Good afternoon, ladies and gentlemen. Thank you very much for joining us here on a session that is very close to my heart, the economics of gender parity. We've been running a campaign on CNBC TV18 in India called Future Female Forward because we truly believe that we need to create equal opportunity workplaces and the kind of potential that you could unleash by involving women in the workforce and more women in the workforce could have a massive positive impact. In fact, that is what the World Economic Forum's data and research suggests as well. But just for the context of why we are discussing this year at the World Economic Forum's 54th annual meeting here in Davos is because progress is stalled when we talk about gender parity. So let's bring up that slide for you to tell you where we currently are. While there has been a move back to the pre-pandemic levels, if you look at us, we're still 131 years away from being able to achieve gender parity and that tells you just how complex and how challenging the issue is. There's a whole host of macroeconomic challenges that political leaders, business leaders are dealing with. And so guess what? Gender parity is not on the priority list at this point in time, but it should be because that slide tells you why it could add 12 trillion to global GDP and boost the economic output of some countries, some economies by almost 35%. So it's not just the fair thing to do, it's not just the right thing to do, it is the smart business thing to do, it is the smart economic thing to do. So without further ado, let me introduce our panelists to you here, joining us on stage, Gabriella Sommerfield, the Minister of Foreign Affairs and Human Mobility of Ecuador. Thank you very much for joining us. Also with us, Mike Henry, Chief Executive Officer of the BHP Group. Mike, great to have you. Ann Annette Mosman, Chief Executive Officer of the APG Group, coming in from Netherlands. Thank you very, very much. Just before we got started, we were having a conversation in the green room and it was odd that each one of us said that we didn't believe that we needed quotas or reservation or mandates to improve the participation of women, whether it was boardrooms or across the workplaces. And yet we've all changed our minds on that. So Mike, I'm gonna start by getting you Ann Annette to comment on that. Why did you change your mind about the need for that? So the story I was relaying on was that, so I lead BHP, world's largest mining company, workforce of about 80,000 people. And I came to the company back in 2003 and I joined the company for its values and the leadership then was very focused on a whole range of issues but included doing right by the world and one aspect of that was achieving gender parity or increasing female participation in the workforce. Well, fast forward to 2016 and we really hadn't made that much progress in spite of a whole bunch of leaders whose values were in the right place and who had invested genuine effort in this. And the global mining industry is probably about 10 to 15% female participation in the workforce. BHP was sitting at a time at about 16 to 17% and we hadn't moved the needle over 10, 12 years. Well, my predecessor is CEO came out in 2016 and said by 2025, we will have a gender balance workforce. He made that a very clear internal target but also announced it externally and held leaders to account about it.  We were expected to progress towards gender equity, gender parity in BHP and we were also expected to uphold all of the other things that you would expect a large publicly listed company like BHP to be delivering in terms of profitability, other aspects of social value. And that bringing that tension to bear in the organization suddenly unlocked performance and seven years later, six, seven years later, we've increased from 16, 17% to 35%. My leadership team is fully gender balanced. We've increased female representation on the board and lo and behold, along the way, company performance has improved. So we're delivering more reliable operational performance, better financial performance and overall better safety along that way. So I've become a convert, strong supporter of needing to put firm targets in place within organizations in order to stimulate the right focus, urgency and effort to achieve the outcome. Annette, I want you to comment on that. But before that, let me just welcome to the panel, Dr. Srimulyani Indravati, the Minister of Finance of Indonesia. Thank you very much and welcome to the panel. Annette, over to you on why you changed your mind on why it's important to set a target and be held accountable to it. Yeah, maybe why I was against targets in quota. That was a decade ago and that was why I believed and that's pretty naive. We can do it on ourselves from a female point of view. We can do it on ourselves and the numbers are clear, macroeconomic, business numbers, that it is working, diversity not only through the gender but also cultural aspects and social aspects is working. So I thought if we really are running a business, it will work out and we don't need quota and targets. But the numbers here are also clear. We do need them to do the intervention, clear targets, no excuses. So targets on turnover and profits but also on diversity to improve future profits. Absolutely, but let me get the two policy leaders here on the panel to comment on what you are individually doing and Ms. Sommerfield, I start by asking you because you've put in place a purple law in Ecuador which hopes to bring in parity across different sectors. Explain to us the reason why you felt this was important, why you felt you needed to do it and what you hope to fix with this. Well, it will be very important firstly to mention what my colleagues were just saying and mentioning and mentioned also to the statistics you just saw. What it means, this parity for Latin America is 2.6 trillion and what that means for Ecuador economy is 46 billion. So it's so important to bring this gender parity to our countries and to our lives for more productivity and a better economy for everybody. But what Ecuador has been doing, firstly, we created a minister, a new minister who takes care about women and who takes care about violence and who is looking after education capacities for women and also access for financing which is very