So, very warm welcome everybody to this World Economic Forum panel on the global outlook. My name is Jeff Cupmore. I work for CNBC and you'll catch me Monday to Friday for three hours in the morning doing the squawk box program. So hopefully after this panel is finished, if you haven't already found me or CNBC, you will reach out and do so. Good. What I want to do here is start off this panel by engaging you, our audience, before I start to ask questions of our panelists. And I want you to help me direct questions at our panel. And the question I have for you is, are we heading into recession or not? And what I'd like from you, and let me just tell you, the room is quite dark. So most of our panelists won't be able to identify you if you do put your hand up. So be reassured and be confident that you won't necessarily be seen voting. But what I'd like to do is just with a show of hands, ask the room, the brains trust here at the World Economic Forum, the people in the audience who are concerned or believe that we are heading into a recession, could you please put your hand up? Okay, just very roughly that feels like around half of the room to me. Notting heads, notting heads, about half the room. Right, okay. Let me ask you a different question. Who believes that the global economy will have a soft landing and that ultimately policymakers in our central banks and in our governments and heads of business will help the global economy achieve a soft landing? Who thinks that that is the most likely outcome? Please raise your hands. Okay, well, this is not scientific in any sense of the word, but on a simple count of hands in the room, I would say that around half of you feel that a recession is very likely and a small number of you are confident that a soft landing can be achieved. So I think that gives us a very good sense of the mood in the room and that of course helps me shape my questions to our panel. And let me introduce our panel because I've made them sit here and not say anything for a few moments and I think it's important that we bring them in because they are all very important people with very interesting connections to the global economy. So let me start with Kristalina Gorgieva, the managing director of the IMF. Good to have you with us, of course. You appear to have set the tone almost of this meeting by talking about the confluence of calamities that are facing the global economy right now. So hopefully we will address some of those potential calamities and we will address how policymakers can best negotiate them. Francois Villero de Gallo, the governor of the Bank of France, a very warm welcome. You're also on the ECB Council, of course. You said on Friday that our short-term priority is fighting and mastering inflation. Events have overtaken us in a sense that Christine Lagarde today has made it very clear that the ECB is now embarking on a rate-hiking cycle this year and we may even see 50 basis points at a single meeting. We will see. I love the galax shrug so early on in the panel. Jane Fraser is the CEO of Citi who forecast a brutal winter for markets not at the beginning of the year, not a month ago, back in October of 2021. So your crystal ball was working very well, I have to say. You also expressed caution about the Chinese economy coming off the boil. So that, again, was another very prescient call and I'm now thinking about relocating my pension fund given that she seems to be so accurate on what is likely to unfold in markets. And David Rubenstein, co-founder and co-chair of Carl Isle Group, great to have you on the panel. You told CNBC back on the 5th of May, inflation has been a problem but it should not cause a recession and I think we can update that view because you were on CNBC earlier today and I think you reiterated pretty much the same point that you feel we can escape recession. As did President Biden when he was asked the same question so you're in a steam company in Tokyo within the last 24 hours or so. So let me get on to some questions. The OECD has just trimmed first quarter GDP, quarter on quarter to zero or negative for most of the G7 economies. So given the mood in the room here, managing director, are we actually already in a recession in some G7 economies? And how concerned should we be about that? You scared the audience effectively but I can tell you, you have not scared your panel. So my answer is going to be not known, not at this point. It doesn't mean it is out of question. We have downgraded our projections for growth for this year in April for 143 countries. This is 86% of global GDP and since then in a short period of time, a little bit like the weather here in Davos, the horizon has darkened. Why has it darkened? Well, when we did our projections, the war was already ongoing. Now we see the consequences going far and fast. In addition to that, tightening of financial conditions, dollar appreciation and China slowing down. James prediction unfortunately has materialized. So we are looking down this 2022. It is going to be a tough year. We have commodity price shock in many countries and the particular shock I want to bring your attention to is food price shock. Over the last week, because of that sense that maybe the economy is getting into tougher waters, oil price went down. But food price continues to go up, up, up, up. Why? We can shrink the use of petrol when growth slows down but we have to eat every day. And the anxiety around access to food at a reasonable price globally is hitting the roof. And I don't want to be too negative at the start but the climate crisis has gone nowhere. The digital money has hit a little rough spot. We expected that and it happened. Nonetheless, think of numbers. 3.6 is our prediction. There is a long way from 3.6 to global recession. What we may see is recession in some countries that are weak to begin with. They haven't recovered from the COVID induced crisis. They are highly dependent on imports from Russia of energy or imports of food. And they have somewhat weaker environment already but we have not seen that yet. So you've laid out, I think, very clearly for us some of the ongoing challenges. David, why do you feel more confident that recession can be escaped and is that only for the United States? Well, when I worked in the White House under President Carter, the inflation advisor, Fred Kahn, said that he thought we were heading into a recession right before the 1980 presidential election. And President Carter called him into the Oval Office and said, look, I'm running for reelection. Don't use the R word, it scares people. So Fred Kahn said, what am I supposed to do? I'm an honest man. So he said, just don't use the R word. Subsequently, Fred Kahn said he thought we were heading into a banana. And he used the word banana because he realized reporters wouldn't put a headline it said Fred Kahn thinks we're heading into a banana. So I'm very reluctant to use the word recession. But let me just say that we're not in a banana yet, but I think the signs are not as favorable as I would like, only because the war in Russia and Ukraine is not any like-like that ends soon. If the war ended tomorrow, I think the economy would bounce back. But since it's not like that end tomorrow, I suspect that will be the precipitating factor given all the food chain and energy problems that come about because of it. So I think I don't want to say we're in a banana, but I would say a banana may not be that far away from where we are today unless the war ends very quickly. It's such an important question. I think we should let every panelist have a go at this. Jane, how do you feel about the outlook from here? Yeah, I think David, to your point about the R word, there are three R words right now. It's Russia, it's recession and it's rates. And it depends where in the world which one is more prevalent. So in the States, it's much more about rates because there's more resiliency in the economy, in the labor market, in the consumer. The consumer is sitting there on $3.4 trillion of deposits. Coming into COVID, they were sitting on a trillion. So there's some buffer there to be seen if it's used wisely or not the jury will be out on that. I think much more concerning for Europe that is right in the middle of the storms from supply chains, from energy crisis and obviously just the proximity to some of the atrocities that are occurring in Ukraine. When you go elsewhere in the world, I'm just back from being in Asia and in the Middle East and it was wonderful to see those countries again in person. They're different than they were coming out of the, going into COVID when they come out of COVID. They are stronger, they're coming out of the lockdowns. There's a more sense of optimism there and I think even China is seeing this as an event that's occurring rather than a long-term trend. They'll no doubt have some packages that they'll come to stimulate the economy. Food to the managing director's point is I think the big worry here because that could be the world card. When people are hungry around the world and there's gonna be one and a half billion hungry people without necessarily either the means nor the access to food, particularly in Africa but not only, that is a problem. We'll come back to the policy response and how we can address that because clearly there is gonna be a difference in how people experience a dramatic economic slowdown. I just wanted to be very clear though because you mentioned Europe in your answer. Are you pretty much convinced then that Europe will experience a recession? Yes. Let's take this to the Bank of France governor. And I hope I'm wrong. Can I bring this to you governor because, and let me, if you don't mind, put another little spin on this. Is the EU ultimately going to drive Europe into recession by insisting that it abandons Russian oil and gas at this stage or is there an alternative? So to take the European view, first we all knew from day one that this war was bad economic news, less growth and more inflation. And this is the price we accepted together to pay to protect our values to be at the side of Ukraine and democracy. It was worth probably