Going on everyone Sam here with late in sports cards rip in three box mixer 23 Bulma draft baseball jumbo super jumbo in choice number six random team style Here's a look again at your random results as always you can find these on the website under the results tab as well as the link in chat so Here's you can come ding Come dig my house That was for us earlier saying that you go ding dong big Sean's apartment Told you to jump off a bridge Oh, yeah Oh, yeah I think we're gonna blow you out Yeah, where's that? Yeah, I know the Dolphins got a lot in like it was they were showing like who was mispractice the entire offensive line was not You know Dallas is gonna dust the Interesting game True gold Jacob Wilson 250 go into Jonathan L Jonathan good stuff buddy Bye Cortes Me too 48 to 50 I'll see you tomorrow. Don't worry Cortes. Don't worry too much I I'm sorry I thought they were fire I might I might just uh just uh just to spite you I might do that There we go to 199 is Jacob Cravey Kyle starts at 6 p.m. So about half hour Where are you and I'm so sorry Jake no But we're gonna go cut that song a lot dude. I got you. We got to cut it pump ret louder pump ret louder That Brandon winnaker first He was talking about cutting Because I said ret loud So now we're not cutting anything now. You're cheap.  I'm hoping they do. I'm not super confident about that game clean Sullivan Picard first base auto Jack Mahoney Nice one there. I'm gonna be like Steven Tyler with the microphone Smart Smart We got everybody eight to go through the ears mixer coming up in just a bit Sean goes so they said they were gonna make me one and then they took it away from me I'd call J. Do you have to make another one? I'm sorry. No, I would have made one It's not a tell a grace and hit just don't say you're gonna do something Just a You looked at me and started getting can't fish it a 199 After he said that it looks me good I'll have air sauce. I'll have his Armor piercing we got hollow points. Yeah, all the points Bios true green Cool foster to 99 trigger 4,000 rounds Drum nag on it. Do you look like Swiss cheese? 30 round drum Blake Mitchell 250 is Andrew at Lindsay's Channel to is a body So we do it on Saturday all the time Jesus Can I have one thing? You do the trash list you have a lot All the things that I do most of the things that we say come from you kept all them in first base auto pretty much Yeah, so like I swung their money. We give you credit. It's not like we just take it We always we always why not I say we always cider sources. Yeah, we always cider sources when we sing the pot lobby song Gonna make a whole song that's always a deal telling you is we got a song It's either gonna be miss you Or Brilliant paper is Eric Paton T Pump Rhett loud I did not know Shane I gotta go look check that out though nasty say Drew Jones to 250 Don't waste your time on me. I'm already the voice inside my head Joe Redfield That's that's what it is don't waste your time on me. I'm already Landon Maratus Dual bowl patches.  I'll do it too We won't run now. Well, no, I'm gonna wait there bag on the front. We'll just wait there whoo bag Yeah, I'm not running care for us their first base auto just when you open the doors and got them I just went there for the Pirates There's what's he gonna send Sabin KJ after us. Oh, no Oh There's a Johnny Farmello looking like a 2 a.m. For a kind of night.  Yeah, Kyle the 75 is why it whoopal and Owen McDaniel Jonathan Machia sky blue chrome Is Cole Miller first base auto nice one there for the athletics Why cruel and kai for Lord? All right, we've got to West picking up a couple of Random team spots got Craig with a through the years mixer spot Thank You Craig Kurt with a flawless collegiate and Nelson with a cup spot. So thank you all 7 7 and 13 on the next two breaks up shorts That is a Kendall George to 499 orange Davidson Gutierrez to at 25 and Luke Schlage Lucas Gordon and Alex Clemmy Luke he shall first base auto nice one there for the twins Kratz Minnesota.  I As Andrea Bush years Trashlist last night Kevin sim Cohen, oh, yeah, you're dying about that. Yeah Well, did you see you know why? Because we're talking about Derek white. Oh, no, we're talking about Derek white and Vaughn goes Derek white saw the Trey young memes and needed to shave his head and And Shipe goes the memes are just coming out now. Trey's been balding since he was 16 years old I'm like welcome to the list. I Left over chili. Let's go. Candler price of New Year's I think no no more than 200. I believe Shane no more than 200 What is the price of the almanac coming on New Year's Eve? I think it's Xander Muth true green to at 99 We've got a Jake Cunningham for the O's to 150 170 yes, thank you Danny. I believe that's probably gonna be about the same and Bryce Eldridge true green to 99. There we go Giants. Congrats on that.  Michael picking up a cup spot as well as a couple other Random teams and Ryan T with a mega triple case at the end of the night Not gonna stand to 18 to go on that one. Very nice. Thank you, brother All right, we've got a quicheal Cole Miller Garrett Forrester Kempa Alderman Jack Mahoney and Brandon winnaker To 150 is gonna be a Jake Cunningham Green Xander Muth to 99 and Cole Foster to 99 Maggards We had a true green Bryce Eldridge and a true gold Jacob Wilson to 50. I'll do it for the break everybody Thanks again for the film coming up next is full case of Bowman draft jump


I spend my time for Ethereum, working on the Virtual Machine, working on improving its performance and working on designs for possible successors to what we have in order to solve some of the performance problems that we're running into. If this works, there will be another slide. How about that? The first problem you run into in any sort of optimization work, according to my old friend Jerry Schwartz, is one, all benchmarks are bogus. You'll never have a set of benchmarks that actually represents the real world. But if you don't have benchmarks, you will just go in circles. You'll never make progress. So the benchmarks I'm working with are a few algorithm kernels that are relevant to what we're doing. RC5 is an old and useless cipher, but it's a good example of a cipher that uses a lot of 32 and 64-bit arithmetic, a lot of complex logic. And Blake 2B is still an important hash function. It's also a lot of 64-bit logic. Blum Blum Shub is a cryptographic random number generator. I think it's one of the slowest in the world. It operates on big registers, so we can use the 256-bit registers of the VM effectively, and ECMOL also can use big registers effectively. And then I have a few tests of individual EVM operations, and those are small EVM assembly programs to try to isolate individual operations. And this is a graph of what I got with the whole thing. And it's a bit complex, but what you can see down along the bottom is the different benchmarks, and along the right are the first three are some major clients. EVM is our go client, Parity is a Rust client, EVM is the C++ client. The rest aren't clients yet, but EVM to WASM is part of the WASM research. It's a program that takes EVM code, translates it into WASM code, and then I fed that to Google's V8 engine, which generates assembly code, EVM JIT, Pavel was just talking about it generates assembly code directly from EVM code. And then the native C++ is I rewrote the benchmark programs in C++ instead of Solidity or EVM assembly and compiled those to assembly. So pretty clearly the C++ wins the race, and pretty clearly exponentiation is pretty hard for everybody, which isn't surprising, but it's a little concerning. There might actually be possible exploits by writing contracts that do exponentiation and get charged only a few gas, but take a whole lot of time. And RC5 looks pretty hard because RC5 works on dynamic shifting, and EVM does not yet have a shift operator, and so it gets imitated with exponentiation. And in between things are relatively regular, and the speed you could actually predict by the language that the client is written in. Where did that come from? Next slide. I can't see the screen with these glasses on. So to simplify it, this is looking at one angle, it's a harmonic mean of the performance of each client, and it shows pretty much the same thing. So clearly the interpreters are not as fast as going straight to machine code by any route, and clearly some interpreters are better than others, but they've all been good enough so far for our purposes. And of course I love car races as examples. Last year somebody in the audience shouted out that instead of using classic cars burning tons of gasoline, I should be using Tesla, and Teslas are nice. Is George Hallam here? Are you here, George? George would agree that rather than a Tesla, this would be much cooler. This is a 68-must tank hatchback. Under the hood is actually some powerful electric motors, and the trunk is full of lithium-ion batteries. And if this works, where's the button? We will see how this does against Tesla. Is there any sound? No such luck. But there goes the Mustang. Tesla doesn't have a chance. So a digits missing, but after a quarter mile it had gotten to 140 miles an hour. That's a lot. So what keeps those interpreters from reaching native speed? And the first answer is they're interpreters, so they've got that overhead. You can work hard, you can reduce the overhead, but generally you can't do better than about three or four to one compared to native code. And for our particular interpreter, the 256-bit registers slow us down, because real hardware has 32, 64-bit registers. And the unconstrained control flow hurts us a lot. And I'll get to that. The 256 hertz, if you remember, grade school math adding, multiplying, two numbers is pretty easy. You can do it in your head. If you have four numbers, suddenly it gets a lot harder. And it's quadratic, so it gets worse and worse. 256 squared is a lot. Control flow. The jump operator in EVM, I mean, go-to's are considered harmful, but at least if you say go-to label, it will go to one and exactly one label. In EVM, you say go to whatever's on the stack. So there's no way of knowing often statically where it's going to go. So you can have a nice little program like this, and F calls G and H and returns, and it calls I and returns, et cetera. Nice clean structure, no trouble. No trouble to understand static analysis, anything, no trouble. What's it actually look like to the EVM? That's what it looks like to the EVM. So if you're trying to do formal analysis, if you're trying to write a compiler, if you're trying to do anything with it, again, the number of paths goes up quadratically and you're in trouble. Because pretty much if you can't do it in linear time or at least analog in time on the blockchain at deployment time or at run time, you can't do it. So how do we do better? Well, EVM JIT is already doing better. I won't back up, but if you look at the slide, the EVM JIT is actually pretty close to the native speed. It does very well on the wider arithmetic and not so well on narrow arithmetic and complex logic. But it's a very good JIT. I've told Pavel, he gets to be the electric fox. He's tired of these little three and four letter names that don't mean anything. This is a racing team out of Latvia. That's a completely electric dragster. And here it is, winning the European world record. There it goes. Drag races are fast. It's not impressive, is it? It's over. Hello? 