important and for technology. That's very important in order to start changing women's life and they to become part of the economy. But also we have this new law and the new law was supported by our actual president. He became president after he created and put this law through our assembly like he's kind of a congress, he's our congress. So he pushes this law for this purple law and then he became president. And once he became president, what he did it is he practiced what he was willing to do through the law. The law empowers women, open access to women to different important cargos. I mean, to important places where women can take decisions and be part of the system in the same level as men. And the first day he became president, half of his ministries are women. I'm part of that statistics. So I don't know how many countries... Not just the statistics, much more than the statistics. So how many countries around the world does have half of the ministries are women? And what we can see is that we're working very, very, very hard and we feel just the same. We have the same boys, we have the same empowerment and it's really great, the dynamics. And another special thing about Ecuador is that the average age in the ministries are 40 years. That means there's a lot of young people that brings a different dynamic, innovation, lots of energy. They have a new vision of the new world because we're living in a new world. So this is very important. Through the law, regarding your question, I'm sorry for all the things that I talked before, through the law, a very important cooperation with privates, a community, a community come to action. I mean, privates have been working very hard with government to create opportunities for women, to create new jobs for them, to empower them through education, through financial access and through technology. So what we're looking is that privates are the one that are bringing the laws to action to the real world and that's very important. Well, thank you very much for giving us a sense of what the purple law intends to do as well as sharing your story with us. But let me get Minister Indravathi representing Indonesia and it's good to see emerging economies like India and Indonesia having women finance ministers and that's something that we, that's an additional commonality that we have. But what are the interventions that have taken place that are working to increase the participation of women in the workforce? What's the kind of change that you've seen in economic output in order for this to translate into something that is done at scale? Well, first it's good to be finance minister in which we see quite a lot of now women become finance minister. When I start, it was only me and maybe Christine Lagarde. Now you can see many women become finance ministers. That seems a lot. In terms of the policy for the Indonesia, we mainstream the gender equality as well as empowering of the gender within our medium term development program. And for finance minister, we also try to put more because if you cannot measure, then you cannot make a progress. That's why within the budget, we are introducing the budget tagging that is identifying whether the budget is really providing a lot of support for the gender. So gender targeting tagging within the budget is being introduced and this has become now to the local government, 42% of our local government. Indonesia is a big country, not as big as India or China, but still big. We have 540 provincial, local and municipality. So 42 now is already introducing budget tagging for the gender. You mentioned about how, because if you look at the woman participation in the labor force in Indonesia, it's still quite stagnant. It is because of both the woman in terms of the scale as well as the opportunity to supply and demand, they have to be addressed both in terms of what is the obstacle for these two component of issue. On the supply side, so the government need to use the fiscal tools, including also regulation and policy to improve the scale of the woman from the very basic that is Indonesia, mortality of the delivery of the woman as well as the infant mortality, that's also very close to the woman. This need to be addressed and we allocate quite a lot of budget in terms of the health facility. We also introducing the scholarship now, if we look at the higher education scholarship, 52%, it's actually enjoyed by the woman. This is to the best university in the world. We also providing all the social safety net program which is based on gender. So for example, like the Family Hope Program, this is for the bottom 20% of the family. We are going to pay cash transfer transfer to this household, especially which is headed by woman. This is make sure that they are going to spend this cash transfer for their family rather than, for example, for the head of the household with this male, not to offense the male colleague here, but they usually use money for buying a cigarette and so on first rather than for the nutrition of their children. So we also introduce quite a lot of access of capital. So this is on the demand side, how the woman which is mostly working in the informal sector, just our colleague in Ecuador, then we are going to provide access through the subsidized rate of the interest. This is especially for the ultra micro, which is more than 7.5 million now have the access and 90% is actually headed by the woman in this case. So these are all on the supply side in which the woman will be empowered in terms of access of capital, their own skill, opportunity, this is on their supply side. On the demand side, I think there are quite a lot of things that we need to continue promoting through the private sector in terms of the policy on diversity, whether on the board as well as employment opportunity. Interestingly, if you look at the Indonesia case, if you look at the education, many of the women or girls, they participating in education, participation rate is now close or more than 100%. They also academically, the achievement is always better girls than boys, but they are not pursuing career. Many of them drop out, especially because of when they are getting married and have children. So on the demand side, you have to provide not the general neutrality, but general affirmation because of the woman have a