paying this price. We now know a bit more about the effects in Europe, about activity and this is why I would disagree with Jane at least so far. Activities obviously less buy-ins at the end of last year. We had a growth in the URA of more than 5%, 7% in France so it was really record high. But it's resilient. If you look at German IE4 this morning or at Bank de France monthly surveys and the IMF forecast for the URA this year was 2.7%. We'll see where we are, but it's still significantly positive. By the way services are in better shape than industry so it's an opposite image if you compare to COVID. So the main problem at least in the short run is inflation without any doubt. And inflation in the URA is not only higher even it's slightly less high than in the US but 7.4%. But it's also broader and this is probably the main issue. Core inflation is 3.4%. And this is why we have to normalize monetary policy without any doubt. It's what President Christian Lagarde said very clearly this morning. There is an increasing consensus in our governing council about the start of the journey. Let me say one word about our aim at the end of the journey at least in two years, 24. We will bring inflation back towards 2%. And this is not only in all our forecast. Look at all forecast including from the IMF. But it's our commitment. And we will do it through normalization of monetary policy and not tightening. I will perhaps elaborate on that. It's a normalization. So question of growth will come back but I would play down the idea of a short-term trade-off between inflation and growth. In the short run our priority is clearly as you reminded fighting inflation. And we will do it. So Governor, a very clear answer. Can you be equally clear with this answer? Are rate hikes in July and August now a done deal? In August we have no meeting, Jeff. September? Well, you can have an emergency meeting at any time. But do you want me to elaborate? No. July and September. That's a general consideration. Attention is focusing very much on the short-term. When will we precisely end net asset purchases? When will we have the first rate hike? All of this is important. But frankly, if you look at President Lagarde's statement this morning, the deal is probably done because there is a growing consensus. I think that the next steps of the journey are no more important. I made a speech two weeks ago about a possible road map going towards neutral rate and yes, achieving 2% in 24. I wouldn't over focus on what will precisely happen in July, September, et cetera. But we have a road map. Oh, I think central banks used to not tell people what they were gonna do and they didn't talk about it after they did it. You had to figure it out by figuring out what was going on in the market. Now, since Ben Bernanke in the United States and then Janet Yellen and Jay Powell, the Fed shares have said it's better to tell people what we're gonna do and explain what we did. And there's a plus to that. But the downside is, once you say what you're gonna do, if you don't do it, you've got bigger problems. So having said, we're gonna have two consecutive 50 basis point increase of the next FOMC meetings. If we don't do that, people are gonna think that, A, we have no concern about inflation any longer and that's probably not realistic or they give a bigger increase than the 50 basis points. People are gonna say, oh, it's a bigger problem than they thought before. So either way, it's a difficult thing to do anything other than what you said. And so I think what the Fed chairman said, it's 50 basis points, the next two meetings, I think it'd be unlikely he would change that position. 2021, we were told that this was transitory inflation. 2022, the beginning of, we were told this is transitory inflation. Effectively, the causes of that inflation were misdiagnosed and now we're told that the right medicine is to dramatically hike interest rates to choke off demand. We were told this is a supply side problem. How do we know that the right medicine is actually to give the European economy two interest rate hikes so far, July and September, and perhaps the two that we're talking about in the United States? Well, it may, I'm just gonna go ahead. Sorry, two quick reactions. First, you speak dear for dramatic rate hikes, et cetera. This is not the kind of words which are in Christian Lagarde statement or in my expressions. I use the word normalization for a very simple reason. We are still releasing the accelerator. We had exceptionally accommodative monetary policy with asset purchases, negative interest rates, even in our cases. And as far as we are not at neutral rate, it remains accommodative. So we are releasing the accelerator. We will see if late after the neutral rate, we have to press the break. And second, you are again with this idea there are 50 basis points hike, et cetera. Frankly, we are not there. What is important is to see this journey and it's not a dramatic change in the language. It's a change in the situation. There was a supply side shock last year, you are right. But it's why I mentioned that core inflation is increasing. And if you allow me a technical remark in our forward guidance in the ECB, we have an important condition on the underlying inflation, the third one. I think it's more and more important because if it is about core inflation, then monetary policy is relevant again. With global debt higher than it was in 2008, inevitably markets are gonna take this kind of messaging badly, David. On inflation, I just wanted to add it's probably a mistake for all of us in to comment on these things and think about these things to have thought that you could stimulate the US economy as much as we did because of COVID and stimulate the European economy as much as they did because of COVID and to think that there wouldn't be inflation coming about as a result. Plus the very loose policies the Federal Reserve and other European Central Bank had in terms of buying securities and so forth. So that was probably oversight to think that that wasn't gonna produce inflation. And then when the war came in Ukraine, that compounded the whole thing. What we've learned before is that when inflation gets into the system, it takes a while to get in, but it takes a lot longer to get it out. And that's what Paul Volcker always used to say. It takes a lot longer to get inflation out of the system than get into the system. It's taken a couple of years to get it in. It's gonna take a while to get it out. Jane. I think the reality is that when you're asking any of us what's the rest of the year gonna be like, we don't know. There's uncertainties, I think, that will get clearer around supply chains. So if all goes well, we're starting to see the supply of commodities beginning to outstrip demand because to the managing director's point, you have an ability to reduce down demand somewhat on the commodity front excluding food. So I think we're getting quite optimistic that there is a path forward from the chaos we've been seeing that the supply and demand imbalances on commodities will ease up, that will help. But on all the geopolitical and the other fronts, we just don't know. And so what we're asking of our central bankers is a very difficult thing, which is to take actions now without quite knowing where they'll overshoot or undershoot. And I think we've gotta have some patience here and really have our eyes open and understanding what happens to consumer behavior, what happens to confidence, what happens in the corporate sector and take this step by step. Well, Kristalina, I mean, one of the, sorry, managing director, one of the problems with this story is that we know that in part, the supply chain challenges have now become incredibly politicized. You know, the focus very much for companies all around the world is looking at the manufacturing hub of China and China's response to COVID. And we've talked a lot about that, you and I in recent months and you've given very frank views about how you think that living alongside COVID has to be the right response. But here today, we now have President Biden ratcheting up the tension again with China over the issue of Taiwan. This will only increasingly politicize the supply chain story and encourage disinvestment of Chinese businesses in America and American businesses from China. How does this help with inflation? Let's go back in 2021. We were all overly optimistic that having vaccines is going to eliminate lockdowns. And at that point, we didn't think that supply chain interruptions are going to play a major role. Now we know better. Supply chain interruptions because of COVID today are a major factor for the Chinese economy, for the Asia economies, for the world. The second thing we learned with the war is that there could be unthinkable shock that adds fuel to the inflation and that is a broader lesson. We do live in a more shock-prone world. What is the conclusion if you are a business person? Forget about politicizing, not politicizing. You would say, I have to change my view of economic efficiency to include supply chain predictability. Security of supplies clearly cannot any more be left on the theme of least cost solution. And therefore, we all have to think of the years to come, whether this change in our concept of economic efficiency that includes supply security may be a more permanent factor pushing prices up. And if it is, then since you say I'm very frank, I will be very frank, then we all have to think collectively whether we can afford the luxury of fragmenting our economies even further. What is going on in this more shock-prone world should press us to seek ways in which we work more together. But we draw a lesson and I'm sure Jane would know this lesson from experience that if we want our people to support us working together, we have to be less obsessed with globalizing profit and more with localizing benefits for communities and countries. So to put a positive note here, we did get a tax deal. 137 countries agreeing that there has to be a fair distribution of profits of global companies. Some for the country they are generated, some for the