discusses how a number of enormous businesses like Siemens and Mount Sinai health gadget re-architected enterprise methods housed in legacy methods like IBM mainframes round APIs, which greater access to the techniques while reducing renovation expenses.

MuleSoft supports the IBM i platform with its API administration platform. you could also locate IBM i assist with some of the proper-tier API management companies, reminiscent of IBM with its join offering, CA applied sciences and its Layer 7 providing, and Google with its Apigee providing.

APIs are a core enabling element of microservices. however increasingly agencies are looking for microservices structures to assist speed up the creation of a microservices structure of their ambiance. One vendor setting up this sort of microservice platform for IBM i is OpenLegacy.

A microservices structure makes it possible for company logic to be known as by means of APIs in decentralized and resilient fashion. (graphic courtesy Smartbear.)

the new Jersey-based business has been plying the utility modernization waters for IBM mainframe and IBM i with its API-centric providing when you consider that it burst onto the scene a few years ago. on the time, the business become espousing its skill to re-kit and expose company tactics on IBM i and mainframe methods as individual cleaning soap and rest APIs.

however as momentum has built round microservices, OpenLegacy has tailored its API strategy and adopted the microservices method to legacy modernization, in response to OpenLegacy Chief Product Officer Zeev Avidan. “Two years in the past we have been at the beginning of that journey,” Avidan tells IT Jungle. but now we’re proposing an entire microservice structure out of the box.”

The enterprise’s microservices-primarily based application integration platform has a couple of components, Avidan says. There’s a Java-based mostly software building equipment (SDK) that exposes a person company method as an API and additionally permits clients to add new capabilities, similar to analytics or safety. This JDK generates a standard Java object that be served from the IBM i server or some other ambiance with a JVM. The runtime atmosphere instantiates what’s known as a microservices “mesh” that permits the features to be invoked. There’s also a management console that lets administrators handle what’s going on.

OpenLegacy is gaining traction with its microservice providing in the banking and coverage container, Avidan says. The company has assorted consumers all over that are exposing IBM i and mainframe business approaches as microservices by way of relaxation APIs.

“It enables them to create digital offering and digital interfaces that pull data form their mainframe, and doing it with out the use of any middleware,” Avidan says. “so they don’t want MQ or any of these issues. It’s a right away connection. It’s scalable and it performs very smartly.”

There’s nothing stopping IBM i and mainframe customers from developing their personal microservices. “It’s not unimaginable to do. which you can completely create APIs the usage of these concepts,” Avidan says. “The difficulty with it really is all that work is manual.”

To get a headstart on microservices, many corporations pay programs integrators to generate APIs for them, which they can then expose as a part of a microservices structure. while that may additionally work, it doesn’t depart the consumer with the capability to trade and adapt those microservices going forward, Avidan says.

“What you really want isn't someone to go and construct it for you,” he says. “What you really want and what our valued clientele understand, is you need that muscle of creating the features yourselves, because it's a core competency these days. if you’re now not able to move quickly and assist the enterprise in terms of developing these features, then that’s a problem . . . . You want the muscle and the ideal solution to do that is to have a group of equipment and expertise to do it yourself.”

OpenLegacy isn’t the most effective vendor concentrated on IBM i APIs and microservices. Rocket software additionally has an offering in this arena, known as Rocket API, while LANSA also has the skill to generate RESTful services with its “low code” building atmosphere. Rogue Wave application‘s Zend subsidiary is also chasing the market with its XML Toolkit, and there are obviously others.

Whichever equipment and options you utilize to generate microservices, there’s an outstanding chance that microservices will play a more favorite position in IBM i application modernization in the foreseeable future.

linked reviews

visual LANSA Goes Low-Code With excessive Tech update

One IBM i Route Into the API economic climate

Goodbye, Java enterprise version. whats up, Jakarta EE

Don’t Be the Eeyore of Digital growth, OpenLegacy Says

What’s Legacy Now: WSDLs and stored tactics

For OpenLegacy, Modernization Is All in regards to the APIs

IBM and VMware strengthen Partnership to speed up commercial enterprise Hybrid Cloud Adoption and Digital Transformation | Real Questions and Pass4sure dumps

greater than 1,700 world agencies, including Banca Carige and CNH Industrial adopt IBM Cloud and services for VMware solutions

BARCELONA, Spain, Nov. 06, 2018 (GLOBE NEWSWIRE) -- these days at VMworld® Europe 2018, IBM (NYSE: IBM ) and VMware, Inc. (NYSE: VMW) announced new choices to help accelerate commercial enterprise hybrid cloud adoption. This contains a brand new IBM functions providing to help migrate and prolong mission-critical VMware workloads to the IBM Cloud, and new integrations to support firms to modernize functions with Kubernetes and containers.

thus far, the IBM and VMware partnership has helped more than 1,seven hundred corporations including Banca Carige and CNH Industrial undertake IBM Cloud for VMware solutions.

in keeping with research from Ovum, whereas 20 % of company methods have already moved to the cloud, eighty percent of mission-essential workloads and delicate statistics are nevertheless operating on-premises because of efficiency and regulatory necessities [1]. agencies need an open, hybrid cloud strategy to establishing, running and deploying functions in a multi-cloud environment. IBM and VMware are supplying new options to help organizations speed up hybrid cloud adoption without incurring the charge and risk usually associated with retooling operations, re-architecting applications and re-designing protection policies.

As a part of today’s information, IBM is enabling a totally automatic, enormously accessible managed world cloud architecture for mission-essential VMware workloads designed to support organisations stay away from downtime for cloud purposes and automate failovers within an IBM Cloud vicinity. This structure may be managed by using IBM features and may be deployed across IBM Cloud’s 18 availability zones within the U.S., Europe and Asia-Pacific.

Mission-essential workloads are defined as essential to the survival of the business and so essential that outages affect brand integrity. The IBM answer is designed to help these workloads at a targeted combination availability higher than many consumers can at the moment achieve with on-premises environments. The answer includes IBM Cloud infrastructure, VMware software-defined information middle applied sciences, Intel® Optane™ DC SSD and IBM capabilities that cowl a lot of commercial enterprise wants together with networks, storage, resiliency and other tools constructed for monitoring and troubleshooting cloud applications.

moreover, IBM and VMware announced new technology collaborations to assist enterprises to modernize functions with containers even with even if they're deploying on-premises, within the deepest cloud or within the public cloud.

IBM Cloud deepest Hosted can now be installed on VMware vCenter Server on IBM Cloud, which supports the management and orchestration of digital machines and containers within a standard protection mannequin and private community. With IBM Cloud inner most Hosted on VMware vCenter Server, customers can containerize stateless components of a virtualized utility while keeping stateful add-ons reminiscent of databases inside the virtual desktop. It additionally permits purchasers to modernize purposes with the IBM Cloud private catalogue of features together with Blockchain, AI and experience services, among many others.

apart from IBM Cloud inner most Hosted, IBM Cloud for VMware solutions are actually built-in with the IBM Cloud Kubernetes carrier, which offers a totally managed Kubernetes atmosphere so customers can be aware of application construction.

To supply a unified networking solution in an effort to bridge IBM Cloud deepest and the IBM Cloud Kubernetes carrier, IBM is increasing use of virtual cloud networking with the adoption of VMware NSX-T statistics core. because the groundwork for a software-primarily based community structure that promises capabilities to applications and records anywhere they can be found, NSX-T gives consistent networking and protection for all deployment models, including VM, containerized and bare metallic. NSX-T has been validated by means of IBM as a supported community stack for IBM Cloud inner most.