275 miles an hour. Just a few seconds. Love these things. So we've got two research programs that have been going on how to improve things. They've been nicknamed EVM 1.5 and EVM 2.0, which doesn't really mean anything except those that are nicknames. And for 1.5, that's a suggestion to extend the current EVM by adding new op codes and requirements. So we forbid those unconstrained jumps. You just, we will not allow you to do that. And we then have to provide a way to do the things that you otherwise do with those jumps. So there's op codes for subroutines. And then we've got to get away from having nothing but 256-bit registers. So we've got op codes for native scalers and op codes for SIMD, because real hardware has all this silicon devoted to SIMD registers. And if you go to Google and type SIMD crypto, you get a lot of results. So it would be useful to make that hardware available. And at deployment time, there's a validation phase that goes through the code and make sure that it actually does follow the rules. What a concept. And then 2.0, well, gee, it provides op codes for structured control flow. It's stricter than 1.5. It actually looks like a high-level language with if-else. And such. And it provides op codes for native scalers. It's SIMD, the SIMD's coming later, but there's a SIMD proposal. And it also has a validation phase where it validates control flow and stack discipline and type safety. So they're very similar at that level. So we've got some technically very, very similar proposals. They both provide for very fast compilation to native code. It could be done as a JIT. We've come to realize Ethereum cannot do JITs. They are actually exploitable. That is, if you find or write a contract, which takes a long time to compile with a JIT, but requires very little gas to run, and you start hammering those contracts, you can do a really nice, you know, DOS attack. So if you're going to do any compiling, you've got to do it up front at deployment time. And Martin's notion of transpilers, I think, is very important here. 1.5 could be transpiled to 2.0. 2.0 can be transpiled to 1.5. 1.5 or 2.0 can be transpiled to 1.0. Either of them can be transferred to the JVM. You can make up new ones. Pretty much, you know, you can compile any VM you wanted to some other VM. And he also has a notion of gas injection. So you put little pieces of code into the right places to count the gas. And what this means to me is it doesn't matter what execution engine a client chooses. Because on the blockchain, you can put a contract that translates into that execution engine. So these are, these can be completely independent choices. And we could actually choose to support a number of VMs if we wanted to. And independent parties could decide to support a different VM, put a transpiler on the blockchain, and away they go. Gee, I'm almost out of slides. And there's no sound. That's really too bad. Yeah. So what, what is the big deal about native performance? And what's the big deal about being lean and mean and close to the metal? Well, we saw the electric dragsters. Here's like a real top fuel dragster. They run on a mixture of diesel fuel and nitromethane. Just about a month and a half ago, not too far from Ming's place in Michigan. This guy got the world record and it's over. 338 miles per hour and a quarter mile. These guys pull about five or six Gs, which is about the same as an astronaut taking off in the space shuttle. But there's a problem with going fully native. In the Sieb world, we call it undefined behavior. No, that's the last. Come here. Okay. Play, play. There it goes. What's going on my screen? We'll try it again. To do the driver actually walked away unscratched. I love this guy. We'll give you one more. Boom. It turns out I'm done. So I knew it. Audiences love explosions.


We have developed an efficient workflow for analyzing focal adhesions, FACE, in NDAMB231 breast cancer cells. This workflow combines several image A plugins to simplify the process and reduce false negatives. It also allows for the detection of FACE with minimal background interference. This approach can be used to quantitatively analyze other fluorescent images containing localized or focal signals in a high background environment. This article was authored by Acahorsum, Baron Osdall, and Devrim Pezzanotfer.


Thank you very much for waiting. Now we would like to start the announcements on the strategic agreement between Soft Bank Group and App Holdings, and Mr. Masayoshi Sonui will explain to you, and after then that we will have a Q&A session, which those who are participating over the phone can also ask the question. So now that Mr. Son, please. So the previous session I made an English presentation, and now that I would like to turn into Japanese, for Japanese audience, and I would like to explain and also have a Q&A session. So this time of the Acquisition of Arm, recommended Acquisition of Arm, is something that I've been thinking for about 10 years or so, and now the day has come. The foundation of Soft Bank, in the history of Soft Bank today, actually, is the most exciting day of my days in Soft Bank since I founded the company. Soft Bank so far has been operating several business, but those were always in number three in Japan, number four in the United States, so there are those kind of things. And also, in China, we have group companies, Rebaba, which is number one in China, but when it comes to the direct operations from Soft Bank, and when it comes to the business, I'm directly involved in the business, then global number one is not something that we have with me, with us. So this time, at the first time, we have a number one company in the industry, and also this company is going to be the most exciting and most important industry going forward for the humankind history, which I will be having a strategic agreement with this company is something that is very much exciting for me and great happy for me too. So now that I would like to go into the details of the transaction, here the transaction summary is that we are to acquire 100% of ARM. ARM is a listed company, and at this time, we would like to obtain 100% of ARM share in listing this company and make it a wholly owned company of Soft Bank. And the value is in total 3.3 trillion yen. And for the acquisition financing, about the 30% of the total acquisition price is going to be used from cash on hand, and about the remaining 30% is coming from the debt. And this debt is bridge loan. Why bridge loan? It's because we already have a cash on hand, but we have sufficient cash on hand. However, that's because of the from the recent capitalization from the Alibaba share and also some cash on hand. In addition to that, next month, starting from next month and going forward, in two phases, we will receive the proceeds from the sales of Supercell and Oho also, or the proceeds from the sales of Ganho. Because not yet on our hands, but we know that's coming, therefore, if that's the case, we will structure the bridge loan. That's why we came to this idea of bridge loan to finance this transaction. So in principle, 100% cash, and we will know equity financing. So we are not utilizing our equity at all for this transaction. We are using all in cash. And this is the key transaction terms. Price per share is $1,700. This is not any hostile transaction or anything like that. But this time that we have received unanimous board support and also support of our management so that they are going to recommend this transaction to the shareholders. So that's the kind of a transaction that we are having here. So therefore, I can say this is very much friendly deal. And Softbank, certain funds have been confirmed already. So we are not going, there is no need for any additional financing or anything like that. As a result, once we receive approval from shareholders' meeting, then this deal will be completed without any other questions. So shareholders' meeting and also you English court approval will be necessary. And the transaction structure is scheme of arrangement. And the schedule, today is an announcement, July 18th. And also, scheme documents posted after this announcement in a few weeks. And later on, after a few weeks later, we will present the petition for sanction of scheme to court and also the shareholders' meeting. And all the petition for sanctions of scheme will be made. And the scheme becomes effective a few days after that. So total process, we are looking at in a few months. So it's not like six months or a year or anything like that. We are not expecting that long process. And the transaction rationale here has a unique and foundational technology. And in this industry, Army is number one in the world. And the market potential is huge. And we're expecting the future growth, especially in the mobile and the automobile or consumer electronics are already using. And that's another chance that we are looking at. And for our long vision, really matches to this company. And for soft banks stakeholders, like I mentioned earlier, we do not do any equity financing for use for this transaction at all. And also no change in soft bank dividend policy. And also maintain flexibilities with continued focus on net debt reduction. Especially the net debt over every multiple is going to be improved. I thought this is a kind of a fate and very decisions that it has been determined because back in 1976, 40 years ago. Even before I found the soft bank, when I was a year of 19, I saw one picture, this is it. This is a real picture of the thing that I saw when I was 19 years old. So I get off from the car, I remember the scene exactly. And that's the time where I was still college student. I got off from the car and there are lots of leaves on the ground. And I stepping on those leaves. And actually I was also walking and reading a science magazine. And flipping the pages and one of the page shows this photo. And I was wondering, what's this? This was the first time I saw this. Looks like a design for the future metropolis or anything like that. And I was just wondering, what is, what was it? And I was wondering and flipped to the next page and then I found out. This is actually the finger size computer. That's the first time I learned about it, which is the chip. This is the expansion of the chip. And I saw this and actually I was shaking my hands and legs. And I was so moved and I couldn't stop crying. It was just one instance. I just got off and I was walking along the road just in a second that actually my head was actually moving around. And I couldn't stop crying. It was like, it's like I just saw the moving picture, moving movie or music.  