countries they come from. And there should be a minimal tax that everybody subscribes to. In other words, more fairness in the way we split benefits. And then think of how as a world we ought to be striving for our children, for our grandchildren to enjoy benefits of higher standards of living. If we fragment the world, we are all going to be poorer. And one point I wanted, I was raising my hand. Jane talked about the fact that different countries are in very different place. And that makes me go back to recession. Today there are two countries in deep recession. Ukraine, at least 35, maybe 40% contraction. And Russia, vis-a-vis our October projection, 11.5% contraction. And there are countries that are so severely hit by spillover of events like Sri Lanka or Lebanon or Egypt, where the pain is felt. They are in a more difficult place. But you go to the United States, in the United States, no bananas. David, you want to pick up? Well, two points I'd like to add. One, all recessions are not equal. The definition of a recession varies. And some people would say it's just two consecutive quarters of negative growth. If you have a two consecutive quarters of negative growth, it can be a mild recession. And the recessions aren't the end of the earth. They typically happen every seven years or not or so. So it shouldn't be a great cause for alarm if it's a mild recession. Second point is that why when all the stimulus was going into the economy did people not worry about inflation? To some extent, the central bank's mission has changed. When central banks were set up, their main mission was stable currency, little inflation. In recent years, decades, the mission has been changed a bit. It's worry about unemployment. And the concern about unemployment has gone to make central banks more worried about things like rising interest rates because that will produce higher unemployment. And that's a bigger concern. That was not a concern 30 or 40 years ago when they were only worried about currency and currency stability. So that's a big factor. So when interest rates started, when we had the COVID problem, we could have increased interest rates and increased unemployment. But the Federal Reserve recognized that its mission was to kind of keep unemployment low too. Let me come back at you then. What do you make of the capital market reaction that we've had to the actions that the central bank has taken so far? It seems to me that there is, as we near this correction territory for the S&P, there is an argument here that the markets have overreacted. But what's your impression? Remember, when Ben Bernanke once said, maybe at some point we'll slow down quantitative easing, there was a so-called taper tantrum. And all of a sudden the market acted like they can't believe he was saying that. This time, the Federal Reserve has been saying very carefully, here's what we're gonna do, we're gonna tell you in advance, no surprises, no tantrums please, and the market's overreacted. Why? Because markets are nervous and markets like to overreact. It's like the markets have overreacted to what the Fed is doing. I can't control the markets, but I think they have overreacted a bit. But they had also been complacent. Hang on for a second. I'll bring you in in just a second. I know everybody wants to get in on this. But David, let me just press you for a moment because markets have overreacted and we think about the markets as the S&P and the Dow. If you look at the technology stocks, some of them are down over 70, 80%. It looks like 2000s tech crash all over again for some companies in that space. Is this not 2.0? In the crash that occurred in 1999, 2000, 2001, you had internet companies with no revenues, obviously no earnings. They had nothing but a business plan in some cases and those companies shouldn't have gone public, let alone maybe been getting any capital. Now if you've got a company like Netflix which has 250 million subscribers, it may not have been worth what it was worth in the market a few months ago, but it's certainly worth probably more in my view than it's currently traded for. Markets overreact and when they overreact, that's a chance for good investors to go in and say there's an overreaction and buy at the bottom. Well, for every Netflix as a peloton or another business, I mean, I'll push it back at you because there are a lot of people who look at the way that Wall Street has behaved over recent years, the whole SPAC phenomena, the way that the private equity community have thrown money at moonshot ideas. Has this been an irresponsible phase and is this part of the reason why we're now gonna have to take our pain? Well, I'm not defending Wall Street and everything that was done in the SPAC market and all the valuations put on all the companies, but some of the companies that were highly valued and people made fun of for a while like Amazon, take Amazon, people made fun of it in 1999 and 2000 said it really shouldn't exist and obviously it turned out to be a great company. A lot of these companies whose values have gone down recently are still great companies and maybe the value is overreacted by the market. I think there's some great buys there. I don't think it's all of the case where we have 1999 and 2000. Now SPACs is a different situation. That may be a phenomenon that may not come back again. Sitting on a bank that sees a lot of these flows and activity globally, I think one of our observations in the US is it's actually been remarkably orderly amongst investors. They have not sprinted to the door the way they have it with the world financial crisis when that crash happened and where we were in 2020. We have seen a fairly systematic takedown and change in asset allocation. The fixed income markets, when we look at issuance, have been incredibly constructive. We haven't seen problems of companies or governments indeed being able to access the markets and debt issuance has been identical to 2019 as it has been this year. So I think it's important not to confuse order and orderly shifts to the changes that David's talking about with some necessary corrections that occur. And from our perspective, frankly, what Chairman Powell is wanting to have happen, which is an adjustment in the behavior and in the states, it's not only that the inflation but it's adjustment in risk assets. We're seeing that occurring in the equity market, the credit market. There isn't so much strain yet. We've seen some in commodities. We've seen a bit in high yield but this hasn't been the catastrophe it could have been. First, I want to reassure David about Central Bank's mission. In our case, ECB at least, it remains very simple. We have a single primary mandate, price stability, full stop. So our life is simple. The United States has changed. I said it at least from the ECB standpoint. But can I come back to what Kristallina said about the supply side? Because I think it's extremely important to put it in a nutshell. There are two significant changes this year. First, inflation is back. And this is why we will normalize monetary policy and we will deliver. And second, we are not allowed to forget about growth but the policies are not the same. If you look at the last 10 years, it was mainly on the demand side, especially during COVID, thanks to monetary accommodative monetary policy and yes, fiscal policy. These two support policies will have less space for obvious reasons. And now growth is linked with supply side policies. Beat trade and yes, rules and avoid fragmentation is possible, education, investment, climate change, et cetera. And we shouldn't forget this part of the agenda. Inflation is priority number one short term. Supply side is a priority for the middle term. Can I introduce the last reflection on that, Jeff? Growth remains a positive word. Probably for most of us in this audience. But if we look to our fellow citizens, unfortunately, it's not the case. If I would oversimplify for our older fellow citizens, growth is over and for our younger citizens, growth is dangerous. Because it's a threat to climate, et cetera. So we must win this battle and show, and this was our discussion in the G7 last week with Kristalina and others, we must show that growth is still possible thanks to modern supply side policies and that it is a condition to have fairness and climate transition. But this is a battle which is absolutely key. We haven't mentioned globalization and globalization has been a deflationary situation. It really helped keep inflation down. Now, because people are challenging globalization and because supply chains are being brought back into various countries, it's probably inflationary. And that's one of the reasons we have more inflation now because people are worried about globalization for other strategic reasons. Yeah, we'll come back to this globalization story because I've got another angle around the financial aspect to this. But Governor, I just wanted to come back to you because I have a quote. You responded to a view expressed, I think, about the way that COVID money was handed out and the approach that President Macron's government took. Many people see debt as limitless and cost-free. You said such a seductive double illusion is our greatest danger today. And yet we hear governments now talking about a fiscal response to the unequal pain that is being felt by inflation. We've just had overnight from the States, I think, a $40 billion spending plan put forward. The Commission is now talking about suspending the fiscal rules until 2023. The Commission is talking about raising money in the debt markets for the green transition, the energy transition. Who knows where that money is gonna end up. They raised money in the debt markets to address some of the pandemic impact. It seems to me that no one is listening to your words here, that governments feel that they can continue to spend and raise money in the debt markets, even as interest rates are rising. Something's gonna break, isn't it? To put it in a nutshell, because it was a long and sophisticated question. But these were exceptional circumstances, COVID, which required exceptional answers. So I