To assist on-premises workloads, VMware vRealize Operations is now attainable on IBM vigour methods. With VMware vRealize Operations for energy, IT managers can display screen a heterogenous infrastructure from a single dashboard, allowing them to greater efficiently allocate materials and free them from the time-drinking procedure of switching between dissimilar tools to manipulate a sprawling infrastructure.

IBM and VMware also introduced that VMware will use Watson to aid improve client service across VMware help portals. as a substitute of static drop downs, now VMware customers can leverage Watson to directly and easily communicate with the portal in natural language. Watson is designed to realize product class and edition, analyze issues and healthy those issues with an authority engineer for quicker resolution and an improved client support adventure.

IBM and VMware remain committed to providing new solutions and features to assist organisations improve their cloud adventure. nowadays at VMworld Europe, VMware CEO Pat Gelsinger, and Arvind Krishna, Senior vp, Hybrid Cloud, introduced on stage the formation of a Joint Innovation Lab with committed engineers so as to deliver even more video game changing solutions and services.

“The VMware and IBM partnership builds upon the strengths of both companies. VMware is relied upon by way of practically each significant enterprise nowadays, together with 100% of the Fortune a hundred. today these organizations can effectively and securely lengthen these workloads into IBM’s world public cloud the usage of Hybrid Cloud Extension for giant-scale bulk migration and bi-directional application mobility,” stated Pat Gelsinger, chief govt officer, VMware. “Now with the latest developments in our relationship, we’re making it viable for valued clientele to flow, modernize and function any software – VM or containerized, normal or mission-crucial – in the IBM Cloud.”

“nowadays’s announcement is a testament to our a success and long-standing partnership with VMware that has yielded amazing enterprise outcomes for heaps of consumers globally on their path to digital transformation,” observed Martin Jetter, senior vice chairman, global know-how functions, IBM. “With these new features and options, organisations can migrate and modernize their most crucial VMware workloads on the IBM Cloud in a incredibly cozy, open, multi-cloud environment. Our aim is to help shoppers reduce possibility and forestall any disruptions in a cloud atmosphere a good way to continue to be laser concentrated on innovation.”

world groups Adopting IBM Cloud for VMware options for Hybrid Cloud StrategyAdoption of IBM Cloud for VMware options continues to grow as firms embody hybrid cloud recommendations to support them generate new enterprise value from their records.

CNH Industrial, a leader in the capital goods sector operating in the agricultural and development gadget, business cars, uniqueness motors and powertrain segments, has signed a multi-12 months cloud agreement with IBM. As a part of its cloud method, CNH Industrial will prolong VMware workloads from on-premises infrastructure to the IBM Cloud to provide greater flexibility, cost efficiencies, output resilience and consistency in conducting its operations to supply superior in category client service. in the course of the cloud contract, CNH Industrial will also use IBM Cloud private and Watson artificial Intelligence to transform its enterprise tactics.

Banca Carige, probably the most main Italian banking companies with greater than 500 years of subculture, 519 branches and over 1 million purchasers, is adopting a hybrid cloud method to simplify its IT atmosphere and optimize its functions as it evolves into a digital financial institution. Banca Carige will use IBM Cloud for VMware options throughout public and private cloud environments to permit the adoption of massive statistics methodologies, analytics and cognitive equipment, with the purpose of improving business competitiveness.

About IBM CloudWith $19B in annual cloud profits, IBM is the global chief in commercial enterprise cloud with a platform designed to fulfill the evolving needs of company and society. relocating previous productiveness and cost improvements, the IBM Cloud is tuned for the AI and information calls for which are riding proper differentiation in today's business. IBM's inner most, public and hybrid choices give the world scale companies should help innovation across industries.

About VMware VMware utility powers the area’s complicated digital infrastructure. The business’s compute, cloud, mobility, networking and security choices deliver a dynamic and efficient digital basis to over 500,000 purchasers globally, aided by way of an ecosystem of seventy five,000 partners. Headquartered in Palo Alto, California, this year VMware celebrates twenty years of leap forward innovation benefiting enterprise and society. For extra assistance, please discuss with

VMware, VMworld, vCenter, vCenter Server, NSX-T, NSX-T records middle, vRealize, and vRealize Operations are registered logos or emblems of VMware, Inc. or its subsidiaries in the u.s. and other jurisdictions.

this text may comprise hyperlinks to non-VMware web sites that are created and maintained with the aid of third parties who are solely liable for the content material on such sites.

Utah has a shortage of simple care physicians. This task force is teaming up with IBM to fix it | Real Questions and Pass4sure dumps

SALT LAKE city — The number of physicians, clinicians and nurses the state is turning out has all the time been estimated in keeping with existing want, which may have fueled the scarcity of qualified suppliers Utah is up against.

"We're thinking about and asking people to extend classes on previous information, when we understand our needs sooner or later might be distinct," pointed out Sen. Ann Millner, R-Ogden, who is working with the Utah medical education Council and the Utah enviornment health training center to improve stronger policies on instructing the longer term fitness care group of workers.

because the demographics inside Utah vary greatly, so do the wants. The complete state could use greater basic care physicians, and IBM, a global counsel know-how tremendous, stepped in to aid work out how to get there.

Steve Griffin, Deseret news

school of Utah first-yr clinical college students attend their lecture category in the health Sciences education constructing on the school of Utah campus in Salt Lake city on Friday, Nov. 2, 2018.

A crew from IBM fitness Corps, a professional bono initiative of the company that focuses on tackling fitness disparities, spent three weeks in the Beehive State interviewing, amassing records and developing application that consultants can use to drill down to extra useful and effective ranges.

When it is comprehensive, the body of workers optimization device they developed will assist health care leaders, educators and lawmakers throughout the state to extra as it should be predict and fill health care needs in the future. The open source technology may even be used in other places, adapted to healthy any state's needs.

"it's going to help us step lower back and rethink in ways that we don't seem to be accustomed to … to optimize the skills and the journey of the health care groups we collect for the future, however even more importantly to do this in such that we're in a position to supply extra purchasable, extra cost effective, best primary fitness care entry to the residents of Utah, which is our first precedence," Millner pointed out during the unveiling of the IBM health Corps mannequin at the Utah State Capitol on Thursday.

Dr. Mike Magill, director of the Utah area health training middle and former chairman of the school of Utah's branch of family unit and preventive drugs, has been working to optimize accessible statistics for years.

He pointed out tons has changed in the manner that health care is delivered.

"The vision of the longer term is terribly different than the old days," Magill mentioned, recalling experiences of his grandfather working a medical follow and seeing patients at domestic.

one other difficulty is that medical schooling of any type is high priced and, he spoke of, "the pipeline may also be long."

greater than half of all health care costs go to personnel, and whereas the us spends means past what other countries do on fitness care, the first-rate of that care is never much diverse, said Anne Fischer, a fitness care analyst with IBM's Truven health primarily based in Detroit. And, loads of it will also be administered on the simple care stage.

Fischer spoke of primary care physicians have a distinct opportunity to intervene with sufferers early on, decreasing the incidence of sickness and maybe preventing lengthy-time period problems.

Yet, the variety of simple care suppliers is dwindling.

Utah wants an average of 379 new physicians every 12 months to keep up with population growth, growing older, and physician retirement, in keeping with a 2016 file with the aid of the Utah scientific schooling Council. it is on desirable of rising fitness care expenses and accelerated demand from a transforming into population.