different situation than the man when they are going to the work or job in this case. So the maternity leave, the lactation place, childcare, these are all being introduced. In the minister of finance, I myself, I've already introduced to all my office in the many places in Indonesia that they have mandatory, have the maternity leave, lactation place, childcare, so that we are preventing women to drop out on their early career. And that will allow us to have more women on the top position. No, you're absolutely right in pointing that out. And I think that these, many of the issues that you brought up, these are common across different economies, whether it's India or even in the developed world, the lack of maternity leave and so on and so forth are problems or interventions that are much needed. So there are fiscal tools that are monetary tools and there is of course the carrot and steak approach as well, setting accountability, setting targets to ensure that we move the needle. But Annette, let me put this question to you because we're talking about economic empowerment as well. From a venture capital point of view, from a private equity point of view, from a financialization of women point of view, how do we get more women to participate in the financial markets? How do we get more women to get access to kind of venture funding to be able to start up if they wanted to? And we're starting to see that happen, but we need a lot more of that to go through as well. Yeah, exactly.  First, we were discussing that also before. I think it's very important that we are investor. We invest 500 billion. If you look at our portfolio managers, we have a very good system in place being you have to look at of course risk and return, but also at the impact side and how many also the social and gender parity is part of that. But all those portfolio managers are male, most of them. So we're having a lot of trouble getting portfolio managers in the teams who are evaluating the investments. Knowing that, and that's also why I'm saying target. So how can you do it then from our point of view is what we're doing now and together with ABP, who's the pension fund. We have 30 million euros only for women in the southern part of our world. So we try to encourage entrepreneurship. I think it's now over 600,000 women and girls helping to set up a business. But this is more or less one time, not because we don't want to invest more, but it's taken a lot of time and energy and cost, therefore, to do these investments. But if you look at the performance, it's great. So we should find our way to navigate more capital towards women entrepreneurs. I think what I do see is what I just said. You don't have that many women portfolio managers, but you do have a lot of private equity funds run by women. And they don't want to work in that culture but running into another culture, in their own culture, and they're funding women entrepreneurs. So I think that these are very good initiatives. But at the core, in the places where the big capitals are being navigated towards companies, I think there should change something. Well, speaking of change and minister Somofi, let me ask you this, because you've had private sector experience and now you're, of course, part of the government in Ecuador. What is the ask? What is the hope? What's the expectation from the private sector? How do you believe the government and the private sector can work together? Can there be a convergence to address some of these issues that we just spoke of? Because this underinvestment continues otherwise. Yes, what we have to understand, firstly, is what does government do and what does the private sector do? When we understand what's the role of each one, then they can cooperate because each one has a different role. Government will mention and says, which is the policy, which is the regulation, and we'll see that it can land into action. And private are the ones that will actually do what the country is willing to do. So what I can say right now is that it is important that there is a good communication and cooperation. When it will fail, when there is no communication, when there is no understanding, what the country wants to do, what the role of the private is, and what the role of the government is. So that's very important. What I'm doing in the government after being in the private and what the expectations are is we need to work in another frequency mentioning that we need to act faster than what we have been doing. And we have to take different decisions in order we can develop in a better way. Ecuador is having a hard time. It's not part of this panel, what is happening in Ecuador. But it's good to mention that it's having a really hard time. And due to security issues, we cannot develop as the way that we need to develop. So I decided, I decided, and our president decided that we should take another role so we can bring the needs from the private to the public. We can put new policies in order we can develop in a better and in a different way that we were doing before and take hard decisions. And for taking hard decisions that will impact everybody's in our country, there is a need to become part and take action also from the public side. It's not easy for the ones that have been in the private always. It's not easy to leave the side of taking your own decisions at your time, at your risk, and doing the things that you want to do to develop a company. This something different is what we're working for is the country, is the public side. We're working for others, and especially for the most needed ones. But we need to do that sometime, at some point in our life to make changes better for more people to become more efficient. Yes, and it is important for you to be able to take the learnings from the private sector, as you said, to bring in more agility and nimbleness as far as government decision making is concerned, which also includes the decisions around parity. But Mike, let's talk about the future. And let's talk about this in the context of the many transitions that we are seeing in the world today, whether it's the energy transition, it's the climate transition, and the role that parity or gender parity will play in all of this, along with, of course, the changes that we're seeing on account of AI coming in. As you look