supported in France and in all our countries, Kristalina, the so-called whatever it takes. But the illusion that it will last forever is very dangerous. Yeah. Two years ago, the debt had almost no cost because we had zero or even negative interest rates and no limits because everybody was borrowing. But now debt has a cost everywhere, in the US, in Europe. It has a positive cost. If you look at the 10-year US at 3%, if you look at France, it's 1.6%. So it's a dramatic change. And second, it has limits because it cannot be exceptional circumstances forever. This is why we should care about sustainability. And I believe that we can find other ways to finance these supply changes, Kristalina mentioned, associating also private resources and funding. In our case, in Europe, it's a so-called capital markets union. So not everybody should rely on fiscal policy. Yeah. I mean, you know, unfortunately, it always seems to be an exceptional circumstance, doesn't it, when governments raise money to address problems in the economy? David, very quickly, and I want to bring the managing director in because she's waited a long time to respond. You raise a very good point on debt which we hadn't talked about. The United States has now $31 trillion of debt, $31 trillion, about 129% of GDP. The only Western European country with higher GDP ratio is Italy. So we have a very high debt ratio. And the truth is we've been paying this debt for a long time with very low interest. As interest rates rise, it's going to eat up more and more of the budget. Right now we're spending seven to 10% of our budget in the federal government on interest. It's going to rise to the teens and higher than that. And so that's a big problem which I think is a bigger economic problem in the future than almost anything we've talked about. Managing director, let me come to you because I want to ask a slightly different question but it does relate to everything we've talked about. The World Economic Forum's own economist survey threw up an incredible statistic. I think of the 50 economists that they had in this survey, 90% of those economists expect average real wages to fall across low income economies. Now back to this question of the appropriate policy response, how do you protect those people without worsening inflation but guaranteeing they have access to food, to the security they need to live a good life? From the very beginning of the pandemic, we have been ringing the alarm bell that there is a dangerous divergence in economic fortunes between advanced economies, middle income countries, low income countries. Remember the statistics. Advanced economies support 28% equivalent of GDP in support for their households and their businesses. Middle income countries, 6%. Low income countries, 2% of a tiny GDP. This is first time in the last decades when poor countries rather than catching up with those better off are falling further behind. Why should we all in this room worry about it because it breeds instability in these countries? What can be done? You're asking the right question, Jeff. What can be done is first for richer countries to stick to their pledges to support low income countries. Two, for institutions like mine, to in relative terms step up support for those who most need it. Last year we did $650 billion new allocation of special drawing rights. This year we are doing for a first time a massive transfer of special drawing rights from countries like France that gets it but has a great central bank and a policy, it's very sound policy. They don't need this so much. So France committed 20% of the countries followed. We are now moving this money to be able to support exactly what you're flagging. The tragedy of poor countries often not by thought of their own but by exogenous shocks, the COVID and now the war, to be able to sustain these shocks and secure the livelihoods, the lives of their people. I would add a third point that is so critical for our conversation. We must improve the way we cooperate, but not throw the baby with the bathwater. Globalization has served the world well, except that we made a big error to pretend that it has worked equally well for everybody everywhere. It did not. So concentrate on fixing what needs fixing so these countries can have a chance to be part of global value chains to offer their people better opportunities. And this is why we are here in Davos to do exactly that. Jane, you're welcome to applaud, please do, please do. Jane, I just wanted to come back because I mean, what David in a way implies with this hike in interest rates is there's going to be an even more intense competition for global capital. But I think we're now beginning to see the start of real de-globalization of the financial economy because the sanctions against Russia have just told anybody that has dollar reserves, they can be seized at any time, and your access to the SWIFT system for payment settlement can be closed off at any time. We've had a salutary lesson on how easy it is to cancel countries in monetary terms. Now, I don't want to pick on you, but I know that since you've been at Citi, you've now talked about exiting 13 markets. That's the kind of message that sends a message that increasingly you don't see a value in being in some of these international markets as we see this de-globalization of the financial economy. So, one, the competition for capital is going to increase, which is going to encourage countries to put up interest rates that can't afford them. And two, companies like yours that are relocating out of those economies are taking your business away from them. So, we're not exiting 13 countries. So, I read it wrong in the reports. We open our bank stores in 97 countries every day. We operate 160, and we intend to stay that way. So, you are not selling the retail operations in Mexico, in China, in Russia, in Brazil? I'm exiting a consumer business line to focus on the institutional clients that we serve in those countries precisely because we see such growth in globalization. Our bank moves $4 trillion of volume a day in foreign exchange, cash management, and trade. That number is going to be $10 trillion before we know it. It requires significant investment. So, I think, like many industries and many different companies around the world, we all have to invest in digitization, in scaling up, and be able to operate with the scale and speed of a digital world to bring that back to globalization. What are the threats and what are the opportunities, therefore, from what we're seeing? Clearly, there are threats of fragmentation, splintering. There's been some weaponization of not just financial services through sanctions, but trade flows and other pieces. So, it's changing the nature of globalization. I think one of the critical pieces is what do we need to solve to tackle exactly what we're all talking about here, and it picks up a bit of what David said. It's the technological advances that will enable us to move supply chain resilience. Does it take someone five to 10 years to move supply chains dominated by China to other parts of the world and build that this is out? These are problems that are going to take long. It's a Herculean task to get the global economy to greenify. And it's a complete overhaul of the global economy that's required. These are big challenges. There's sources of important resilience for globalization going on, and we're all going to have to be institutions with a brain and institutions with a soul and operating both of those together to solve these problems. It can be done, but we've got to work on this on long-term problem solving, and it's exactly what David said. Your question pointed out a very good point. There are three financial consequences leaving aside inflation to what's happened in Russia. One is the banking system. It's clear you can shut people out of the banking system. People hadn't realized you could do that so easily. Second is the confiscation, you could argue, or freezing of somebody's assets. Nobody had ever thought you could take the dollars in somebody's foreign reserve account and freeze them. And that's a big issue that the Chinese are obviously going to have to think about, because they have $3.2 trillion in foreign reserves, and they're probably wondering, could this happen to us? And the third issue is the centrality of the dollar. The dollar is still almighty dollar. While people say it's another reserve currency might come along, it's going to be a long time before there's another reserve currency. But people are worried that dollar is now so powerful and so important that other countries are going to say, what are we going to do about this? Well, Governor, the intriguing question really that I don't suppose you'll answer, but I will ask you, because you have talked about the value of the euro, is did the euro just get too weak to the dollar, and that's why the ECB is responding, because the euro is now at 2017 levels against the greenback, and that is importing inflation into the euro zone. Are you responding to the euro? I will try to answer your question. No, no, Jeff, we have no exchange rate target, obviously we have an inflation target, but exchange rate matters, and I repeat it here because imported inflation can put us away from our target, but our monetary policy is not targeted for exchange rate purposes. Can I add one thing on globalization, because there is a risk of de-globalization or fragmentation? We should be careful about that. I agree with Kristalina. Obviously there should be common rules, common values, but can I plead that at least in payments we shouldn't have a fragmented world? Because if it's a full financial consequence, you didn't quote, it would be a catastrophe, including for diversification of flows as the one you mentioned. We could have geopolitical fragmentation in payments. We could have also private fragmentation. By the way, this could be one of the very few good news of the last weeks or months, that we said clearly in the G7 that we appealed for a quick, global, strong regulation of crypto assets worldwide. If we can take this opportunity, we will protect investors and we will preserve the word from an unnecessary fragmentation. Christine Lagarde said they're worth nothing. What, why are we regulating an asset class that has no value? Because there are several investors around the world, including many young people, who have lost much in recent months. And the illusion, and frankly it was an illusion, that you can have an investment with a high reward and low risk, it should be regulated. Explained there are also anti-money laundering issues. There are some countries like China which intend to prohibit crypto assets. I think it's more innovative and more innovation friendly. To say we regulate them, but it's an emergency question now. And again, we said it last week in the G7. I strongly hope we will have this regulation in Europe this year. We can have it in the U.S. and elsewhere. We will have done our job. Managing Drill, I want to come to you on this, but David, very quickly. 