The computing device, the construction of which is funded with the aid of a provide from IBM, helps fuel a "facts-pushed conversation" it is "essential to get where we should be," noted Clark Ruttinger, director of workforce research on the Utah scientific schooling Council. The council became created more than 20 years ago "out of a necessity to cozy and stabilize the state's deliver of fitness care clinicians," in line with the organization's web page.

The should predict body of workers needs became essential then, and it is important now, however, Ruttinger pointed out, "we're nonetheless using 20th-century methodologies to plot for the longer term."

"we are absolutely mindful that provide counts, besides the fact that children effortless to collect and compare, do not tell us anything about how fit our inhabitants is," he said.

Utah is in fact underserved, Fischer mentioned, as the state doesn't have pretty much adequate primary care suppliers — physicians who can tackle fitness care wants at their basic stage — to provide for the inhabitants. The state additionally has a younger and relatively suit inhabitants, although spread between rural and urban settings which have distinctive health care needs.

perhaps the most effective drawback of a scarce fundamental care presence is transforming into difficulty for the mental health of many Utahns, as suicide charges in Utah fall well above the national standard, Fischer spoke of. a prime care company could screen for issues and determine behavioral health issues earlier in an individual's lifestyles and likely result in improved consequences for a lot of sufferers.

To help clear up the concerns Utah faces with its company shortage, Fischer and 6 other IBM fitness Corps enlistees helped to organize existing information and broaden its usability, paving a means for a sophisticated model to enable policymakers to make extra correct predictions for the future.

The framework they provided will proceed to be worked to establish probably the most constructive approach of supplying health care, pointed out Richard Hopkins, an IBM uncommon engineer from Yorkshire, within the uk. He spoke of it would not make experience to pay a professional to supply immunizations, identical to it wouldn't be effective to have a nurse operate mind surgery.

those discrepancies make it elaborate to know who and how many to coach, and the way to do it.

The device, so as to doubtless be fully practical inside the next three years, might compare the current and premiere health care wants within counties and even towns, in line with a few statistical indications. greater facts needs to be collected to make it most effective, the IBM fitness Corps laborers spoke of.

The correct enter, noted IBM records scientist Hannah Yang, will result in the desired outcomes.

Of route, she noted, there are barriers, too, seeing that now not every person utilizes fitness care or is insured, and information is not collected on americans who are by no means sufferers.

9 comments on this story

The team accomplished its three-week mission in Utah on Friday, leaving the newly developed tool within the able hands of the Utah clinical schooling Council. Ruttinger observed they'll proceed to best-tune it and provide extra statistics to make it greater positive in choosing the way forward for health care in Utah.

"Utah is awfully imaginative within the fitness care field," referred to Randy Gregory, senior design strategist for IBM Watson fitness's life sciences division. "we will keep that going. You in reality have a chance to alternate health care." A2040-928 Dumps and Real Questions

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

Aug 28, 2009

Hugh McKellar

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Comperio: Comperio Front—business logic software search solutions.

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

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

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

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

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

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

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

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

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

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

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

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

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

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Franco-Nevada Reports Strong Q3 Results | real questions and Pass4sure dumps

TORONTO, Nov. 5, 2018 (Canada NewsWire via COMTEX) -- Cobre Panama funding complete

(in U.S. dollars unless otherwise noted)

"Franco-Nevada's diversified portfolio and business model continues to generate strong revenues and margins," commented David Harquail, CEO. "Subsequent to quarter end, we made the final installment on our $1 billion funding commitment for the Cobre Panama project. Franco-Nevada expects substantial growth in its revenues and EBITDA from assets already in place. Revenues are expected to increase by more than 30% once Cobre Panama ramps-up towards full production, Candelaria returns to normal operations and with the continued development of our U.S. oil & gas assets. We are also pleased to again increase our oil & gas revenue guidance for 2018."

Q3/2018 Financial Highlights

-- $170.6 million in revenue -- 120,021 Gold Equivalent Ounces(1) ("GEOs") sold -- $134.7 million of Adjusted EBITDA(2) or $0.72 per share -- $52.1 million of net income or $0.28 per share -- $54.6 million of Adjusted Net Income(3) or $0.29 per share -- $45.0 million of dividends declared in the quarter Revenue and GEOs by Asset Categories Q3/2018 Q2/2018 Q3/2017 GEOs Revenue GEOs Revenue GEOs Revenue # (in # (in # (in millions) millions) millions) Precious Metals Gold 91,820 $110.6 83,870 $108.6 89,240 $114.4 Silver 17,023 20.5 14,147 18.1 20,698 26.8 PGMs 7,635 9.0 7,546 9.6 8,518 11.1 --- Precious Metals - Total 116,478 $140.1 105,563 $136.3 118,456 $152.3 Other Mining Assets 3,543 4.3 1,770 2.3 5,331 6.7 Oil & Gas 26.2 22.7 12.5 --- 120,021 $170.6 107,333 $161.3 123,787 $171.5

For Q3/2018, revenue was sourced 82.1% from precious metals (64.8% gold, 12.0% silver and 5.3% PGM) and 82.7% from the Americas (43.7% Latin America, 19.9% U.S., and 19.1% Canada). The percentage from precious metals is expected to increase next year as Cobre Panama begins its ramp-up and Candelaria returns to normal operations. Operating costs and expenses for the quarter were in-line with the prior year. Oil & gas revenue increased 109.6% year-over-year, reflecting the additional contributions from the SCOOP/STACK, Midland, Delaware and Orion royalties, higher prices and increased payments from Weyburn. Cash provided by operating activities was $128.2 million, an increase of 10.5% compared to Q3/2017.

Corporate Updates

-- Strategic Relationship with Continental Resources, Inc.: On October 23, 2018, Franco-Nevada contributed $214.8 million to close its previously announced transaction with Continental Resources, Inc. to acquire mineral rights in the SCOOP and STACK plays of Oklahoma. Franco-Nevada has also committed, subject to satisfaction of agreed upon development thresholds, to spend up to $300 million over the next three years to acquire additional mineral rights through a newly-formed company. Acquisition of mineral rights is ongoing and Franco-Nevada now expects to fund additional capital contributions of between $35 and $55 million in 2018 as part of its $300 million commitment. -- 2018 Oil & Gas Guidance: To reflect the continued strong performance of the oil & gas assets, Franco-Nevada now expects to generate $75 to $85 million in revenue from oil & gas for 2018. This represents a further increase to our updated guidance in August of $65 to $75 million and our original guidance in March of $50 to $60 million. This guidance assumes the WTI oil price will average $65 per barrel for the balance of the year. -- Cobre Panama: In late September 2018, the Supreme Court of Panama announced a ruling in connection with the constitutionality of Law 9 of 1997. According to First Quantum, Law 9 granted the status of national law to the mining concession contract, establishing a statutory legal and fiscal regime for the development of the Cobre Panama project. First Quantum understands that the ruling relates to the enactment of Law 9 and not the legality of the mining concession allowing for the continuation of the development. Following the announcement, the Government of Panama issued a news release in support of the Cobre Panama project and the Ministry of Commerce and Industry considers the mining concession contract in effect. First Quantum indicated that it continues to work with appropriate parties to identify suitable remedies and to clarify the legal position of Law 9 and is confident in a near-medium term resolution.