Exactly the same thing happens to me when I saw this photo. Why? Because I finally think this is something that exceed the brains of human being in the future. So this is the thing that going to exceed. Human actually created by themselves to exceed the human's brain. So that's, this is something in the future. Once it's evolved, then this is going to be the tremendous impact to the future of the human beings. Later on, it's going to exceed the brain's functions of human being and I thought about that at that moment and I scared and also moved and excited. Everything happens in the same time. And that made me not being able to stop crying. So that cheap photo here actually today, now that the way I myself can be involved largely to the future of human being and I was able to make such a decision. The computer chip in the world why it shipped so many numbers but PC inside of PC CPU, most of them are made by Intel. But other than PC, those CPUs other than PC almost are made by ARM. So outside of PC when many of things is going to be connected to internet which is so-called Internet of Things era is coming and the center of this trend is now in ARM. And being involved in ARM and when I was in 19 years old, this is the cheap photo of microcomputer and 40 years later now that I am actually directly involved in this business. So I'm so excited because of that and that made me, I don't know what to put it into the words. So from the sense as a businessman or my personal life wise, this is the highlight of my life and today is the day for that. That's how I think about it. So what such a, we can be together with you and I'm so happy that we are all together in this room. I am so happy so I hope you're all so happy too and that you can be the same room as the happiest person in my life here. But that's maybe too exaggerating but anyway but that's how happy I am and I wanted to share with you. So soft bank here actually returned to investment is 44%. So for 18 years every year compound, 44% of IRR has been recorded. And if I need to pick only one thing for the key for success then I will say I always try to focus on the paradigm shift of the technology every five years or every 10 years. There is a paradigm shift and try to be focused on the very beginning of those change and I made a big bit every entrance or every beginning of those paradigm shift and that make us this 44% of the IRR. So 44% return, I want you to think about it. In the world wide private equity investment companies, venture capitals around the world but with this size, so much trade union, 44% of IRR and have a such track record. I have never seen such a company as far as I know. I never saw such a company in the world and only key for success is the beginning of paradigm shift that I made a bit every time. So in the past 40 years, there are four big paradigm shift has occurred and every 10 years or so I made a big bit in the beginning of those and why I am now? So that's because I am expecting the one of the biggest paradigm shift that's coming in human being history which is from mobile internet to the IoT. Because it will be the internet of things. PC became PC internet, next mobile became internet and after the mobile, it will be the internet of things. Everything will be connected to internet. The first it was PC, then mobile in the future. Everything will be connected to the computer. So this is the biggest paradigm shift we will see in the future, that is my belief. Therefore, at that entrance, I would like to make an investment.  So they were skeptical probably. However, SoftBank invested proactively to that. When mobile technology advanced, when we bought a board from Japan, people thought, why were they buying into a very mature market? This is mobile industry. Then I said, because I wasn't investing in the mature mobile market, I was investing in mobile internet and I was investing at the entrance, the beginning of that market. That's what I said. However, many people didn't understand what I was saying. Therefore, the share price of our company, SoftBank, after that rumor came out, in two weeks we had a drop of share price of 60 percent. But that's because many people were skeptical, even thinking that we would go bankrupt. Because we didn't need all that money, 3 trillion yen if we went to bankrupt. But we had more cash and more assets than that and we could just manage, just with cash in hand. So the key is that we invested at the entrance of a paradigm shift. So let us talk about the company ARM. I will explain to people who don't know about ARM, just briefly. ARM is a company. So they have, last year they shipped 15 billion units of chips. This is, the number is based on the design base, ARM designed chips of this number. And this number of chips were shipped. They don't manufacture chips themselves. Intel do both, they design and manufacture. However, ARM's business model is not to do both. They are specialized in designing chips and they ask manufacturers of chips to make their chips. So this is called system-on-chips. So they can add a memory or just modem, add modems, or they can enhance graphics. Then this thing is called system-on-chips. And so these are customized chips. It's like motherboard of 23 years ago, PC's motherboard. It is just like that. So in the motherboards of those days has shrunk into the size of a chip. So ARM is offering these designs to many manufacturers of chips. And last year, 15 billion units were shipped and it is exponentially growing. So in 30 years, how many multiple would they be shipping? So this is the total revenue. So this is less than 1.5 billion last year. And this is the net profit of the tax. This is about $6061 million. But as far as I'm concerned, this is just the entrance of ARM's exponential growth. ARM's chips are used in many smartphones all over the world. They occupy about 97% of the chips used in mobile phones. Therefore, smart phones, excuse me. So you could say ARM is the biggest company in smart phone chip industry. So the shipment of smart phones has begun to mature, but there is potential for more growth. It lies in the fact that one device can use multiple chips and the most important application processor has not just one core, has multiple cores. ARM first used one core in CPU, but now it has four cores or eight cores even. And furthermore, graphics and other enhancement can be added and growing in numbers. And in a more automobile, so there will be more and more ARM based chips. So when the car becomes all self-driving, there will be more self-driving cars. In that case, automobiles will become running super computers or running robots. If that happens, ARM's potential market value will be even more enhanced and furthermore, in homes and offices, everything, anything will be connected in the future to the internet. So what's the most important if it's realized is the security. If a hacker hacks via the internet of things, for example, a car, a self-driving car, provided that is hacked and it has suffered virus attacks. So that means on the day, at the same time, all over the world, all the brakes, car brakes stops working. That can happen if a bad hacker does things like this. So if the security is not enough, this can happen.  That is a possibility. So by hackers, airplanes can crash and multiple airplanes or multiple cars can crash or their brakes stop working. So this is a very dangerous world we could have. Therefore, the security issues will become the most important element, however, ARM has got the security zone system. Their security, their royalty percentage is also growing very fast because it has, multiple cars have begun being used. So this page shows all the many elements of ARM, this company ARM. Please have a look later. If you look, read it closely, you will realize that ARM has begun to become the core of the cause of this industry. So last year, as I said, 15 billion units were shipped last year. But by 2020, this number will quadruple or even become five times more. That is expected. So this is a gross market and there are other gross markets. So mobile doesn't mean just smartphones, it includes not PCs and everything, this figure is 80% includes or they're not PCs and everything. If excluding this PC, not PCs, it shares 97% and other areas, embedded intelligence and infrastructure, all those things have begun to use ARM's products. By 2020, the potential market, the ARM design-based chips, the size of the potential market is considered to be 45 billion or in the enterprise infrastructure, 36 billion. So this is a huge market with huge potential and others will be also used for other home appliances and other things. ARM's business model isn't to manufacture chips themselves. Therefore, so they give, they license out their chip design to many manufacturers of chips. Then they ask manufacturers like other companies to make manufacture their own chips. So they are not competing with chip manufacturers, rather they are partners of chip manufacturers. So they just offer license out their chip designs. That's the difference with Intel. Intel does both designing and manufacturing. So it's not a vertical integration, but it's segmentation. By segmenting their roles, they have earned many partners. This is their business model. And this is very similar to our business model. So these software partners and other design partners, so they have more than 1,000 partners. So this investment is based on the shared vision between SoftBank and ARM. And also we will maintain neutrality and we'll build a global relationships and invest in innovation. In one word, SoftBank and ARM, faced with the paradigm shift and next paradigm shift, we will be challenging together to this beginning of the next big paradigm shift. So ARM is already the industry standard, but they also have a huge growth potential, especially IoT is going to be the biggest paradigm shift of all things coming. Therefore, the top management and the board meetings have unanimously are going to suggest to the shareholders. They have agreed to suggest this deal to all the shareholders. So I hope I didn't talk too much. I just hope as many people as possible will understand my vision. Thank you very much. Yes, the floor is opened to the questions. So let's get questions from the people actually in this meeting room. Go. Yes, please. World Business Satellite TV Tokyo. So in the previous session in English the Brexit or the punt, a starting depreciation is not really directly involved into this transaction. But the 136 yen per pound is very much discounted rate for the transaction. So that the starting depreciation, how much do you think you'll be able to buy this company is discounted? And also, does not have any functions for the productions. So even that the UK Brexit exit from the euro, did you have a hypothesis that there's not going to be any impact to the arm for your decision making? Brexit this time, in my process of decision making for this transaction, there is even 0.1% in my mind about this Brexit for this transaction. After this Brexit, the currency discounts are happening. But at the same time, share price in pounds, 15% increased. So in the course of Brexit, looking at the major companies is one of the extraordinary company that increasing the share price by 15%. So currency change and the share price increase net net. Actually, in that point of view, there is no discount at all and no increase of price at all. So it was neutral. Therefore, Brexit currency change didn't give me any impact to my decisions on arm transaction. And the currency in appreciation is also giving Japanese companies to acquire the company. But how did you think is a discount that you'd be able to gain from this time? So like I said, there is no discount at all. It was neutral. Pounds are starting. How much percent starting discounted after the Brexit? About 15% or so? So starting about 15% cheaper, arm share price increased 15%. So net net, it's about flat. So for us, currency didn't really give us any change. Just about paradigm shift from IoT, it's not timing is now. And that's why we came to this conclusion. And if I need to add one more word, before then, Softbank didn't have enough money to do this. It's happened to be because we have proceeds from the sales of body-by-body shares, partial sales, also sales of supercell shares. So those decision-making were made. And therefore, they gave us enough sufficient money on our hands. And that was a timing word that we came to this. So how about the production base? No production base. Brexit could affect not any effect to positively or negatively. Next question, please. I am Evitani from Nikkei Business. So probably opposite from the previous question. So this transaction amount, I'm thinking it may be too expensive. How can you answer that? And also the other things, by having this transaction with the arm, any other operators as a customer for arm or transaction clients may be impacted from this transaction? Arm for Softbank is 3.3 trillion yen. Comparing the history, the esteemed biggest amount of the transaction. And also, we have put it 43% of premium on top of the valuations on the equity market, which could be expensive. You can say interpreted inexpensive. But that's the multiple from the previous profit or the premium for the previous profit. So it's not the future profit to be gained or any potentials for the future. Five years later or 10 years later, when you look back, then you may, from the five years later or 10 years later, to look at the present value, I think is reasonable enough. And that's people will understand in the future. 