19,000 cryptocurrencies, are any of them worth anything? Well, crypto, the younger generation says, the older generation has devalued the dollar or the value of the currency, so maybe something else isn't so bad. Secondly, if they put a smaller percentage of their net worth in, it's not likely to bankrupt them. But the most important thing that's coming out of this, I think, is this. Whether crypto is worth X or Y or Z, to a lot of people it doesn't make a difference. The government can't get it and figure out what you have. So a lot of wealthy people who want to hide their assets after the Russian situation will say, all right, I'll put 5% or 10% in some basket of cryptocurrencies. The government won't know what I have. They can't get it, and I can always get access to it. So I think people are not going to be dismissing these cryptocurrencies because it can be hidden from the government, and that's what people want to do in some cases. Since you brought that up and the managing director mentioned the agreement on a global tax deal, if the Republicans win in the midterms, is that tax deal dead? Well, whether they win or they don't, I think the tax deal isn't going to happen. Global tax deals always sound great, but getting them implemented is very, very difficult because somebody always kind of breaks the system. So I'm not sure even if the Democrats were to win the house, all of a sudden the global tax system that we've talked about will come into being. I think it has some good sense, but getting a global tax system is one of the hardest things to do in the world. And getting all these countries to agree on a certain minimum rate, I think it's going to be very difficult to do. Managing director, you can come in on any of these topics. On this one, of course it is very difficult. This is why for a whole decade we would be in meetings Francois and me, and there would be discussion about a tax deal, and I frankly would switch off because I know nothing is going to come out of it. But now there is a renewed sense that there has to be more fairness and that taxation matters. And if we are not able to fix it, then we would be all poorer because we would be more fragmented. And that gives a bit of a chance for a tax deal. Maybe it would be somewhat modified. Maybe you're right, David, and nothing is going to happen. But in my lifetime, this is the best moment we have had. And it is on the basis of wanting to have a world economy that works better for a majority of countries and people, not just for the few in the region. It's a good thing. I applaud people that have worked on it, but my experience is that what motivates humans and all beings species is one, staying alive, eating, shelter, reproduction, and tax avoidance. And tax avoidance is one of the great motivators of human life, and I just worry that it won't be able to be implemented so well. Look, we can talk about that all night long. We have three minutes. Adam Smith, going back to the father of the market economy, what did he say? What do we need for a country from a mess to turn into a prosperous country? We need peace, low taxes, and rule of law. So I'm all for low taxes, but I am against income from poor countries being sucked into rich countries, leaving the problem you asked me about an address. And can I say something about digital?  Okay, one big responsibility for all of us is to actually explain to people what is what. What is central bank digital currency? What is stable coin? What is the differentiation between real stable coins and non-stable stable coins, and what is crypto? We haven't done our job. When we look at stable coins, this is the area where the big mess happened. If a stable coin is backed with assets one to one, it is stable. When it is not backed with assets, but it is promised to deliver 20% return, it's a pyramid. What happens to pyramids? Eventually, they fall to pieces. And that is where regulation, Christine is talking about this segment, but regulating the stable coins, ensuring interoperability of CBDCs, and recognizing that Bitcoin may be called coin, but it's not money. All of this we need to work on. Governor, very quickly, see if I can get along the line very quickly. No, very briefly on that. First, I agree 150% with Kristallina. By the way, you have an excellent panel at six on CBDC, so don't miss it. And no, I only wanted to bring good news, hopefully, on this tax agreement. We could have good news on the European side, and believe me, having unanimity of EU 27 is not that obvious, but we could have good news till June, and then the good news might cross the Atlantic. And I think there is a sense of common responsibility. What is at stake with this crypto regulation, with taxation? It's not bureaucracy, it's not red tape. It's giving our fellow citizens the feeling that globalization can be fair. And if we miss these two opportunities, there are examples, but very good example. If we miss these two opportunities, we will have missed something much more dramatic, because here in Davos or in this room, we are in favor of globalization, but we must show that it can be fair, green, and bring more social justice. So let us take the opportunity. It's a burning political question. Jane, you wanted to come in. Yeah, so if you look at what's happening in the world, we're unbundling from what was the old institutions of the world financial order, and we're now rebundling around new digital architectures that are largely born digital, so there's a disconnect between the two. And I think to the point we're talking on crypto, or we're talking on all the different dimensions in the world, the imperative is that we bring with that the safeguards, the independence of institutions, and some of the software to make sure that that new system around these digital architectures does fulfill the promise and the opportunity they can afford for inclusion, tackling the countries that are having challenges here, but it's going to require a lot of brain power and thought rather than just economic opportunism to make sure they work. So we love the technology, not sure about some of the crypto products as an example. It says time out on the board, but I'm going to grab a couple of minutes just to wrap up because it's always better to finish these panels on a generally positive note, I find, and we've talked about a lot of the challenges here and that confluence of potential calamities that we could be facing. So maybe if I could just leave each of you with the opportunity to say in a few moments what is the most positive thing that policymakers could do to make sure we have an easier ride going forward than perhaps some of the messages from the audience have suggested we will have. I would say over the last 25 years, we've had at least three crises that are worse than this, the bubble burst of the early part of this century, the COVID problem, and the great recession. They were all far worse than where we're facing right now. And I think the people responsible for the government and the economies recognize the challenge we have. People are on top of it. And I don't think it's going to be the crisis that we've experienced in the last 25 years in any of those three instances. It'll be a mild banana if there's a banana. Jane. Build long-term resilience. And thinking in the longer term, let's get the government policies for climate change and the framework we need in place for the longer term. The same for healthcare for the next pandemic and the same for the economic resilience that we need in the social resilience. We need some more long-term policies, long-term planning here. Governor. My positive message would be that democracies are not that bad. We had an impressive proof. We reacted together stronger, quicker, and more united than expected to the war. And look at what happened to two non-democracies. They didn't, we have painful debates, divisions, but they didn't avoid very heavy mistakes, probably China for its COVID strategy and Russia for its Ukraine invasion. It's a good lesson. Managing director. The overlaying crisis, crisis upon a crisis, they have taught us a very important lesson. Think of the unthinkable. Pandemic, stopping the economy, unthinkable. War in Europe, until it happened, unthinkable. How many more unthinkables are going to come? And the positive is that now that we know that this concept of resilience, resilient people, educated, healthy, with social protection under their feet. Resilient planet, one that we care about to pass to the next generation in good shape. And resilient economy that is more than just the banking sector, labor conditions, how we work, all these matters. And I honestly think very positively about us coming more mature and therefore more able to deal. Only one problem for me. David, I would never think of banana the same way as I did before. Oh, okay, well, on that very positive note, let me wrap up the panel. Our panelists have been terrific. You as an audience have been terrific. Please thank them for their contributions here. And thank you, everybody that's watching at home or in your office. I hope you've enjoyed this event from the World Economic Forum in Davos. Mm-hmm. Thank you, Jeff. How are you? Thanks, Jeff.