Q3/2018 Portfolio Updates

-- Precious Metals -- Latin America: GEOs from Latin American precious metals assets decreased 7.2% year-over-year, with 61,967 precious metal GEOs earned in Q3/2018, reflecting decreased deliveries from Candelaria and Antamina which was partly offset by increased deliveries from Antapaccay. o Cobre Panama (gold and silver stream) - During Q3/2018, Franco-Nevada (Barbados) contributed $88.4 million of its share of construction capital for the Cobre Panama project. Subsequent to quarter end, the company contributed $25.6 million representing the balance of the $1 billion deposit for the construction of Cobre Panama. As of the end of Q3/2018, First Quantum estimates that the project is 81% complete and continues to anticipate production during 2019. o Candelaria (gold and silver stream) - Candelaria delivered 17,972 GEOs in Q3/2018, compared to 24,961 GEOs in Q3/2017. Precious metals production levels are lower as a result of the temporary processing of lower grade materials. o Antapaccay (gold and silver stream) - Antapaccay delivered 21,725 GEOs in Q3/2018, an increase of 12.2% year-over-year. o Antamina (silver stream) - 10,763 GEOs from Antamina were sold during the quarter. This is in-line with expectations and a decrease compared to 12,575 GEOs in Q3/2017. o Cerro Moro (2% royalty) - Yamana declared commercial production at Cerro Moro on June 26, 2018 with Q3/2018 being the first full quarter of production. o Guadalupe-Palmarejo (gold stream) - Guadalupe-Palmarejo delivered 10,611 GEOs in Q3/2018. Production increased year-over-year but was negatively impacted by the temporary suspension of mining activities. -- Precious Metals -- U.S.: GEOs from U.S. precious metals assets increased by 8.0% year-over-year due to strong quarters from Marigold, Bald Mountain and Fire Creek which was offset by reduced deliveries from Stillwater and South Arturo. 17,866 GEOs were earned from U.S. precious metal assets. o Mesquite (0.5-2% royalty) - During the quarter, New Gold entered into an agreement with Equinox Gold to sell the Mesquite Mine in California. Equinox Gold also owns the Castle Mountain project in California on which Franco-Nevada has a 2.65% royalty. o South Arturo (4-9% royalty) - Construction of the Phase 1 open pit and the El Nino underground mine have been accelerated with production from both operations now expected in H2/2019. Additional work is planned to assess the potential of further mining opportunities that include a Phase 3 pit and processing of heap leach material from all pits. o Marigold (0.5-5% royalty) - Marigold had a strong quarter with record material movement during the quarter. Previously, SSR Mining provided a new life of mine plan which is expected to support mining for over 10 years and gold production for 15 years. o Stibnite Gold (1.7% royalty) - Midas Gold provided an updated permitting schedule for the Stibnite Gold project which would allow for a Final Record of Decision in May 2020. Subsequently, Midas Gold announced that the Nez Perce Tribe, one of three tribes being consulted by the U.S. Forest Service, is formally opposing the project. o Fire Creek/Midas (fixed gold deliveries and royalty) & Hollister (3-5% royalty) - Hecla plans on increasing underground development at Fire Creek with the aim to increase throughput by 50% by mid-2019. At Hollister, Hecla has begun an access drift to the Hatter Graben. o Stillwater (5% royalty) - The Blitz project achieved first production in September 2017 and is expected to reach full production by late 2021 or early 2022. Blitz is anticipated to increase total PGM production from Stillwater by more than 50% to approximately 850,000 ounces per year. -- Precious Metals -- Canada: 13,391 GEOs from Canadian precious metals assets were earned during the quarter, an increase of 15.6% year-over-year compared with Q3/2017, as almost all producing assets had strong contributions. o Musselwhite (5% NPI) - Drilling and resource conversion added 0.7 million ounces of mineral reserves (partially offset by depletion) which resulted in an increase from 1.9 million ounces to 2.3 million ounces at June 30, 2018. o Brucejack (1.2% royalty) - As of the end of Q3/2018, Brucejack has produced approximately 428,000 ounces of gold since the mine start-up. Franco-Nevada's royalty begins after approximately 500,000 ounces have been produced which is expected to occur towards the end of 2018. o Canadian Malartic (1.5% royalty) - Exploration at the Odyssey and East Malartic properties continues and the JV partners continue to evaluate potential underground mining scenarios. o Dublin Gulch (Eagle) (1.5-2% royalty) - Victoria Gold continues to advance construction of the Eagle Gold Project. Full construction commenced in March 2018 with first gold pour scheduled for H2/2019. o Kirkland Lake (1.5-5.5% royalty & 20% NPI) - Continued exploration success at Macassa supports potential for future resource growth and resource conversion. Kirkland Lake Gold has previously announced plans for a new shaft at the Macassa mine which would support higher levels of production and offer more effective underground exploration. The two phase project is expected to be completed by the end of 2023. -- Precious Metals -- Rest of World: 23,254 GEOs from Rest of World precious metals assets were earned during the quarter, essentially unchanged year-over-year. o Duketon (2% royalty) - Regis Resources announced plans to proceed with development of an underground mining operation directly below the current Rosemont open pit. o Subika (2% royalty) - First underground production was achieved in June 2018 with commercial production expected in Q4/2018. The underground project is expected to increase annual production by 150,000 - 200,000 oz/year for the first five years. The Ahafo mill expansion, which is expected to increase annual production by 75,000 - 100,000 oz/year during the first five years, is expecting first production in H2/2019. o Agi Dagi (2% royalty) - Alamos announced that it has been granted the GSM (Business Opening and Operation) permit required for the development of its Kirazli project in Turkey. This is a positive indication for the permitting of Alamos' two other projects in Turkey, Agi Dagi and Camyurt, on which Franco-Nevada has royalties. o Tasiast (2% royalty) - The Phase One (12,000 tpd) expansion is complete, first ore has gone through the mill and commissioning is in its final stages. Phase Two activities are being paused as Kinross analyzes alternative intermediate throughput expansion options and engages in discussions with the Government of Mauritania. -- Oil & Gas: Revenue from oil & gas assets increased to $26.2 million in Q3/2018 compared to $12.5 million in Q3/2017, reflecting the additional contributions from the SCOOP/STACK, Midland, Delaware and Orion royalties, higher prices and increased payments from Weyburn. o Weyburn (NRI, ORR, WI) - Weyburn generated $10.6 million in the quarter versus $8.6 million in the previous year, with the asset benefitting from higher oil prices. o Delaware (various royalty rates) - The Delaware Basin royalties generated $4.4 million in the quarter. This was boosted by unbudgeted lease bonuses received during the quarter. o Orion (GORR) - Osum Oil Sands Corp. continues with its expansion of the Orion plant to 18,000 bbl/d. Third quarter production was 11,000 bbl/d and Osum plans to exit 2018 at a rate of 14,000 bbl/d. Differentials for heavy oil prices in Western Canada widened during the quarter which negatively impacted revenue. o Continental Minerals Venture (various royalty rates) - The transaction with Continental closed on October 23, 2018. Initial revenue from the transaction is expected in Q4/2018.

Dividend Declaration

Franco-Nevada is pleased to announce that its Board of Directors has declared a quarterly dividend of $0.24 per share. The dividend will be paid on December 20, 2018 to shareholders of record on December 6, 2018 (the "Record Date"). The Canadian dollar equivalent is to be determined based on the daily average rate posted by the Bank of Canada on the Record Date. Under Canadian tax legislation, Canadian resident individuals who receive "eligible dividends" are entitled to an enhanced gross-up and dividend tax credit on such dividends.