at the jobs of the future, what do you do at the design stage to ensure that we do have parity moving forward? And again, just to set a little bit of the context here, the energy transition is only going to happen with a lot more metals and minerals. So two times as much copper over the next 30 years is the past 30. Four times as much nickel. Two times as much iron ore, and the list goes on and on. And that extra supply is needing to be met by new mines that are smaller, deeper, more complex. And so the workforce required to meet that new supply is going to be larger than the workforce of today by some margin. And it's going to be a different skilled workforce because of the development of technology and so on. And therefore, the challenge for companies like BHP is how do we go about staffing up for that challenge? And that requires significant training. So just to achieve what we've already achieved at BHP, of course, we've changed our recruiting practices. We've opened up flexible work. We've undertaken about 8,000 or 9,000 pay equity reviews and so on and so forth. But one of the biggest things that we've done is we've focused on the strategic opportunities to stand up, coming back to the question about design, to stand up new mines or new investments that we're undertaking on a fully gender balanced basis from the get go. So right now we're deploying about $11 billion US into a potash development in Canada. That workforce, with production starting in 2026, will be gender balanced from the start. Now in order to achieve that, of course, we need to look at equipment design, work practices, the culture that we're establishing, and we need to invest heavily in training. If I then come back to the point around the energy transition, because the energy transition is going to require a lot more metals and minerals, there's a macro opportunity there for industry and governments to be working together in a way that capitalizes on that opportunity to establish a more balanced workforce that shares the value created by these investments on a more equitable basis. And that's, we're talking here about the context of gender equity. But of course the same thing applies to how we think about the value that gets created for the communities that surround these mining developments as well. And in a world where societal tolerance of inequitable sharing of value has gone way down and their ability to take action when they're frustrated by the way things are playing out has grown, I think it's increasingly important for our industry, and there's a lot of work underway around this, to ensure that when we are accessing new resources and developing those mines, we do so in a way that's sustainable, that creates greatest possible value for all stakeholders involved. And in the case of gender equity, to ensure that we really pay attention to how we go about opening up opportunity, equal opportunity for women in these developments, and to ensure that the mines are developed with a gender balanced workforce. Minnesan Indravati, let me put that question to you since we're talking about economic opportunities that are opening up. And I ask you this in the context of the supply chain de-risking and diversification that's underway currently, of which a country like Indonesia is also a beneficiary. So how are you at the design stage ensuring that across manufacturing you open up more jobs for women that you do have gender balance across the workforce. Are there measures that the government is trying to put in place, along with the private sector to ensure that? Well, I think in terms of the woman is in terms of the labor force, I don't see that this is really a problem of the woman to get opportunity to have a skill or in this case training to be able to then assume this responsibility. At least there is no discrimination on that. It's more the discrimination is because naturally they are going to drop off. So the trade off of the time are located for the woman to continue pursue career and have a family has become a real big issue for the Indonesia. And that's really need to be addressed. But apart from that, from the government point of view policy and regulation is very important, making sure that the signaling of providing the equal opportunity is really there or even in this case, it's not just general neutral because general neutral maybe it sounds good but not really good enough for women because you are in a asymmetric world at this very moment. So you really have to tilt the balance less neutral or more affirmative for the gender. But I would like to say that the manufacturing is one thing for the Indonesia. Informal sector is more dominated by the woman. On the formal sector, why is informal sector dominated by women? My guess is not only just the opportunity which is limited but also because with the informal sector, you have more flexibility in term of the time that you can manage between your own that is family as well as the job. And then I would like to link with your previous question in terms of the digital economy and AI. I believe that this can democratizing and providing more empowerment for the woman. After the pandemic, a lot of work has been actually using the digital technology and Indonesia investing quite a lot on a hard infrastructure as well as soft infrastructure. In this case, this has become a very important momentum for the woman. Women now feel that, oh, I can do still the job at home but also having access both on a capital as well as market or even in terms of the skill. Because we providing, for example, during this pandemic, pre-employment card, this is for those who's already unemployed during the pandemic, we provide cash transfer and also training. Out of 17 million, again, 51% are participated by the woman. And that's showing that they are maybe heavily affected due to the pandemic more to the woman side. But also at the same time, they see the new opportunity with this digital technology that I can overcome this asymmetric impact of this pandemic. So we really see this digital economy as one that can create a different momentum for the woman. And that's why data protection is important. In this case, all the regulation, which is making sure that they are going to be able to enjoy this benefit of digital technology without suffering from the downside