10 years before, that when we decide to purchase a Vodafone KK, which was cost us about 2 trillion yen, and many people said that was very expensive. But now when you look back, it was very cheap and reasonable or transaction. Same thing applies to this. 10 years later, people would say it was very reasonable transaction. That's how I think. And that's how I, people would think. Any objection for internally? Internally, in our company, whenever when we make a big decision, big investment, almost people or objects. When I say, do the Vodafone investment, whenever we have a big project, the first, in the very beginning, most of people object. That's when you look at the 35 years history of Softbank, that's always happens that way. However, when we discuss and argue, and when we go into more details of the transaction process, almost all the people come into the fall of the project. That's because I'm so fully passionate and negotiate or sometimes that people convinced. Sometimes he's so passionate so that we have to follow. We have to accept. There are several cases of those in the internal discussion. But at least this time, as of today, Softbank management fall all fall and all excited about this transaction. And for your reference, board meeting of Softbank, Mr. Yanai, whenever I make an investment, whenever I make a decision making, he's usually make an objection. But at the time of Vodafone KK, he said, we should go for it. And he was for the project. And this time for the ARM transaction, he told me we should go for it. So that he was very much supportive on this decision. For Alibaba Jack Ma that he was also very supportive on this. So that this time, as of today, we are unanimously approved. So Mr. Nikeshawara, who left the management, how did he think about it? Was he involved in this decision? He wasn't involved in the final discussion because the final decision was made in two weeks. In the very beginning, when we officially approached to ARM was two weeks ago, that was the first time at Turkey when the terror activity was happening and also the coup d'etre happens. So in the middle of those two big incident, Chairman was cruising at Turkey. He was at the Mediterranean Sea and made a phone call to him. I wanted to see him. And then, why don't you come to the closest port? And he stopped by at the port, which was a mammaries of Turkey, the port city. At the restaurant, he and myself met each other. That was the first time I made an approach. So in these two weeks, we made the official approach and the due diligence and also the negotiation was made. So from the sense that was after Nikesh left the company. Before then, we have a big picture discussion was going on a little bit, but we made up our decision was within these two weeks. I have another questions about the impact to the clients of ARM. Softbank so far, never produced chipset, never purchased chipset, a chip, so that from the sense ARM clients are all chip productions. So we don't have any conflict of interest with those clients of ARM. So from the sense I think we are completely neutral from the sense. Next person, please. I am Tenanishi from Masahin newspaper. So we don't have a person from ARM. So I understand this is very attractive company. And but what was the reason that ARM decides Softbank as a partner? Have you heard about it from ARM people? And another thing, you said that you met with Chancellor, but how about Prime Minister Miss May that did you have a meeting with her? For ARM, there are several stakeholders. There are existing shareholders. They have a senior management and also clients. So there are several types of stakeholder of ARM. For shareholders, this is a cash offer and a sufficient premium. So that at the shareholders meeting of ARM for existing shareholders, they're gonna vote. Then they will express their intention or decisions which we need to wait to see until they vote. For shareholders, Board of ARM recommends and the Board of ARM unanimously approved and support this offer and recommend to the shareholders. So which means they can also benefit shareholders. And that is the offer from us. And next stakeholder, which is the management of ARM, for ARM, this has been the listed company and they had to be more aggressive to hire engineers or the R&D for the dawn of the IoT. And they wanted to do some investment into that, but because it's listed company, they have to focus on the bottom line as well. Therefore, they couldn't have enough opportunity to make an investment aggressively to those area. But once they became unlisted and 100% privatized, then in the coming few years, they will be able to make an investment without hesitation and be more aggressive about the investment. Therefore, management is happy about that so that they don't have to answer for those questions from institutional investors regarding a profit of decent terms. But this time that they will be able to support the long-term period as a long-term investor. So they welcome that idea. And also from the employee's point of view, which I will meet first time this afternoon at the Cambridge Headquarter of ARM. And the first time I meet with management of ARM, but for them in coming five years, we express our intention to double the headcounts and officially commit that, which will be legally binding. That's something that we're trying to proceed going forward, which means for engineers, it's going to be more and more in the company. And that's going to be committed, meaning for them, they will be able to make enough advanced investment into engineers and so on, which I believe is going to be welcomed by them too. And from the client's point of view, we will be maintained as a neutral position and make an investment to the technologies and the R&D so that for clients of chip manufacturers and also the end-users-wise, I believe for those concerned parties we will be able to provide a new technology and we will be able to contribute to them. And for the Mr. Hammond Chancellor of Exchec that we had a face-to-face meeting this morning and last night, right before I flew to here, I made a phone session and also right before then, we had a chance to have a phone call with Prime Minister Miss May. And both recognized this as aggressive investment into the UK and also enhanced employment and the brand of arm and headquarters maintained in the UK and the same existing organization is going to be maintained. We will also be seen as a very strong commitment to the UK and they welcome that idea. That's what I heard from them. Therefore, I believe this is very much welcomed transaction. Next person please. I am Kira from Nikkei Newspaper. So with your press release, you expressed the investment into UK but the Army is self-actually creating design centers or a branch in San Jose and so on and the customers are actually located in Asia or Silicon Valley. So how do you think about investment into those areas? And also, the second question, what was the opportunity, what triggers you to start considering this transaction? Did you, because of the cash that you will be receiving so that you will be able to finally make this transaction happening or was the Army looking for the partner? Is there any trigger to have these transactions from those two parties? Any incidents or anything that happens to make you come to this transaction? So trigger, we didn't receive any approach from us but we made an approach to arm. So it was kind of a one-way communication from us proposal. And about 10 years ago, I had a very strong interest over arm. Someday, someday in the future, when we have a cash flexibility, then I would like to have arm as one of our softbound group member.  In the very beginning of the iPhone products, arm-based design chip was embedded. So that's why I knew and learned that the arm is going to be the key leader for the mobile internet and I'm convinced from that, from then. And also Android has an operating system which is capable for the arm design chip. So those two actually adapting their smartphone with the arm-based design, meaning that the mobile internet error or the mobile phone error is going to be mainly consist of arm. So that's something that I'm convinced 10 years ago already. And we haven't spent 10 years since we started having iPhone, but when I met with Steve before the launch of iPhone, so right before I acquired Vodafone KK, and at that time that I met with Steve Jobs and the mobile internet thinks is something that I already convinced. And Nintendo has already been using the arm-based chip so that we've been thinking about this for a long, long time. But the latest trigger was the cash proceeds that are coming to us. We have enough money with us and prepared. It became recently available. And also mobile internet trend is another reason why we came to this conclusion. What was your previous question, sorry? Other than UK, do you have an, do you have any intention to make an investment? So arm has about 4,000 employees and half of that. It's about 1,600 employees located in UK, especially engineers located in UK. Therefore, the biggest group of UK engineers are in UK, so we would like to enhance that part. That's the best way to do so. But I already have an Austin, China, Silicon Valley, those areas, or Taiwan, they have a development center in those areas as well. So that's that we would like to also enhance. But because it does not mean that we double the UK so that we can decrease the other base, but we would like to increase in total so that we don't decrease the other countries. But in total, we would like to enhance and increase engineers of arm, but especially our focus is on UK engineer space. Any other questions? If not, then that we would like to start taking questions from