The Company has a Dividend Reinvestment Plan (the "DRIP"). Participation in the DRIP is optional. The Company will issue additional common shares through treasury at a 3% discount to the Average Market Price, as defined in the DRIP. However, the Company may, from time to time, in its discretion, change or eliminate the discount applicable to treasury acquisitions or direct that such common shares be purchased in market acquisitions at the prevailing market price, any of which would be publicly announced. The DRIP and enrollment forms are available on the Company's website at Canadian and U.S. registered shareholders may also enroll in the DRIP online through the plan agent's self-service web portal at Canadian and U.S. beneficial shareholders should contact their financial intermediary to arrange enrollment. During Q2/2018, the Company amended and restated the DRIP to allow for certain non-Canadian and non-U.S. shareholders to participate in the DRIP, subject to the satisfaction of certain conditions. Non-Canadian and non-U.S. shareholders should contact the Company to determine whether they satisfy the necessary conditions to participate in the DRIP.

This press release is not an offer to sell or a solicitation of an offer of securities. A registration statement relating to the DRIP has been filed with the U.S. Securities and Exchange Commission and may be obtained under the Company's profile on the U.S. Securities and Exchange Commission's website at

Shareholder Information

The complete Condensed Consolidated Interim Financial Statements and Management's Discussion and Analysis can be found today on Franco?Nevada's website at, on SEDAR at and on EDGAR at

Management will host a conference call tomorrow, Tuesday, November 6, 2018 at 8:00 a.m. Eastern Time to review Franco?Nevada's Q3/2018 results.

Interested investors are invited to participate as follows:

-- Via Conference Call: Toll-Free: (888) 390-0546; International: (416) 764-8688 -- Conference Call Replay until November 13(th): Toll-Free (888) 390-0541; International (416) 764-8677; Pass code 181248# -- Webcast: A live audio webcast will be accessible at

Corporate Summary

Franco-Nevada Corporation is the leading gold-focused royalty and stream company with the largest and most diversified portfolio of cash-flow producing assets. Its business model provides investors with gold price and exploration optionality while limiting exposure to many of the risks of operating companies. Franco-Nevada has a strong balance sheet and uses its free cash flow to expand its portfolio and pay dividends. It trades under the symbol FNV on both the Toronto and New York stock exchanges. Franco-Nevada is the gold investment that works.

Forward Looking Statements

This press release contains "forward looking information" and "forward looking statements" within the meaning of applicable Canadian securities laws and the United States Private Securities Litigation Reform Act of 1995, respectively, which may include, but are not limited to, statements with respect to future events or future performance, management's expectations regarding Franco-Nevada's growth, results of operations, estimated future revenues, carrying value of assets, future dividends and requirements for additional capital, mineral reserve and mineral resource estimates, production estimates, production costs and revenue, future demand for and prices of commodities, expected mining sequences, business prospects and opportunities and the remedies relating to and consequences of the ruling of the Supreme Court of Panama in relation to the Cobre Panama project. In addition, statements (including data in tables) relating to reserves and resources and gold equivalent ounces ("GEOs") are forward looking statements, as they involve implied assessment, based on certain estimates and assumptions, and no assurance can be given that the estimates and assumptions are accurate and that such reserves and resources and GEOs will be realized. Such forward looking statements reflect management's current beliefs and are based on information currently available to management. Often, but not always, forward looking statements can be identified by the use of words such as "plans", "expects", "is expected", "budgets", "scheduled", "estimates", "forecasts", "predicts", "projects", "intends", "targets", "aims", "anticipates" or "believes" or variations (including negative variations) of such words and phrases or may be identified by statements to the effect that certain actions "may", "could", "should", "would", "might" or "will" be taken, occur or be achieved. Forward looking statements involve known and unknown risks, uncertainties and other factors, which may cause the actual results, performance or achievements of Franco-Nevada to be materially different from any future results, performance or achievements expressed or implied by the forward looking statements. A number of factors could cause actual events or results to differ materially from any forward looking statement, including, without limitation: fluctuations in the prices of the primary commodities that drive royalty and stream revenue (gold, platinum group metals, copper, nickel, uranium, silver, iron-ore and oil and gas); fluctuations in the value of the Canadian and Australian dollar, Mexican Peso and any other currency in which revenue is generated, relative to the U.S. dollar; changes in national and local government legislation, including permitting and licensing regimes and taxation policies and the enforcement thereof; regulatory, political or economic developments in any of the countries where properties in which Franco-Nevada holds a royalty, stream or other interest are located or through which they are held; risks related to the operators of the properties in which Franco-Nevada holds a royalty, stream or other interest, including changes in the ownership and control of such operators; influence of macroeconomic developments; business opportunities that become available to, or are pursued by Franco-Nevada; reduced access to debt and equity capital; litigation; title, permit or license disputes related to interests on any of the properties in which Franco-Nevada holds a royalty, stream or other interest; whether or not Franco-Nevada is determined to have "passive foreign investment company" ("PFIC") status as defined in Section 1297 of the United States Internal Revenue Code of 1986, as amended; potential changes in Canadian tax treatment of offshore streams; excessive cost escalation as well as development, permitting, infrastructure, operating or technical difficulties on any of the properties in which Franco-Nevada holds a royalty, stream or other interest; actual mineral content may differ from the reserves and resources contained in technical reports; rate and timing of production differences from resource estimates, other technical reports and mine plans; risks and hazards associated with the business of development and mining on any of the properties in which Franco-Nevada holds a royalty, stream or other interest, including, but not limited to unusual or unexpected geological and metallurgical conditions, slope failures or cave-ins, flooding and other natural disasters, terrorism, civil unrest or an outbreak of contagious disease; and the integration of acquired assets. The forward looking statements contained in this press release are based upon assumptions management believes to be reasonable, including, without limitation: the ongoing operation of the properties in which Franco-Nevada holds a royalty, stream or other interest by the owners or operators of such properties in a manner consistent with past practice; the accuracy of public statements and disclosures made by the owners or operators of such underlying properties; no material adverse change in the market price of the commodities that underlie the asset portfolio; Franco-Nevada's ongoing income and assets relating to determination of its PFIC status; no material changes to existing tax treatment; the expected application of tax laws and regulations by taxation authorities; the expected assessment and outcome of any audit by any taxation authority; no adverse development in respect of any significant property in which Franco-Nevada holds a royalty, stream or other interest; the accuracy of publicly disclosed expectations for the development of underlying properties that are not yet in production; integration of acquired assets; and the absence of any other factors that could cause actions, events or results to differ from those anticipated, estimated or intended. However, there can be no assurance that forward looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Investors are cautioned that forward looking statements are not guarantees of future performance. Franco-Nevada cannot assure investors that actual results will be consistent with these forward looking statements and investors should not place undue reliance on forward looking statements due to the inherent uncertainty therein. For additional information with respect to risks, uncertainties and assumptions, please refer to the "Risk Factors" section of Franco-Nevada's most recent Annual Information Form filed with the Canadian securities regulatory authorities on and Franco-Nevada's most recent Annual Report filed on Form 40-F filed with the SEC on The forward looking statements herein are made as of the date of this press release only and Franco-Nevada does not assume any obligation to update or revise them to reflect new information, estimates or opinions, future events or results or otherwise, except as required by applicable law.

NON-IFRS MEASURES: Adjusted Net Income and Adjusted EBITDA are intended to provide additional information only and do not have any standardized meaning prescribed under IFRS and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with IFRS. These measures are not necessarily indicative of operating profit or cash flow from operations as determined under IFRS. Other companies may calculate these measures differently. For a reconciliation of these measures to various IFRS measures, please see below or the Company's current MD&A disclosure found on the Company's website, on SEDAR and on EDGAR. Comparative information has been recalculated to conform to current presentation.