risk. I think that's gonna be very important. Financial inclusion, financial literacy, access to the capital, that is going to be very important. But if you're talking about the formal sector, as you mentioned, I think we have to really look at the labor market at the whole. For Indonesia, interestingly, if you can see, the first time the association of the employer in Indonesia headed by woman. This is the first time in the history of Indonesia. It's always male headed in the previous period. We also have, if you have an energy sector in Indonesia, the biggest SOE on energy is headed, the CEO is a woman. The CFO also a woman. Electricity company, this is the biggest monopoly, the CFO is also a woman. So these are all a very powerful position which is going to provide a signal to many because I will not underestimate the role model. If they see that a certain position used to be only dominated and taken by man and now taken by woman and they can perform really well, it's not only inspiring but motivating many of the girls and women to say that, oh, now I can actually get that one. I think on that formal sector, apart from training, skill and then lessening the straight up on the timing, they also still continue need to have this very effective role modeling because for them what is impossible in the past now become possible. In this area, we just, in the past being seen no woman's zone, now become a woman's zone. Well, that is very powerful. I think both you, Annette and of course, Minister Somofild are examples of those role models and as is Mike, because you've been able to push the needle and make the change, we need both. We need role models and allies across the spectrum and it's great to have each one of you here. But Annette, as you look out into the future now and especially as far as the financial markets are concerned, the business that you're part of, what are the changes that you believe we need to make to ensure that we will see better representation? You talked about the lack of portfolio managers. It's not a skill issue necessarily. What do you believe will be the key interventions that we need to prioritize as of today? It's not, well, from my part, it's not always one intervention. There will be more. I think we talked about a lot, creating the circumstances for women. I think, as you said, that digitalization is a real opportunity and history shows that if you can't bring the work a bit closer to home, women participation is increasing. We did that during agriculture times. So why did women participation decrease? That was because work went out of the home. And I think also one other thing is, I call it, it's not about time. I know in a career where women get children and more caretaking job activities, it's the flexibility. It's not really the time, but the flexibility which you need. So for employers, it's very important to realize that, give an opportunity to work from home and the flexibility from a trust point of view that work is to be done. That can't always be done in certain sectors, I admit. But I think that these are also very important. And from my point of view, 50% of our board is female, so I strongly also strongly believe in role modeling, but also the pipelines, filling the pipelines with talents and keeping them, and I always say, female leadership is a question for men and women. Yes, absolutely. So it should be fostered, female talent should be fostered by men. And we're different and that is our strengths because that's why you have diversity. But that means at certain times that we don't raise our hands or we need a little push or it needs to be approached in a different way. So like we do in leadership program, unconscious bias and making very clear where the differences are and you can break that through. So there are a lot of fields in the public, in the private and as investor, I think what we're doing next to climate but putting the real good governance and the right mix of diversity into boards and also in all the teams as a real target and a key KPI. As a key target and a key KPI, and we were talking about technology and biases and just yesterday I was talking to a tech CEO who was talking about how they're using technology now to deal or address some of these unconscious biases, especially at the hiring level and perhaps we will see a lot more of that as we move through the process of more digitization. But I think we have a few moments now if we could open this up for questions. If we do have, yes, we do have a couple of hands up here. If you can get a microphone here to the lady in the orange and then I'll come to the gentleman at the back. Hi, thank you very much. I'm Mia Perdomo, I'm the CEO of Iqualis. We measure and consult companies in Latin America to have gender equality and diversity conditions. And we created a ranking because we discovered that companies like competing against each other, which is fine. So we decided if that's the way they're gonna go to gender equality, then that would be it. And that's how we got 2000 to compete. However, there are many other corporations that go under the radar, which are SMEs or are even informal that aren't even registered. And I was wondering how you think that we can tackle that. I know that some of you work in government, others don't, but even for big corporations it's hard to get their supply chain to go into our ranking because they're smaller and because they have other sort of policies. So how do we go further into all sorts of corporations and informal work so that they have policies and practices that lead to gender equality? Thank you. Mike, would you like to take that? So we would love to because of course it's something that we focus on as well. Just like in the case of climate change, we focus on carbon emissions in the full supply chain and we stimulate through the commercial contracts that we put in place, action both upstream and downstream from the business. It's the same on gender equality. And so we track the, or we try to stimulate through our commercial agreements and frankly through the conversations that we have at a CEO to CEO level or further down on our respective organizations, a focus on increasing female participation in the suppliers to BHP. Just last week I had one of our partners pitching to me all the work that they've done for BHP over