from San Francisco, it's theCUBE. Covering RSA Conference 2020 San Francisco, brought to you by SiliconANGLE Media. Hello everyone, welcome to theCUBE's coverage here at RSA Conference 2020. I'm John Furrier, host of theCUBE. We're on the floor, getting all the data, sharing it with you here, CUBE coverage. We've got the best new generation shift happening as cloud computing goes to the whole level, multi-cloud, hybrid cloud, changing the game, you're seeing the companies transition from an on-premises to cloud architecture. This is forcing all the companies to change. So a new generation of security is here, and we've got a great guest, a hot startup, Masha Sadova, co-founder of Elevate Security. Welcome to theCUBE, thanks for joining us. Thanks so much for having me, John. So the next generation, what'll be a multi-generational security paradigm is kind of happening right now. We're at the beginning of receiving this transition. Palo Alto Networks announced earnings yesterday down 13% after hours because of the shift to the cloud. Now I think they're going to do well, they're well positioned, but it highlights this next generation security.  What is this sea change? What is going on with security? What is this next generation paradigm about? Yeah, so it's interesting that you talked about this next generation. In some ways, I see this as a two-prong move between yes, we're moving more into the cloud, but we're also going back to our roots. We're figuring out how to do asset management right, we're figuring out how to do patching right, and for the first time, we're figuring out how to do the human element right, and that's where we come in. You know, the disruption of these new shifts also kind of hits like the still expression, same wine, new bottle, all this, but it's a data problem. Security has always been a data problem, and we've seen some learnings around data, visualization, wrangling, there's a lot of best practices around there. You guys are trying to change the security paradigm by incorporating a data-centric view with changing the behavior of the humans and the machines, and kind of making it easier to manage. Did you share what you guys are doing? What's the vision for L.A.V.? Yeah, so we believe, and we've seen from our experience being practitioners, you can't change what you can't measure. If you don't have visibility, you don't know where you're going, and that's probably one of the biggest pain point in the security awareness space, traditionally, we just roll out training and hope it works, and it doesn't, which is why human error is a huge source of our breaches, but we keep rolling out the same one-size-fits-all approach without wanting to measure or being able to. So we've decided to turn the problem on its head, and we use existing data sets that most organizations who have a baseline level of maturity already have in place. Your endpoint protections, your DLP solutions, your proxies, your email security gateways, and using that to understand what your employees are doing on the network to see if user-generated incidents are getting better over time or getting worse, and using that as the instrumentation and the level of visibility and to understanding how you should be orchestrating your program in this space. You know, that's a great point. I was just having a conversation last night at one of the cocktail parties here around RSA, and we were debating on, we talked about the kind of breaches, you mentioned breaches.  And then there's just human error, an S3 bucket open or some configuration problem. I guess it's not really a breach, it's kind of an open door. So the kind of the notion of a breach is multi-fold. How do you see that? Because again, human error insider threats or human error, these are enabling the hackers. This is not new. How bad is the problem? It depends on the report you read. The biggest number I've seen so far is something like 95% of breaches have human error. But I honestly couldn't tell you what the 5% that don't include them. Because if you go far enough back, it's because a patch wasn't applied and there's a human being involved there. So because there's a vulnerability in code, that's probably a secure coding practice in your development organization. Maybe it's a process that wasn't followed or even created in the first place. But there's a human being at the core of every one of these breaches and it needs to be addressed as holistically as our technologies and our processes right now in space. The evolution of human intelligence augmented by machines will certainly help. I mean, I got to ask you, obviously you're well funded, Kostanoa Ventures, well known in the enterprise space, Greg Sands and the team there, really strong. But you guys entered the market, why? I mean, you guys, you and your founder, both at Salesforce.com, Salesforce gurus, doing a lot of work there. You've seen the large scale first wave of the cloud. Why the startup? What was the problem statement you guys were going after? So my co-founder and I both came from the world of being practitioners and we saw how limited the space wasn't actually changing human behavior. I was given some animated PowerPoint, said use this to keep the Russians out of your network, which is a practical joke unless your job is on the line. So I took a huge step back and I said, there are other fields that have figured this out, behavioral science being one of them. They use positive reinforcement, gamification, marketing and advertisements has figured out how to engage the human element, just look around the RSA floor. And there are so many learnings of how we make decisions as human beings that can be applied into changing people's behaviors and security. So that's what we did. And what was the behavior you're trying to change? Yeah, so the top ones of ways that our attackers are getting into organizations. So reducing fish and click-through is an obvious one. Increasing reporting rates, reducing malware infection rates, improving sensitive data handling, all of which have ties back to, as I was mentioning earlier, security data sources. So we get to map those and use that data to then drive behavior change that's rooted in concepts like social proof. How are you doing compared to your peers? We make dinner decisions on that and Amazon buying decisions on that. Why not influence security like that? So building some intelligence into the system, is there a particular market you're targeting? I mean, here, people like to talk in segments, is there a certain market that you guys are targeting? Yeah, so the amazing thing about this is, and probably not to surprise you, the human element is a ubiquitous problem. We are in over a dozen different industries and we've seen this approach work across all of those industries because human beings make the same mistakes no matter what kind of company they're in. We really work well with larger enterprises. We work well with larger enterprises because they tend to have the data sets that really provide insights into human behavior. And what's the business model you guys envision happening with your service, the product? Yeah, so we sell to enterprises and security in the CISO and the package as a whole, gives them the tools to have the voice internally of their organization. We sell to Fortune 1000 company. So it's a SaaS service? Yeah, SaaS service, yeah. And so what's the technology secret sauce? That's a great question. But really, our expertise is understanding what information people need at what time and under what circumstances that best changes their behavior. So we really are content agnostic. We are much more about the engine that understands what content needs to be presented to whom and why. So that everyone is getting only the information they need. They understand why they need it and they don't need anything extra superfluous to that. Okay, so I was saying on theCUBE, my last event I was at, CIOs can have good days and bad days. They