1. GEOs include our gold, silver, platinum, palladium and other mining assets. GEOs are estimated on a gross basis for NSR royalties and, in the case of stream ounces, before the payment of the per ounce contractual price paid by the Company. For NPI royalties, GEOs are calculated taking into account the NPI economics. Platinum, palladium, silver and other mining commodities are converted to GEOs by dividing associated revenue, which includes settlement adjustments, by the relevant gold price. The gold price used in the computation of GEOs earned from a particular asset varies depending on the royalty or stream agreement, which may make reference to the market price realized by the operator, or the average for the month, quarter, or year in which the mining commodity was produced or sold. For Q3/2018, the average commodity prices per ounce were as follows: $1,218 gold (Q3/2017 - $1,278), $14.99 silver (Q3/2017 - $16.83), $814 platinum (Q3/2017 - $953) and $953 palladium (Q3/2017 - $901). 2. Adjusted EBITDA and Adjusted EBITDA per share are non-IFRS financial measures, which exclude the following from net income and earnings per share ("EPS"): income tax expense/recovery; finance expenses; finance income; depletion and depreciation; non-cash costs of sales; impairment charges related to royalty, stream and working interests and investments; gains/losses on sale of royalty interests; gains/losses on investments; foreign exchange gains/losses and other income/expenses and unusual non-recurring items. 3. Adjusted Net Income and Adjusted Net Income per share are non-IFRS financial measures, which exclude the following from net income and EPS: foreign exchange gains/losses and other income/expenses; impairment charges related to royalty, stream and working interests and investments; gains/losses on sale of royalty interests; gains/losses on investments; unusual non-recurring items; and the impact of income taxes on these items.

Reconciliations to IFRS measures:

For the three months ended For the nine months ended September 30, September 30, (expressed in millions, except per share amounts) 2018 2017 2018 2017 --- Net Income $ 52.1 $ 60.0 $ 170.3 $ 151.2 Income tax expense 13.8 2.9 38.4 24.4 Finance expenses 0.7 0.8 2.4 2.4 Finance income (0.7) (1.6) (2.4) (3.6) Depletion and depreciation 66.0 70.5 186.2 209.2 Non-cash costs of sales 2.0 0.6 5.7 4.7 Transaction costs on Continental Minerals Venture 0.9 0.9 Foreign exchange (gains)/losses and other (income)/expenses (0.1) 0.9 (0.6) (0.2) --- Adjusted EBITDA $ 134.7 $ 134.1 $ 400.9 $ 388.1 Basic weighted average shares outstanding 186.1 185.5 186.1 181.9 --- Adjusted EBITDA per share $ 0.72 $ 0.72 $ 2.15 $ 2.13 === For the three months ended For the nine months ended September 30, September 30, (expressed in millions, except per share amounts) 2018 2017 2018 2017 --- Net Income $ 52.1 $ 60.0 $ 170.3 $ 151.2 Foreign exchange (gains)/losses and other (income)/expenses (0.1) 0.9 (0.6) (0.2) Transaction costs on Continental Minerals Venture 0.9 0.9 Tax effect of adjustments (0.3) (1.1) (0.3) (1.1) Other tax related adjustments: Valuation allowance (0.7) 0.1 Utilization of tax attributes for which no deferred tax asset was previously (3.8) (3.8) recognized U.S. Tax Reform impact 2.0 2.0 --- Adjusted Net Income $ 54.6 $ 55.3 $ 172.3 $ 146.2 Basic weighted average shares outstanding 186.1 185.5 186.1 181.9 --- Adjusted Net Income per share $ 0.29 $ 0.30 $ 0.93 $ 0.80 === Franco-Nevada Corporation Condensed Consolidated Statement of Financial Position (unaudited, in millions of U.S. dollars) At September 30, At December 31, 2018 2017 ASSETS Cash and cash equivalents (Note 4) $ 76.9 $ 511.1 Receivables 60.7 65.9 Prepaid expenses and other (Note 6) 34.9 39.4 --- Current assets 172.5 616.4 Royalty, stream and working interests, net (Note 3) 4,436.0 3,939.2 Investments (Note 5) 197.7 203.1 Deferred income tax assets 14.9 14.5 Other assets (Note 7) 13.4 15.2 --- Total assets $ 4,834.5 $ 4,788.4 === LIABILITIES Accounts payable and accrued liabilities $ 21.2 $ 21.5 Current income tax liabilities 1.4 1.1 --- Current liabilities 22.6 22.6 Deferred income tax liabilities 67.0 60.3 --- Total liabilities 89.6 82.9 --- SHAREHOLDERS' EQUITY (Note 14) Common shares 5,136.3 5,107.8 Contributed surplus 18.7 14.2 Deficit (245.5) (310.0) Accumulated other comprehensive loss (164.6) (106.5) --- Total shareholders' equity 4,744.9 4,705.5 --- Total liabilities and shareholders' equity $ 4,834.5 $ 4,788.4 === Subsequent events (Note 16) The accompanying notes are an integral part of these condensed consolidated interim financial statements and can be found in our Q3/2018 Report available on our website Franco-Nevada Corporation Condensed Consolidated Statements of Income and Comprehensive Income (Loss) (unaudited, in millions of U.S. dollars, except per share amounts) For the three months ended For the nine months ended September 30, September 30, 2018 2017 2018 2017 Revenue (Note 10) $ 170.6 $ 171.5 $ 505.0 $ 507.8 --- Cost of sales Costs of sales (Note 11) 33.4 33.0 93.4 106.8 Depletion and depreciation 66.0 70.5 186.2 209.2 --- Total cost of sales 99.4 103.5 279.6 316.0 --- Gross profit 71.2 68.0 225.4 191.8 --- Other operating expenses (income) General and administrative expenses 5.2 5.2 17.4 17.9 Loss (gain) on sale of gold bullion 0.2 (0.2) (0.1) (0.3) --- Total other operating expenses (income) 5.4 5.0 17.3 17.6 --- Operating income 65.8 63.0 208.1 174.2 --- Foreign exchange gain (loss) and other income (expenses) 0.1 (0.9) 0.6 0.2 --- Income before finance items and income taxes 65.9 62.1 208.7 174.4 Finance items Finance income 0.7 1.6 2.4 3.6 Finance expenses (0.7) (0.8) (2.4) (2.4) --- Net income before income taxes 65.9 62.9 208.7 175.6 Income tax expense (Note 13) 13.8 2.9 38.4 24.4 --- Net income $ 52.1 $ 60.0 $ 170.3 $ 151.2 === Other comprehensive income (loss): Items that may be reclassified subsequently to profit and loss: Changes in the fair value of available-for-sale investments, net of income tax (Note 5) 17.7 7.4 Currency translation adjustment 11.2 41.4 (29.3) 81.9 Items that will not be reclassified subsequently to profit and loss: Changes in the fair value of equity investments at fair value through other comprehensive income, net of income tax (Note 5) 13.6 (1.7) --- Other comprehensive income (loss) 24.8 59.1 (31.0) 89.3 Comprehensive income $ 76.9 $ 119.1 $ 139.3 $ 240.5 === Basic earnings per share (Note 15) $ 0.28 $ 0.32 $ 0.92 $ 0.83 Diluted earnings per share (Note 15) $ 0.28 $ 0.32 $ 0.91 $ 0.83 --- The accompanying notes are an integral part of these condensed consolidated interim financial statements and can be found in our Q3/2018 Report available on our website Franco-Nevada Corporation Condensed Consolidated Statements of Cash Flows (unaudited, in millions of U.S. dollars) For the nine months ended September 30, 2018 2017 Cash flows from operating activities Net income $ 170.3 $ 151.2 Adjustments to reconcile net income to net cash provided by operating activities: Depletion and depreciation 186.2 209.2 Non-cash costs of sales 5.7 4.7 Share-based payments 4.1 4.0 Unrealized foreign exchange gain (0.1) (0.6) Deferred income tax expense 7.5 10.2 Other non-cash items (0.9) (2.0) Acquisition of gold bullion (19.4) (17.8) Proceeds from sale of gold bullion 8.1 13.3 --- Operating cash flows before changes in non-cash working capital 361.5 372.2 Changes in non-cash working capital: Decrease in receivables 5.2 6.2 Increase (decrease) in prepaid expenses and other 10.3 (9.9) Decrease in current liabilities (6.2) --- Net cash provided by operating activities 377.0 362.3 --- Cash flows from investing activities Acquisition of royalty, stream and working interests (702.3) (371.1) Acquisition of oil & gas well equipment (1.1) (1.3) Acquisition of investments (12.3) --- Net cash used in investing activities (703.4) (384.7) --- Cash flows from financing activities Credit facility amendment costs (0.5) (1.0) Payment of dividends (104.5) (94.0) Proceeds from exercise of warrants 356.4 Proceeds from exercise of stock options 0.1 10.3 --- Net cash (used in) provided by financing activities (104.9) 271.7 --- Effect of exchange rate changes on cash and cash equivalents (2.9) 31.0 --- Net change in cash and cash equivalents (434.2) 280.3 === Cash and cash equivalents at beginning of period 511.1 253.0 === Cash and cash equivalents at end of period $ 76.9 $ 533.3 === Supplemental cash flow information: Cash paid for interest expense and loan standby fees $ 1.7 $ 1.8 Income taxes paid $ 20.9 $ 36.6 The accompanying notes are an integral part of these condensed consolidated interim financial statements and can be found in our Q3/2018 Report available on our website