the phone calls. So anybody on the phone, please press star one for questions, and we will let you know using the guidance. Whenever you make a question, please state your name and affiliation. Thank you. So now that we would like to start accepting your questions over the phone. I'm Takayuti from Nikke newspaper. One confirmation, two questions, please. Bridge loan, when you explain about bridge loan. So you have a process from supercell, share sales and the gun horse share sales coming in next month. So that's why it's structured bridge. That means this bridge loan, it's going to be repaid using those proceeds. So gross debt for this transaction will not increase then. And another thing you made recently that you are going to also focus on the financial KPI as well. But net interest bearing debt wise, I believe that's one of the important KPI for your business. So multiple for net debt over EBITDA. At AGM it was about three times, it has been improved to three times, but what is the level you think as the appropriate net debt over EBITDA ratio? So those are the two questions I have. Bridge loan this time. So proceeds from supercell, share sales and gun horse share sales is coming on next month. So most of the bridge loan will be repaid with those to a certain extent. But at the same time we do need to keep some flexibilities on cash so that net debt wise we are not expecting to change too much. And then from the first place our ratio of EBITDA multiple of the debt. Some people say it's high, but if you think about it I myself think it's virtually zero the net debt ratio because the listed shares, the number of listed shares, if you think about the scale of the shares we hold, it's 7 or 8 trillion yen. If you consider this scale and consider the direct net debt, that means we'll make the amount of net debt zero. In addition to that, EBITDA has about over 2 trillion yen every year. So that means we have enough free cash flow. So if you take that into consideration, as far as I'm concerned, practically we have a single A or double A standard or international standard judged by Japanese rating agencies. We are given already given single A, but even international standard we have high rating and also we have such a plenty of free cash that there aren't any other companies like this. Therefore, if you look at our balance sheet you can tell we are very financially healthy company. So I expect the free cash flow to keep increasing, especially the spend cash. We have kept, we were in deficit for a long time, but for the first time spirit turned into the black at EBIT figure. Therefore, I think we have come one step ahead. So if you look at superficial gross debt and if you think about multiple of EBITDA it will just keep improving. That's my opinion. Have I answered your question? Thank you. Any other questions? I'm Yamada from Toyo Keizai. How about goodwill? So there was 1.6 trillion yen of goodwill at the end of March. So there was 25.2 billion yen and you have about 3 trillion yen burden. So as a soft bank group that is beyond the net asset. That's the first question. The scale of the goodwill is quite large at this deal. Goodwill means the value of that company if the value of the company sharply decreases of course we have to write off or depreciate the goodwill but over the last 10 years the net arm has been increasing their net profit smoothly. Every year they increase it. The difference with sprint is arm has been in the black and also their net profit has been increasing. So of course we have to depreciate we don't have the risk of having to decrease the goodwill. We are not buying a physical company we are buying the ability of arm to design chips and the potential to keep producing values and to keep creating new technology every year. We are buying this platform. This is the core value of this company arm. So if you think about Facebook or Amazon or Google they don't have big assets. However, they are number one in each section, each category and if they are in that position they have the potential to keep growing and if you think about the market capital within that they don't have net capital. It is a goodwill. So this we can say a very similar thing here too. When you announced the buyback of 200 billion yen you talked that you are going to use the proceeds from the sales dispute divest and I thought that's about the developer share sales but with this transaction these 500 billion yen share buyback needs to be cared still. So are you going to keep setting the assets so that you'll be able to pay for the share buyback? Looking at the past 10 years or 20 years for example Thought Bank has been making sales disposals or new investment time to time so it's kind of the repetitive activities that we've been doing. So that's something you expect some of these proposals sometimes investments so we need to take a balance to do such an activity in between those two. We are not forced to sell anything right now and like I mentioned earlier net interest-bearing debt over EBITDA multiple I believe this is very healthy level at this moment therefore share buyback is going to be used from the sales divesting asset divesting and also a cash on hand and some proceeds from the share sales including Alibaba and Supercell including Gungho as well and that is going to be used for the majority of the funds the confirmation last confirmation so because you have a 2 trillion yen so that's why you did 3.3 trillion or is it because 3.2 trillion yen so that you raise 2 trillion yen which is the order both way I believe which is fast at first but it's both way thank you very much that's it. Questions? Is that all? Can you wait a second please? Can you hear me? This is a Sahin newspaper. Two questions. ALM's value, arm, the value of arm has been explained very well but the synergy with SoftBanks energy I would like to hear more about that. That's the first question. The second question is that there was a shareholders meeting the other day and then so you said that by 2040 everybody has 1,000 devices connected to internet but if AOC is going to be realized are you thinking of 2040, year 2040 or before that and then the time comes how important it will have become for your company, to your company yes, the first synergy SoftBank offers infrastructure for the internet and the arms products will be used for internet of things so it means everything will be using products when the internet is connected to everything that means that everything will be using infrastructure of internet so when things have been connected to the internet and then our infrastructure the combination of structure and the arms tip are connected based on the mutual trust and arm it doesn't only do the designing of chips they also offer security systems and other things so this service department and our groups service department can create some kind of synergy in the future it could have happened we haven't had any, we haven't drawn up any concrete business model or anything it's possible in the future that we are at that kind of stages as I have been saying the paradigm shift we are always investing at the entrance of a paradigm shift when we invested to the internet at the paradigm shift the existing technology and the internet how much synergy was to be created was very much doubted by many people but then internet shifted to mobile and then we were buying mobile companies and people said what kind of synergy will be created by buying mobile company so nobody, 90% of the people I talked to didn't understand it this time this is a paradigm shift another paradigm shift this is not a continuous thing it's a huge jump, big jump so it's difficult to tell that how much direct synergy will be created but looking back in the future I'm sure it will be seen as a very rational investment in total I think we can create synergy in total but in monetary terms I can't really say anything about it so synergy is there but it won't be apparent immediately but for over a long term of course it's there that's synergy this is the answer for synergy another question was what was it it's IoT so when IoT has become prevalent and what would the positioning of arm for you it's not all or nothing it's an incremental more and more expanding thing for example if you think about personal computers at the beginning of the internet, PC so looking forward three years from now, five years now many more things will be connected to the internet already now PCs are connected to the internet smartphones are connected to the internet even cars, some of the cars are connected to or some of the household appliances are connected to the internet so but the oncoming era of IoT compared to the future now only 3% or 2% or 3% of things are connected so this percentage will expand exponentially so at the moment only a few percent of the things are connected to the internet but in 30 years one person one so on average 1000 items will have been connected per head to the internet for example like the lamp posts on the road will be connected to the internet the lamps on the street or in the town everything will have been connected to the internet, industrial equipment, jet engines, car engines everything will be connected to the internet in 30 years huge amount of things will have been connected but it's not a certain thing it will be it will be just an increase number will increase exponentially so due to the voice quality when you ask for questions would you please disconnect live streaming and make a question, thank you any other questions? yes can you hear me okay, yes I am Sugimoto from Nikkei Newspaper I have two questions one so you mentioned about the beginning of paradigm shift that you've been making a big bet and this is the another beginning of paradigm shift and you made this decision of transaction in the past when you think about the mobile internet or broadband when you entered into this market it was not investing but it was just the operating asset you may have yourself involved directly to the management but this time are you going to is it going to be investment asset and why you are not directly involved into the operations of the company if you are making a bit biggest bit in your lifetime and the second question is about the chip and the infrastructure that going to be generating a synergy each other so IoT business IPDB is going to be the next big agenda for soft bank growth and in the course of generating a synergy what kind of things do you need to do is it a marginal acquisition or is it any cooperation with the existing business of soft bank and what is the specific examples you think is going to be required to generate a synergies in principle it's not the situation where that I need to turn around the business of mama anything like that at the time of Waterfront KK it was a sinking ship and broadband we started from the scratch sprint it was making a big loss and having suffered a thought so I myself needed to involved almost everyday basis and even for the daily operation I need to say a things and turn around the business or actually recreate the business or the company itself but this time fortunate to say that it's already been number one positions other than PC areas making money it's profitable management is so skilled and talented they are so successful company so that I don't have to be involved into the