have good days. CISOs really have good days. They mostly have bad days. It's a hard job. So how do I know I need the elevate solution? What problem do I have? What's in it for me? What do I get out of it? When do I know when to engage with you guys? Yeah, so I take a look at how many user generated incidents your socks responding to. And I would imagine it is a large majority of them. We've seen while we were working at Salesforce and across our current customers, close to a 40% reduction rate in user generated incidents, which clearly correlates to time spent on much more useful things than cleaning up mistakes. It's also one of the biggest ROIs you can get for the cheapest investment. Investing a little bit in your organization now. The impact you have in your culture and investing in the future decisions, the future mistakes that never get made are actually untold. The benefit of that is that untold. So you're really kind of coming in as a holistic kind of a security data plane, if you will, aggregating the data points, making a visualization in human component. Now what's the human touch point? Is it a dashboard? Is it notifications? Personalization? How is the benefit rendered for the customer? So we give security teams and CISO as a dashboard that maps their organizational strengths and weaknesses. But for every employee, we give personalized tailored feedback. Right now it shows up in an email that they get on an ongoing basis. We also have one that we tailor for executives. So executive gets one for the department. We create an executive leaderboard that compares their performance to fellow peers. And I'll tell you, execs love to win. So we've seen immense change from that move alone. Well, impressive pedigree on your entrepreneurial background. Ossie Salesforce has really kind of was, I consider a real first generation cloud before cloud actually happened. And there's a lot of learning, although it's an application, it's not AWS, but it's its own cloud, as we all know. What were the learnings that you saw from Salesforce that you said, hey, I'm going to connect those dots to the new opportunity? What's the real key there? So I had two major ahas that I've been sharing in my work since. One, it's not what people know, but it's what they do that matters. And if you can sit with a moment and think about that, you realize it's not more training because people might actually know the information, but they just choose not to do it. How many people smoke and they still know it kills them. They think that they doesn't apply to them. Same thing with security. I know what I need to do. I'm just not incentivized to do it. So there's a huge motivation factor that needs to be addressed. And that's one thing that I don't see a lot of other players on the market doing. And one thing we just really wanted to do. It sounds like you guys are like providing a vision around using machine learning and AI and data synthesis, wrangling, all that good stuff to be an assistant, a personal assistant to security folks. Because it sounds like you're trying to make their life easier, make better decisions. It sounds like you guys are trying to extract away all these signals to what to pay attention to. And make it more relevant. Think about it, what Fitbit did for your own personal fitness. It creates a personal relationship based on a whole bunch of data. How you're doing goals you've set and all of a sudden a couple miles walk leads to an immense lifestyle change. Same thing with security. It's interesting, I love the Fitbit analogy because you think about the digital ecosystem of an enterprise. It used to be siloed, IT driven. Now with digital everything's connected. So technically you're instrumenting a lot of things or everything. So the question is not so much instrumentation. It's what's happening when and contextually why. That's it, you buy. That's exactly it. Yeah, totally got it. Okay, I got it. I can see the light bulb. Okay, aha, ding, ding. All right, so back to the customer pain point. You mentioned some data points around KPI's that they might or things that they might want to call you. So it's incidents, what kind of incidents? When do I know like I need to get you involved? What's one of those, can you repeat those again? So there's two places where it's great time to involve now because of the human element is all, think about this as an investment. If you do not invest your security culture, you have one way or another you have security culture. It's either hurting you or it's helping you.  By stepping in to address that now you are actually paying it forward. The second best time is after you realize you should have done that.  And when you look at an organization and their culture, they are, it is most malleable after a time of crisis, public or otherwise. And that is a really great time to consider. And I think the human error is a huge thing, whether it's as trivial as leaving an S3 bucket open or whatever, I think it's going to get more acute with service meshes and cloud native microservices. It's going to get much more dynamic. And sometimes services are going to be stood up and torn down without any human knowledge. So there's a lot of blind spots potentially. This brings up the question of, how does the collaboration piece, because one of the things about the security industry is, it's pretty high, it's a community. Sharing data is important, having access to data. How do you think about that as the founder of a startup that has a 20 mile steer through the future around data access, data diversity, blind spots. How do you look at that and how do you advise your clients to think about that? Yeah, I've always been really pro data sharing. I think it's one of the things that has held us back as an industry. We're very siloed in this space, especially as it relates to human behavior. I have no idea if I, as a regular CISO of a company, if I am doing enough to protect my employees, is my fishing click the rate, are my malware downloads rates above normal, below normal, should I invest more, am I doing enough? How do I compare to my peers? And without sharing industry stats, we have no idea if we're investing enough or quite honestly not enough in this space. And the second thing is, what are approaches that are most effective? So let's say I have a malware infection problem. Which approach is it this training? Is it a communication? Is it positive reinforcement? Is it punishment? What is the most effective to leverage this type of output? What's the input output correlation? And we're really excited to have shared data with Verizon Data Breach Report for the first time this year to start giving back to the community, specifically to help answer some of these questions. Well I think you're off to something with this behavioral science intersection with human behavior and execution around security practices. I think it's going to be an awesome field. Thanks for sharing the insights. Pleasure. I'm just watching on theCUBE here. Quick plug for your company. Obviously you're funded, series A funding. Take us through the stats. You hiring, what kind of positions? Give a plug to the company. So Elevate Security, we're three years old. We have raised 10 million to date. We're based in both Berkeley and Montreal and we are hiring sales reps on the west coast. The security product manager and any engineering talent really focused on building awesome data warehouse infrastructure. So please check out our website, ElevateSecurity.com slash careers for our jobs. Two hot engineering markets, Berkeley. Obviously poaching out of Cal and also Montreal. You got that old top belt of computer science up in Canada. Well congratulations. Thanks for coming on theCUBE's sharing story. Security kind of going to the next generation and all kinds of new opportunities to make security better secure coverage here in San Francisco at the Moscone Center. I'm John Furrier. We'll be right back after this break.