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SOURCE Franco-Nevada Corporation

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SOURCE: Franco-Nevada Corporation

please go to our website at or contact: Sandip Rana, Chief Financial Officer, (416) 306-6303,; Stefan Axell, Director, Corporate Affairs, (416) 306-6328

Copyright (C) 2018 CNW Group. All rights reserved.

How to set up a manual threat intelligence lifecycle program | real questions and Pass4sure dumps

Hacker silhouette

Threat intelligence is a popular topic in security circles these days. Many organizations are now using a threat feed that comes bundled with some other security product, such as McAfee’s GTI or IBM’s X-Force feeds. Lots of products, notably SIEMs, have added support for some sort of integration with specific threat intelligence feeds or more generic imports via STIX/TAXII. With many now hoping to take advantage of the large number of open source and free intelligence feeds available. Some are even investing in commercial intelligence feeds.

However, as many organizations quickly discover, without effective management of the threat intelligence lifecycle, making effective use of this valuable information is nearly impossible. Today, an organization has two choices for managing threat intelligence, these are to deploy a threat intelligence management platform, or a manual in-house management program. The steps required to set up a manual threat intelligence lifecycle program will be outlined below for those who prefer this approach.

Effective threat intelligence management consists of six main functions or processes:

  • Threat intelligence source selection
  • Threat intelligence capture
  • Threat intelligence processing
  • Actioning threat intelligence
  • Threat intelligence analysis
  • Threat intelligence maintenance
  • Each of these requires consideration of multiple challenges and requires particular skill sets be present or contracted. Right now, we will look at threat intelligence source selection and threat intelligence capture.

    Source selection is actually not the first step in setting up a manual threat intelligence program. Before any threat intelligence can be made useful, you must first have something against which to compare it. This will usually be a log management system or SIEM technology, collecting logs or other key information from security devices in your environment.

    Without this critical foundation, there is no way to correlate what is happening in your environment against the intelligence you are collecting, and therefore no way to know when you are communicating with any of the malicious indicators you have identified. Choose carefully, as the limitations of the chosen solution may reduce your options when it comes time to integrate your threat intelligence.

    Source Selection

    Assuming you have an adequate solution in place, you are ready to select the intelligence sources from which you wish to collect. You can choose from free/open source feeds or you may purchase a feed from one of the several dozen vendors in the market today. There are well over a hundred free or open source intelligence feeds available.

    Many of these feeds get their indicators from the same sources and report on the same indicators, creating large areas of overlap and duplication of data. This is an important consideration, as too much overlap can negatively impact the later stages of the threat intelligence management process. There are dozens of paid feeds available as well. Each has their own areas of focus, and costs vary widely. Although the quality of paid feeds is high, the cost of subscribing to multiple feeds can add up quickly.

    Careful attention should be paid to contract negotiations with feed vendors so that you are absolutely clear about which of their feeds you will have access to and which you will not. Another important consideration should be the methods supported for ingesting those feeds. A flexible API (Application Program Interface) would be an advantage in this instance, since you will be integrating each of these sources in-house.

    Capturing Threat Intelligence

    Once you have settled on the sources you wish to collect, a method of collection must be established. If you have lots of sources identified, you are likely to be forced to support several different methods of collection. In some cases, delivery will be automated, such as TAXII over email, or received by email, but in a format that must be converted such as a CSV, PDF, XML, or even free text. Some websites will publish threat intelligence in HTML or XML formats, from which users may either capture it manually or script an automated method to scrape the site at a predetermined interval. STIX and TAXII are widely supported standards for formatting and delivery, but support is by no means universal. An API may be available for some feeds. This is certainly the case for most commercial feeds, but it may or may not be the case with open source or free intelligence feeds.

    The APIs themselves will generally require reviewing reference documentation to understand how to access them, how to request and/or retrieve data, as well as limitations on use such as rate limits. Leveraging APIs to ingest feeds can be fairly straightforward but does require scripting or some other mechanism to actually pull the data and do something with it. Additional care and feeding may be required over time as APIs do change as features are deprecated or added, and tweaks are made for improved efficiency. Major overhauls of APIs are not unheard of and may break a lot of automation if previous APIs are deprecated. Monitoring API sources for updates is an important part of keeping feed collection running smoothly.

    You should automate as much of the threat intelligence collection process as possible. This can be done mostly via scripting but may require some additional efforts around collecting via email or web scraping. Putting in this effort pays off over time as manual collection consumes time few teams have to spare. It also frequently takes analysts away from their primary duties while they focus on the mechanics of manual collection. Source selection itself may end up being limited due to the inability to regularly capture the available data without it being manually collected.

    Once captured, threat intelligence data must be processed. Processing includes several steps:

  • Normalisation
  • Deduplication
  • Storage of indicators
  • update, expiration and removal of old indicators
  • Score/Weight intelligence
  • Enrich indicators for context
  • Associate indicators with Actors, Campaigns, Incidents, TTPs, etc.
  • Track and maintain Actor Alias list
  • If you have chosen more than a very few feeds, you will likely encounter a variety of formats. If you’re lucky, it will be something structured specifically for intelligence, like STIX, OPENIOC or CYBOX. Others will use XML or JSON, which are also structured, but not specifically created for threat intelligence information. The rest will arrive as unstructured text in a variety of file formats. You could receive intelligence via CSV, text, PDF, Word document, or any other format. You will need the necessary expertise to normalize the disparate feeds by parsing the required data out of the feeds.

    This could require a sophisticated understanding of RegEx and/or JSON/XML. Expect to create a different parser for each of your unstructured sources of intelligence. You will also need to store the parsed information in a database for later use. To give you a sense of scale for this initial repository, remember that, today, collecting a large number of feeds could result in as many as 10 million indicators per day or more. That number will only increase with time.