daily operation of this business and not creating any new or turning around business anything like that that's not the case for this time however meet to long term strategy I do like to deeply discuss discuss with the senior management about and we would like to come up with the strategy and vision for the meet to long term period and under such discussion I would like to support them and also encourage them and also like to endorse the aggressive investment for the future and as a new business model anything that the new functions or new features there may be some of those so any additional new features functions I do like to be involved in such an idea for example at the time of Aribaba we did the same Jack Ma who is a very talented leader and there are so many senior management who support him was there already and they are already running the very good B2B business and there we came to join as a major shareholder and support them since then after three years later B2C and C2C Taobao should be launched and that's why I myself personally involved and make a proposal to Jack Ma and his team also made a financial support on that too so that when it comes to meet to long term strategy I deeply like to be involved in the discussion so the success of today's Aribaba is very happy example and we not only financial support but also provide the strategic support we would like to be involved in such a strategic discussion so same thing applies to this time for the financial support for the future growth on top of that we would also like to provide the long term strategy discussion and I like to together with management of BAM that I would like to be involved in such a discussion and make that happen so for my life this is one of the most exciting announcement today and that's because I would like to be involved in such a discussion going forward any other questions we cover freelance so you talk about singularity a lot and this time is this to accelerate singularity or what's the purpose I couldn't hear you well what did you say singularity I think the discussion on the singularity I a little bit mentioned in my presentation when I was year of 19 I first saw the expansion photo of chip and that time I already thought about singularity time will come I felt that and also I started crying I didn't know and there is no such word singularity but the mind concept of the thinking is singularity so when I first encountered the photo of chip I already knew singularity time will come and I was a strong believer of singularity and now it is going to be really coming soon so sometime in this century especially in coming 20 to 30 years I believe we are encountering the situation where that the computer will exceed human being and under such circumstance arm chip is going to be embedded into so many things and going to produce the huge big data and this big data will provide data to artificial intelligence and those data supplied from the data is going to be make AI smarter and the most important key for that is going to be a chip from arm that's how I think. Thank you Next question please Yes please I am Oshika from Sahin newspaper so it's difficult to see the synergy right away but so bank sprint Alibaba you have a lot of operating asset so you don't have any specific synergy came from this transaction with arm right away I said it's invisible but actually it also relates to everything more specifically today this morning I just received a phone call from Jack Ma of Alibaba by himself and in China Alibaba would like to become the partner of ARM and as a partner of ARM that Alibaba would like to consider that in China so he was also very passionate to and made a phone call to me because ARM even for Alibaba Alibaba became already providing an operating system for smartphone in China and Alibaba is making a rapid growth in those areas and also they provide Alibaba cloud and Alibaba pay so Alibaba cloud or Alibaba pay or smartphone those are all connected to internet which is IoT and even in payment or cloud everything is going to be relating to connecting to IoT so anything the big data coming from IoT will be integrated into the cloud so that could be the case in the future we never know that's going to be the discussion going forward so it's kind of one of the ideas same things could say in Japan or United States Softman Group also providing various kinds of cloud service and also the internet network service so there are lots of direct synergies into our group companies but we cannot put it into the numerical right away this year or next year it's really difficult for me to put it into the numbers in a big number but 3 years later 5 years or 10 years later when time goes by then our group in a various way having army in our group company and it will become a core of the business and that's the kind of a situation that we are expecting but there are lots of clients not only Softbank and you mentioned that the position is going to be neutral so it's not really prioritized Softbank or other clients it's not prioritized Softbank or other clients but for example if Yahoo Japan Yahoo Japan is not only providing to Softbank their service but we can also develop a custom base all together or coming up with the business model together there are lots of synergies so that as independent operations but also we can expect indirectly provide the synergies so that is going to be a base and in coming 10 20 years I believe it's going to be even wider and wider for example Goal the Chinese chess in your Goal game those winners of that kind of game any stone of God if it's not always the winner set the stones right next to the counterpart stone that's the amateur way of playing game actually you need to set the stone to be a little bit far away and that in 50 steps later 100 steps later that's going to become a big power that's going to give a big influence to the game overall so you should have made that decision that could be the case where you be able to tell later on so 5 years later, 10 years later if I would have made that decision back then then I would become this or that so the Softbank now the Softbank back then because we already expecting that the mobile internet would come later on it was not all of the sudden decision but I always trying to see 5 steps later or 7 steps later and that's something that I would like to make an action every time people would understand, people would not understand most of the people would not understand I can understand that but that's the kind of a case Softbank 2.0 that you mentioned that Nikesh was leading but Softbank 2.0 and this time how that relates to each other Softbank was playing mainly in domestic and making an investment overseas time to time but Softbank 2.0 not putting a core in domestic but actually putting a base on global and making an investment in global that's the kind of a transition to Softbank 2.0 from my understanding Nikesh left the company and there are lots of questions around that his left leave I couldn't hear you well but Nikesh Nikesh's left of the company made a lot of question how do you think about that Nikesh may share a lot of vision with me and even after he left I miss him even more these days but as you can tell from this transactional bomb I still like to be playing as a chairman CEO of Softbank at least 5 years or 10 or 15 years I still want to be passionate to run the company by myself I have strong passions on that and I feel even more on that so under such circumstance Nikesh I couldn't transit my position to him right away and because of me and my selfish desires to being a chairman CEO for more 5 years 10 years to come I couldn't let him wait in the meantime and that's why he himself wanted to see his own steps next steps so that's why we came to this management change but for as long as vision wise we've been sharing a lot and he was here decision on arm transaction I believe that he is also for this idea so we have last three questions and then we'd like to finish up the meeting and please keep your question to one thank you so one question per person thank you so what are you going to do about management of arm SoftBank hasn't been involved with manufacturing industries so how are you going to manage the arm so how about your position are you going to be the chairman or something else well the management of arm they are very capable people I regard them very highly so I don't think it's necessary to change the management of arm the current management team should be maintained right there for myself when the deal is concluded after the deal is concluded whether I'll be a chairman or I'll take some kind of position I haven't decided about it but at least for a meet-to-long-term strategy of arm is something I would like to be involved and support myself thank you I understood thank you very much next person please my name is Ishina Freelancer one question so arms business is going to be your company's core business if that's the case arms tips, clients so there are other chip makers and the terminus makers like Samson so your relationship with those companies within the mobile segment is it going to see any change well within the software group will become one of the core businesses that's my that's the way I'm thinking right now so as I said it's not going to produce lots of it's going to produce lots of direct and indirect synergy but for clients I would like to maintain neutrality as I said SoftBank doesn't make nor buy chips and against chip manufacturers we'd like to maintain our neutral position SoftBank we produce smartphones as a device using those chips well there are many companies like that all over the world including Apple, Samson Huawei HPC or Sharp even Sony all these manufacturers smartphone manufacturers are using arms chips now so those final products of smart smartphones is something we buy and all the rival companies are also buying those so the final products because only because the arm has become one part of our company we are not going to make any difference so towards arm we will maintain neutrality I'm sorry arm is going to make its neutrality in providing their chips other home appliances or cars they will keep providing chips neutrally to all other clients next question is the last one my name is Oshitani from JP Morgan hello one question by your company buying arm existing arm clients and users companies in licensing do you think they will turn against arms products because it's going to be bought by your company because they've been buying their products because arm has been neutral but when it comes under the umbrella of soft bank they will stop buying do you think I don't think so that's because we soft bank we are not competing in a competing business with arms clients soft bank arms clients include Apple and Samsung Mediatek NVIDIA Lunasus Freescale NSP Microchip those companies are not our rivals we are not competing in any business so if we are not in competition although they have become under umbrella these clients will not turn their back to arm all of a sudden they will not change their I don't think they have policy to change their suppliers so only because they become a group member of soft bank group I don't think their clients will will turn their backs to arms I don't think it's possible so you had no color as a carrier so far so but companies so this company is no is not under any carriers umbrella but now now they become your part of your company smartphones manufacturers are not carriers chip manufacturers are not any none of them are within carrier groups so manufacturers of cars chips or they are not none of the they are not in competing businesses to us so if seen from a global carrier company so that means even if you keep dealing with handsets that's no disadvantage to them that's right so if carrier doesn't carriers don't want to buy smartphones using arms chips that means they can't deal with iPhone not Samsung so HPC they will they would no longer use buy or use those mobile phones all over the world so therefore they cannot turn their backs to arms chips so if our smartphones if they think we don't we shouldn't offer our I don't think they are thinking we should we shouldn't offer our mobiles to other companies yes I think our time is up we would like to conclude this press meeting thank you very much for coming thank you very much