Hi everyone, my name is Andrea and today I'll be presenting our work Wickey Web 2M, a page-level multimodal Wikipedia dataset. This work was done with my collaborators and advisers at Boston University, Google, and FAIR. We are interested in studying web page understanding, which involves many rich modalities like structure from HTML and the document object model, text data from lists, section titles and paragraphs, and images which provide additional information and context for web content. In order to study multimodal webpage understanding, we first need a dataset that provides all of these webpage modalities in one place. And we also need to define downstream tasks that can serve as a webpage benchmark suite. There are multiple motivations for studying webpage understanding. Content generation is gaining popularity. In particular, we may be interested in creating web stories that provide short educational snippets on topics or interactive visual summaries. From an accessibility standpoint, there are many use cases where automating tasks related to the web could be helpful. For example, captioning images which are missing alternative text descriptions or summarizing long bodies of page content for smoother browsing. Lastly, we can generally improve a user's interaction with web content by better representing web pages and retrieving the most relevant pages for a particular search. We carry a new dataset, the Wikipedia webpage 2 million, or wikiweb2m, which includes over 2 million English Wikipedia articles. We keep all sections, text and images and retain section structure to relate content from a single webpage. Compared to the most similar prior work, the Wikipedia image text, aka wit dataset, we retain more sections and images. For a direct comparison, we start with structural, heading and text-only sections from these web pages. Wit did not retain text on these sections, as the samples were image caption pairs. Additionally, we keep structural and heading sections, where structural sections have section titles and children's sections, while heading sections do not have subsections. Heading sections sometimes linked to other articles contain tables or are empty. Then we also have more sections containing images only, as well as both image and text. In total, we have over 8.6 million more sections. For images, we also have almost a million more total images, and show the number of unique and total, as an image may appear across multiple web pages. With our new wikiweb2m dataset of multimodal web pages, we need to define a benchmark suite of downstream tasks. Specifically, we define multimodal web page understanding tasks at three levels of granularity. First, at the element or local level, we can propose contextual image captioning, where we need to generate a caption given an image and the remaining web page context. Then, at an intermediate level or section level, we can do section summarization, where we need to generate a single sentence summary for a section, given its content and the remaining web page context. Lastly, at a global or whole page level, we can perform page description generation, where given the entire web page, we want to generate a relevant description. We can follow all of our tasks with the same T5 encoder-decoder framework, and use VIT to embed our input images. Here we illustrate what our model pipeline looks like with data from our section summarization task. In green, we have images and the target section highlighted. And in blue, we have inputs from other sections of the web page. Images are encoded with VIT and fed into our T5 encoder with the other embedded text tokens. Then, the decoder attempts to generate a meaningful summary. We show some of our experimental results for each task. We include blue for, rouge L, and cider metrics. For section summarization and image captioning, we compare performance when only inputting the target section versus all sections from the web page. In other words, for section summarization, we try only inputting the target section to be summarized. Or for image captioning, we try only inputting content from the section the image originated. In both cases, it is clear using all data available per page in WikiWeb2M improves performance. For page description, it inherently requires the entire page. And also is only made possible with our new data set. Thank you for listening, and please check out our GitHub for access to the data and extra details on the data set. We also will be releasing an extended version of our WorkSoon on Archive, and we'll link the paper on the GitHub page when it is available.


February 14th is the day when people give cards and presents to the ones they love. I'm really looking forward to Valentine's Day. I already have a gift for my boyfriend.


Hi and welcome to the session. Let us discuss the following question. Question says, you have studied that a median of a triangle divides it into two triangles of equal areas. Verify this result for triangle ABC whose vertices are A, 4 minus 6, B, 3 minus 2 and C, 5, 2. Let us now start with the solution. We have given a triangle ABC where coordinates of A are 4 minus 6, coordinates of B are 3 minus 2 and coordinates of C are 5, 2. Now let us draw median AD on BC. We know median of a triangle divides the opposite side into two equal parts. So this implies B is the midpoint of BC. Now we can write that we are given a triangle ABC whose vertices are A, 4 minus 6, B, 3 minus 2 and C, 5, 2. Now we know AD is the median on BC. This implies BD is equal to DC. We know median divides the opposite side into two equal parts. So therefore, D is the midpoint of BC. Now first of all let us find out coordinates of D. We know that coordinates of D are 3 plus 5 upon 2 and minus 2 plus 2 upon 2. We can say it is equal to 4, 0. To find the coordinates of D we have used the midpoint formula that is X1 plus X2 upon 2, Y1 plus Y2 upon 2. Midpoint of a line joining points X1, Y1 and X2, Y2 is given by this formula. Now we get coordinates of D are 4, 0. Now we have to show that area of triangle ABD is equal to area of triangle ACD. We know area of triangle pound by vertices X1, Y1, X2, Y2 and X3, Y3 is given by 1 upon 2 multiplied by X1, Y2 minus Y3 plus X2 multiplied by Y3 minus Y1 plus X3 multiplied by Y1 minus Y2. Now first of all let us consider triangle ABD. Let A represents coordinates X1, Y1, B represents coordinates X2, Y2 and D represents coordinates X3, Y3. Now clearly we can see X1 is equal to 4, Y1 is equal to minus 6, X2 is equal to 3, Y2 is equal to minus 2, X3 is equal to 4, Y3 is equal to 0. So we can write area of triangle ABD is equal to 1 upon 2 multiplied by X1, X1 we know is equal to multiplied by Y2 minus Y3, Y2 is equal to minus 2 and Y3 is equal to 0. So minus 2 minus 0 plus X2 multiplied by we know X2 is equal to 3 multiplied by Y3, we know Y3 is equal to 0 minus Y1, Y1 is equal to minus 6. So we can write here minus minus 6 plus X3, we know X3 is equal to 4 multiplied by Y1 minus Y2, Y1 is equal to minus 6 minus minus 2, we know Y2 is equal to minus 2. Now simplifying further we get 1 upon 2 multiplied by 4 multiplied by minus 2 plus 3 multiplied by 6 plus 4 multiplied by minus 6 plus 2 we know minus 2 minus 0 is equal to minus 2 negative sign will change into positive sign and we get 0 plus 6 is equal to 6, here 2 negative signs will change into positive sign, here we get 1 upon 2 multiplied by minus 8 plus 18 plus 4 multiplied by minus 4 we know minus 6 plus 2 is equal to minus 4. Now this is further equal to 1 upon 2 multiplied by we know minus 8 plus 18 is equal to 10, 10 and 4 multiplied by minus 4 is equal to minus 16 and 10 minus 16 is equal to minus 6. So we get 1 upon 2 multiplied by minus 6, now this is further equal to minus 3. So we get area of triangle ABD is equal to minus 3, we know area can never be negative since area cannot be negative we will take the numerical value of minus 3 that is 3. So we get area of triangle ABD is equal to 3 square units, now we will find out area of triangle ADC that A represents the point X1 Y1, D represents the point X2 Y2 and C represents X3 Y3. Now here X1 is equal to 4, Y1 is equal to minus 6, X2 is equal to 4, Y2 is equal to 0, X3 is equal to 5 and Y3 is equal to 2. Now area of triangle ADC is equal to 1 upon 2 multiplied by X1 we know X1 is equal to 4 multiplied by Y2 minus Y3, Y2 is equal to 0 minus 2, you know Y3 is equal to 2 plus X2, X2 we know is equal to 4. So we will write 4 here multiplied by Y3 minus Y1, Y3 is equal to 2 and Y1 is equal to minus 6. So we can write 2 minus minus 6 plus X3, X3 we know is equal to 5 multiplied by Y1 minus Y2, we know Y1 is equal to minus 6 and Y2 is equal to 0. So we can write minus 6 minus 0 here. Now this is further equal to 1 upon 2 multiplied by 4 multiplied by minus 2 we know 0 minus 2 is equal to minus 2 plus 4 multiplied by 2 plus 6 here you know minus minus sign will change into positive sign plus 5 multiplied by minus 6 minus 6 minus 0 is equal to minus 6. Now we get 1 upon 2 multiplied by minus 8 plus we know 6 plus 2 is equal to 8 and 8 multiplied by 4 is equal to 32 minus 30 minus 6 multiplied by 5 is equal to minus 30. Now simplifying further we get 1 upon 2 multiplied by minus 6, now this is equal to minus 3. Now we know area cannot be negative so we will take the numerical value of minus 3 that is 3. So we get area of triangle ADC is equal to 3 square units. Now clearly we can see area of triangle ABD is equal to area of triangle ADC is equal to 3 square units. So this shows that a median of a triangle divides it into two triangles of equal areas. So hence verified this completes the session hope you understood the session take care and have a nice day.