    Plan accordingly. However, before storage, you should de-duplicate your collected indicators to reduce the overall processing load. It is important that care is paid in the preceding the normalization step, as incorrectly normalized events will not be identical, and therefore will not be de-duplicated, resulting in unnecessary load and copies in later stages of the process. These duplications could even lead to replica alerts and investigations.

    One way to handle this would be to check the database for the existence of a particular piece of data before adding it as a new entry. If it is already there, adding a tag to the existing entry to note it was also found in another source is useful for context. Once you have normalized, cleansed, and stored your chosen indicators, you must do necessary maintenance on previously collected indicators. The reason for this is that indicators change over time. Sometimes they change types, such as going from a scanning IP in March 2014 to a brute force IP in May of 2015. You need to not only capture and reflect these changes over time, but also "expire" indicators after some period of time.

    This can be an arbitrary time frame that is set globally, say 30, 60 or 90 days, or it can be set individually by indicator type. Be aware though, that failing to expire indicators promptly will result in increased false positives, as can expiring them too quickly. It is a balance that must be struck, monitored and adjusted as needed.  Next, you will want to score and/or weight your intelligence in some fashion. Both give you the ability to prioritize certain indicators or sources, to allow you to focus your attention on those first, among the millions of indicators consumed each day. Do you trust one feed more than another? Give it a higher weight. Use that weight in your evaluation rules to prefer information from this source.

    Do you consider one type of indicator more threatening than another? Most do, but you will need to define them yourself, decide how you will classify them, and then incorporate these values and weights into your evaluation of what to present to your analysts. The scoring and weighting are the first enrichments you will perform on your intelligence data. Since you want to maximise the number of events/incidents, etc. your analysts can triage each day, you may choose to enrich your indicators for context. In addition to scoring and weighting, enrichment can mean many things. For example, information such as GeoIP, WHOIS requests, or reports from sites like VirusTotal or SHODAN. Basically, anything that will help your analysts to make a decision in the shortest amount of time should be considered at this step.

    Enrichment challenges include possible costs for commercial enrichment sources, coding or scripting necessary to integrate with your indicator database and maintenance of those mechanisms that enable the integration. Each new source of context brought in increases the size of an indicator, so planning should include such increased storage requirements. Advanced enrichments might include associations with actors, campaigns or incidents and tracking of actor aliases. These further enable analysts to gather all relevant information on indicators into one place, requiring less manual research and timelier decision-making

    Actioning Threat Intelligence

    Although a database of indicators and contextual information is useful, it is not enough. Once a storehouse of normalized, vetted, enriched information has been created, organizations must devise a means to use this information in some way. In order to confer real-time, let alone proactively benefit, the collected intelligence may be provided to some other security technology already in place. Most often, this is the SIEM or log management solution, but can include other technologies as well.

    For example, firewalls that support it could be given a list of IPs, domains or URLs that will be automatically blocked. Similarly, web proxies could be given web or domain information to do the same for user web traffic. IDS/IPS is another possible integration point, and some might opt to deliver MD5 or SHA hashes to endpoint protection solutions to enhance the lists of malware for which they monitor. After identifying the technology or technologies you wish to integrate, the normalized intelligence data must be extracted and forwarded to that destination. In order to do this, you will need to determine which fields are useful to each technology, create queries to retrieve that information, reformat it into something that it will understand, and then create a mechanism to forward that to the device/s involved. For example, if you are using ArcSight, you will need to send it in the CEF format.

    For each additional integration, you will need to repeat this process with another forwarder, each of which need to be maintained over time. Once the information has arrived at its destination, you must create "content" that will take advantage of the information. In the case of firewalls, it could be as simple as creating a block list and writing a rule to reference it. In the case of SIEMs, it might include custom parsers, lists, rules, alerts, dashboards and reports. Each integration will require its own content be created. Just as with every other component in the process, this must also be maintained and updated over time. The final task in this stage is to automate the indicator import and expiration process. Indicator import is obvious, but expiration is equally important to avoid overloading the integrated technologies with lists that grow ever larger over time. Without automation, you will have to establish and manage a manual import and expiration process.

    Everything we have discussed to this point is meant to deliver the right information to your analysts. The intelligence still has to be analyzed. An analyst workflow process must be created including incident escalation and response processes.

    This workflow must provide a repeatable process to analyse the output of the integrations you have created in the previous steps. For example, if the SIEM determines that a server is communicating with a known botnet command and control domain, your analyst must be notified in some fashion (on screen prompt, email, SMS, IM, etc.). The analyst must then evaluate the collected information and decide if this is, in fact, happening, and then take appropriate action based on that decision. If the analyst determines that the notification is not correct, they should document their findings for future reference and move on to the next analysis. If the analyst verifies that the notification is correct, they should begin a formal set of incident response steps.

    In addition to providing analysts a workflow, you must also provide them with the tools they need to gather information on incidents they analyse. This is where enrichment of the sort discussed in the processing step can be useful. Analysts use sites like SHODAN, Web of Trust, VirusTotal and more to gather additional information about indicators they see. If these sources of information can be integrated into your threat intelligence management platform, you can remove the need to go seek it out manually and save precious time when making an escalation decision.

    One final tool you may wish to provide to analysts is the ability to do indicator expansion in their research. This refers to looking at indicators that are in some way related to the indicators seen in the local environment, and doing a secondary search to see if any of those indicators have also been present. Many organizations struggle with this due to short retention periods of gathered log data. An analyst can only go as far back as the data he has to work with.

    If a threat has been found inside the network, the next steps are to find additional details about it to determine, as best as possible, where the infection came from, how it happened, and when it happened.  Traditional incident response practice kicks in here to ensure the threat is isolated and remediation steps are handled accordingly.

    Threat Intelligence Maintenance

    So far in this series we have covered everything from defining the sources of external intelligence to collection, processing, and analyzing threat intelligence. Now, once an analyst has made a decision, the output of that decision must be captured and stored, preferably within the system. Both, a "threat" and "non threat" need to be documented appropriately. If it was determined to be a threat, additional output could be to include notes, reports, recommendations or other documentation. It can also include additional information gathered about the indicators themselves.

    All this should be easily available for future reference. Indicators must be maintained over time as well. Some methods of incorporating new information about existing indicators while retaining the previous information is required. Although today, an IP may be actively engaged in brute force attacks, then next week it might get cleaned up and re-imaged. That same IP might be clean for two years before getting compromised again and being put into service as a botnet command and control IP. Analysts need to be able to see these changes over time in order to avoid confusion in analysis.

    Additionally, if integration content, such as SIEM alert rules, is based on categories or other elements that change over time, automated monitoring may fail to detect new threats and may identify threats incorrectly.


    Threat intelligence can offer concrete benefits to organizations, making security analysts more efficient and effective, but only if that intelligence has been managed correctly. Poorly managed threat intelligence can lead to incorrect decisions that may have lasting consequences for the business or organization. I have attempted to lay out the steps necessary to create a manual threat intelligence management process.

    As you can see, it is a complex undertaking, which may require a lot of resources. Some organizations have the necessary skill in-house to develop such a program. Many do not. Given the level of effort required around developing and maintaining a manual threat intelligence program, even those capable of building their own may opt for a commercial threat intelligence management platform.

    There are a lot of moving parts and all require a level of diligence to be done appropriately. It is important that you do an honest assessment of your own organization before starting a project to develop a manual threat intelligence management program.

    Chris Black, senior sales engineer, Anomali.

    Published under license from, a Future plc Publication. All rights reserved.

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