Hello everyone, we are very glad to share our work on telecom cloud and today the content we bring to you is practice and thinking of telecom cloud management platform based on cloud native and The slides will be shared by two guys Zhang Yan and Li Mingxuan both of them from China Unicom The I am Zhang Yan first I will talk about the telecom cloud management platform And we call it unified cloud management platform Then Li Mingxuan will give the speech of the cloud native And the content about the unified cloud management platform is made up by three parts Now we go to the first part the challenges and problems on telecom cloud management Let me introduce the telecom cloud It is based on OpenStack We each are infrastructure of China Unicom to carry future telecommunication services and support the development of future network service Including 5G service ad computer services and so on With the rapid growth of the scale of cloud resource and the increasing number of servers the following challenges have been brought into the management First of all This data center resource force in China Unicom is all over the country The resource allocation need to be unified and optimized In order to achieve a good multiple Data centers management it is necessary to consider that Providing the capability of accessing to different cloud platforms and unified infrastructure integration second massive physical equipment and cloud resources require unified operation and maintenance and also need unified monitoring and rapid-force location and challenge of the cooperation and maintenance functions are emphasized three Petro-genius resources requires a unified portal for operation and maintenance and to shield the differences and improve the service quality The centralized the management of telecom cloud makes it possible to manage the heterogeneousarity of resources Such as physical machines virtual machines containers and in the physical machines there was 186 a chapter and a RM architecture will also exist at the same time and in the same resource pool And for we need to achieve the Unified data governance of the multiple cloud platform and support for Custom expansion and open-on demand In order to cope this in order to cope with these problems We have made some corresponding designs for telecom cloud We established as a UCMP to achieve the goal of unified cloud resource management So we have formulated Two level data centers architecture in regional and local In regional data center, we use them to deploy regional level platform such as OSS NFVO and the UCMP. In addition, it also includes VNFM and the control plan network elements of regional level In local data center mainly on-demand deployed at the forwarding plan network elements and edge computing Access network layer elements The UCMP cooperates with OSS and NFVO enhances the cloud resource operation and maintenance in open stack and Also improves the system architecture of telecom cloud The UCMP is connecting with PIM and VIM Managing and scheduling of infrastructure unified It mainly realized the monitoring of resource fillers alarms and performance the business of Outlastation is still hand-over to NFVO And we need to complete the connections with NFVO and OSS too We should keep the consistency of communication with NFVO for the allocation of virtual resource to avoid the conflicts about the resource reuse and We also need to improve resource utilization and we will connect it to OSS in order to form a closed loop of cloud infrastructure operation and the maintenance processing. That's the important infrastructure management component UCMP is in line with the overall planning of Telecom cloud in functional design and construction and now we go to the second part practice and exploration of unified cloud management platform The UCMP is oriented to resource management operation and maintenance Unified monitoring and business support in heterogeneous match cloud environment. In this picture We can see the UCMP contains six modulars one portal provides the unified services and unified authentication Resource management take responsible for the unified management of all cloud infrastructure We can control the overall resource allocation by full view at any time And it also provides the optimal cloud resource configuration Unified monitoring to monitor the topology alarm performance capacity and other information of virtual and physical resources It can quickly be limited and locate the faults O and M provide unified operation and the maintenance and centralize the data governance CMDB saves the basic information of the resource in the full left circle and the last is adaption layer Shared with the difference of VM and PIM of different manufacturers at the bottom layer The cloud resource of various equipment access to the UCMP The implementation will be achieved step by step And then providing all functions gradually as the first step We implemented the two Components there are unified monitoring and adoption layer in terms of technology selection we built the preliminary Monitoring system of telecom cloud with a two-level architecture based on the open source promise use We built a promise use secondary level node for each telecom cloud pool Takes the responsible for resource information and data collection And we built the first level promise use master cluster to summarize all the resource pool state Also, the monitoring system provide a large screen display interface and provide the alarm information subscription interface as the entire system adopts cloud based architecture and It is built in China Unicom's shelf built Tian Gong container cloud platform The tasks of the monitoring Functions are all achieved based on open source system and components in the project adopts containerized Development and the promise use bending with two holes to achieve indicators collection query and storage Redis take responsible for log in authentication and data caching My circle achieves storing the detail this of alarms and System management information Kafka is receiving and summarized alarm information and Forwarding it to the work order system And the difficulty of UCMP design is similar to the difficulty of NFV3 layer decoupling and Both of them are facing the problem that the different date model and the interfaces during multi-bender cloud platform access we designed a multi-cloud access solution based on the adoption layer to solve this problem The principle of the adoption layer is as follows First is supporting real-time and offline data collection real-time conversion of these models and then it can be self operated and maintained and It can be upgraded separately and Finally because the sensitive of the data It must be in dependent control and achieve wonder neutrality then based on this design's principle we need to realize three point one is the collection function of heterogeneous that in the adoption layer and two the standardization of the northbound interface three the standardization of the resource data model We can see the architecture of the adoption layer from this picture it designs a set of drivers or each cloud and then adopts the cloud platform in the north direction and in the south direction and in the north direction It converts the collected data into a unified form So the option layer can not only adapt to the cloud system of the FV but also can adapt to the third party cloud system of not an FV and the driver model can also be convert to a no driver model other Management platform can obtain the original date Through the adoption layer and can also obtain the data processed by UCMP through some open interface And this this is greatly expands the application range of the adoption layer and can deliver the data from upper layer services At the same time the adoption layer can provide its own shelf operation and maintenance functions the adoption layer is constantly improving Due to the engineer reason The adoption layer is constructed first After the promissives monitoring technology stack is determined The interface is upgraded to promissives export mode From which the performance data and the resource data is pulled by the promissives masternode The alarm data interface of the adoption layer is pushed to the Kafka component in real time The third-party platform system realized the real-time processing of alarm data by subscribing to the corresponding topic in Kafka and realized the process of sending the work orders Based on the adoption layer the UCMP can get consistent cloud resource access and simple operation and maintenance management and efficient resource integration Each modular of the adoption layer can be electrically scaled according to the amount of the resources and Also support the distributed deployment The UCMP also supports flexible configuration and expansion to the indicators and Unified resource model is designed for the entire domain Open data collect functions other system can connect to the adoption layer directly and obtain the original data The efficiency of the heterogeneous cloud integration can be improved and also the efficiency of the scale expansion needs The UCMP is centrally developed deployed in regional DC to support management with new build and existing cloud resource regarding the expect effect of the cloud management platform and the first is to manage the physical and virtual resources and can allocate the Resource in unified manner and the second is to evaluate and approve the resource applications that on demand and complete the resource Isolation and the recycling The UCMP is also achieved the full process automation as the resource management and also the operation and maintenance concluence Telecom cloud is the key infrastructure for network transformation of China Unicom and It is a large-scale commercial practice of open stack in the telecom cloud and it is now moving towards cloud native gradually the development of the business The patients require a supporting platform based on cloud native and The last the UCMP is the basic platform for telecom cloud management, and it is an important the grantee for implementation of cloud native The UCMP needs to realize the collaboration of heterogeneous clouds such as open stack and the communities in the future so ultimate goal is to build Unified cloud resource operation system based on cloud native So next part my colleague the mission will introduce the related work about the cloud native in telecom cloud We divided the telecom cloud into the three development Stages the first stage is the now we are it is a virtuous machine resource poor scenario three They are kind of architecture and a two-layer deployment Complete a business deployment based on resource in this stage cloud platform and the cloud manager platform Followed up our one form introduced up on up on about combining the cloud resource managers and the system in many Provide the virtual machine for every and other services and achieve to deploy on every on cloud We get the first step from nothing Now we call for 5g use in business and then telecom cloud as the infrastructure carry 5g service need to provide more virtual function, which is the second stage It applied the container cloud based on virtual machine and supports 5g service and a little work slice and Faster deployment Meanwhile, we put the cloud native thinking into telecom cloud and promote the micro service deployment in some business Then in the third stage, we want to build a telecom cloud by containers on physical machines build a new physical container resource pool for abundant business news and It prior to the network slice in business use Which is a can achieve a second the level development of an extra expansion capability We want to do the business night and wait and the fast open Networks nights in some vertical industry and the age of computing scenario If Kcon cloud as the capability it goes to involve in cloud native And that is our one of the important to go and the direction So how to involve from virtual machine to contender and how to solve the problem in the development of a 5g Actually, 5g's SBA architecture determines the that container will become the important in telecom technology of 5g Identity and efficiency is the key advantage of a container. We should have built a application already and to the fresh check The current and research direction is based on Kubernetes and the folks are providing past capability for business application Because of the API of a community is very rich including five classes such as a workload can only service Corporation and storage mental data and the interface number is more than 150 and the closing relay related to these APS Kubernetes technology upgrades the frequency and the changes reckoning quickly and it takes at least a half a year to very fine each a version by multiple manufacturers to according to the needs of operators the Kubernetes and the contender technologies need to be continuous enhanced in the take a Technic come uses such as a native worker multiple plane TPTK Luma large page memory scheduling and so on The biggest problem is the contender complex maintenance Application driven and the contender management is more flexible into great integration A call closer make factual is more difficult operation and the maintenance interface is more different. So Contender cloud management platform is also very important The development direction of on unified the cloud management platform based on cloud native There are so key problems. We need to think about the first supporting of the cloud of the telecom business operation supporting system and the MEC money Money for business scenario the second cloud resource management enable cloud computing and the cloud native collaboration Providing the different capability of industry cloud and the private cloud The third based on the infrastructure of unified the cloud resource Achieving them a management of a resource schedule in data center In this logic infrastructure picture the that on the left a white highlight We think is the future of the telecom cloud logic education We divided the technical telecom cloud into three layers the industry cloud is on the top and The management of this day cloud management platform claims the supporting rule should be the first supporting core Network architecture of SBA achieve 5G and Microsoft is a delivery. The second is a supporting OSS Cloudy and the multiple talented resource sharing The third providing solution and the product based on MEC industry The fourth is the architect orchestration capability of providing cloud native in some special measures The middle layer is a cloud resource layer. You can see the virtual machine cloud platform based on open stack and there is a Industry cloud provide a private cloud and the container platform on the open stack and there is also a physical container platform development of independent of open stack In this is a layer. We also need to build a container platform on the other hand for the bottom layer it could be get a unified management and the unified orchestration capability of a unified cloud resource pool on data center resource In the process of cloud native or transformation of telecom cloud We should not adjust on to consider Containerization of contender elements, but also content consider the change on over company information architecture The application support the platform based on cloud native become particularly important the platform need to support all telecom this in cloud resource departure and application management and also need to consider Consider the micro service developed DevOps and the middleware China Unicom always attracts open source Open source community communities. What cloud is the infrastructure resource system? Independently developed by China Unicom, which is a base of our open stack since from launched on 2009 What cloud has been widely adopted in my in our own data centers and customers in many into the industries Well, what cloud is keeping up with the needs of the new technology and the market development and continuously and Optimizing now it has to release the half which was in the sixth combined with the new technology development needs on cloud computing Cloud native service mesh and the service it has six characterize these ticks such as comprehensive needs open Rapid delivery structure flexibility Efficiency Impensability and so on Meanwhile, we also feedback our research on open-stack community and other communities. We also share our More practice and achievements into community That's all. Thank you. Thank you


Look at this man. Look at this man. It's 37 degrees outside and this man As long as you blazing the tats man. I'm telling you you don't get cold We're just gonna walk and talk with J. Oh and uh Coleman can just wait. Oh, yeah, so you How you feeling man?  You're beating up on old man pretty bad yesterday. Oh great Great, but Coleman Coleman is is the man he can still scratch on let it don't let it fool you But I feel like a couple of those he let you have but feel like the times you put your head through his sternum Those hurt me a little bit on the inside the one the one that you caught on tape was kind of personal When he kicked out I was kind of pissed. I wasn't I wasn't admitting it there but so the goal is the goal was he's trying to give you different feels obviously for things but but You guys you guys have been in the room scrapping for a minute though since 2000 and summer 2008 He's giving me different feels, you know different guys give different feels and You know giving me things to frustrate me. He knows me very well as a wrestler knows where I need to work He knows where my competition likes to go and then things they like to do so And it go like that. We like to mix it in And just me stay consistent and doing what I do and don't get too caught up on anything anybody else is doing and just implementing my style and What I do best attack and score points So how comfortable do you feel right now around this by this pokes crew? You got the legend Kenny Monday. You got a guy that you just talked about you got tons of history at Oklahoma State with and Coleman You got Gary Wayne in the room, man You just got I mean and and even though he's not a poke Ramos It just he brings that extra edge to things man I talk about your comfort level and your training and how that's playing out because you're wrestling great right now It's good.  They know where to push me and when to lay off But just to have that crew around me its family, you know, they've seen me develop Gary's a little bit younger, but even having him around coming from the same program He knows the kind of mindset I've been trained under and the things I like to do but Even further these guys have been around me my whole career. So leading into the Olympic trials and being around coach Monday, who's Olympic gold medalist and Coleman who's a bronze medalist, you know I lash away from making the finals in 2012. So these guys know what it takes To get there and they know where I come from and they've watched me develop since I was 18 years old So we're continuing to develop and Inside the room and outside the room, but also, you know What's gonna make me the best wrestler and what's gonna make Jordan Oliver the best and you know We're creating habits and doing things that I haven't done Because we have to go places that I haven't been right so talk about talk about the evolution of Jordan Oliver though You've evolved So a lot and there's a lot of it's a misunderstanding Some of it's misunderstood who J. O is some of it's by your own doing and some of it's by just The the misconception of you but talk about the evolution of where you're at right now as a human being first and then as a wrestler second You know coming up to the years I can say that some of the years I kind of Now looking back and the things I'm doing now I could have been doing, you know back when I was in college and coming through college to Make a name for myself and maybe been on multiple world teams, but with that being said I wouldn't change any of it, you know It helped shape me not only inside the room But it helped me shape me as a person outside the room knowing that I got to live Right and make the right decisions every single day every decision I make, you know holds weight to the dream that I'm trying to obtain so being an Olympic champ You can work your ass off in the room. She's my language again, but You got to work your butt off outside the room. You got to do everything, right? Every decision you make needs to go in and the way in is this Olympic champion decision so You know the past couple years and they're they've been ups and downs, you know a lot of the times There's a lot of talk a lot of talk around my name and I come up being the first loser a lot Right and and it's disappointing and it hurts and I have the ability to change that right and I've always been a hard worker inside the room But it's also carrying in the same habits and the same Mentality outside the room, you know execute and outside the room whether it's you know getting to bed on time getting up on time The things I'm putting in my body and then how I'm maintaining my body and my daily Eating routine in my habits and everything that I'm doing so living right is You know for me We're putting this on the scale, you know the outside outside of the wrestling room is 80% for me You know you put me inside the wrestling room and I I make dreams come true Hey, and I can do a lot of things but you know it got to come full circle And I think this move here, you know being with Coleman and Kenny and then going through everything I went through whether it's losing and taking