the course of the past year and talking about the work that we might do together. Well, the final section of their report was all on what they're doing internally to increase female participation and female representation in the client-facing roles that they have as, and they're a big global firm. But we do that at all levels with all sorts of organizations. Now getting them into a ranking, that wasn't, I wasn't aware of the ranking you're speaking about, but that's something that I'm sure we would be willing to engage on to see if that's something that we can reinforce through the contracting strategies that we adopt. You may? Yes, please. Maybe from a European perspective. I think we, I'm not calling for more legislation, but the European laws like CSRD, it's about double materiality and it's the responsibility for you as a company to follow up the complete chain. So we will get that in place in two years' time in Europe. So we have to look at the chain and also along this perspective. So sometimes we were talking about targets and quota, but also here sometimes legislation helps to take that responsibility as a company, not only for your own activities and what you're doing, but also for the complete chain. Absolutely, and help out the ecosystem that you work with as well. Yes, go ahead, sir. We'll just get a microphone across to you. Perfect. Hello. My name is Robert Beamish. I'm a global shaper from the Ottawa Hub. Thank you. I'm really glad to hear, especially from the financial sector and the mining sector, which are traditionally male dominated industries. And we talked a lot about the quantitative side of gender parity. I'm really curious about the qualitative side around how we go once we have gender parity, we have more women in the workforce, how we build that environment around preventing harassment, around building retention and the benefits that come with that. As well, I'm very curious, Mr. Henry, what you see as the role of a male allyship in building gender parity. So if I can respond to that question. I think the first point that you made around the environment that we create, I don't believe that you can achieve a balanced workforce without addressing the factors that you've mentioned. You can make some progress, but you will fall backwards very quickly. It will manifest itself as higher turnover attrition for the females in the workforce. So one of the metrics that we track very closely is male attrition versus female attrition. And we started off with female attrition being about double males in the workforce, and we've brought that down to parity through a lot of work on culture. Now some of that is simply through the way that people relate to each other on a database is making that more inclusive. But there are some really hard and unacceptable behaviors that have occurred in the mining industry in the past, and frankly occur outside, across all industries. We've had line of sight on that and have taken very firm steps, including increasing camp security, because oftentimes with mine sites, people are working in remote locations, setting very clear behavioral standards, putting in place formal investigative teams internally, such that when complaints are made, those get followed up with a formal investigation, they can be actioned. So all of that needs to come in lockstep with the focus on creating a more balanced workforce. And that's been one of the reasons that we've been successful. I don't think we'd be where we are today if not for having focused on that. Yes, there's a question right there. If you can stand up, they'll get you in the microphone. Thank you so much, panel, and very heartening stories about how the diversity efforts are going in the right direction. My question is there's also a new narrative that is coming up, and especially in the United States, about DEI and these aspects being challenged, and you see at least in the academic institutions and many other corporations about work, work capitalism, and diversity. So with that challenge, how do you see that coming into other aspects? And do you think diversity is challenged? And if it is, what is our role in that? Annette, would you like to take that? Or the ministers? Yeah. I would like to take that. You're talking from an American perspective. I'm not very clear on what's happening there, but I think diversity is challenged. And especially when you look in Europe with all the more popular and polarization, more popular political parties and polarization, I do think, but I have such a strong belief that the answer is also in the diversity, the complexity of the problems we're having if you talk about climate, the polarization, all the wars. I think diversity is the answer to a complex problem. So it is challenged. And maybe we should step up and lean in more often, but I think it's the only way out for this world. Well, yes. There is always a challenge for this diversity because you change something which is already commonly adopted and norm. And that's why it is very important to continue making this dialogue and conversation to be very honest, whether you are coming from the religious, cultural, or any of those social norm, they are still there. And if you go and pushing a change, there will be always a reaction and there is always also a setback in this case. So I'm not commenting on the US politics and those discussion, but in many other society, there will always a setback. And that's why breaking the glass rule is very, very important because then you see that what is impossible before, it's become possible now. It is not sacrificing the quality as asking by the gentleman in this case, but you are just making a change which in the past, for many of the woman and girl, it is impossible and now become possible.  So this is perhaps a business CEO perspective, but for us, this has all been about the business case. And it's been very clear that when we pursued this, it was because we believed it would lead to better business performance. And that's exactly what we've seen happen. And it kind of goes to the question raised by the gentleman earlier about, well, what's changed by way of your culture and the practices that you have in place? In order to create or to increase female participation in the workforce, we've needed to create a more inclusive culture. That more inclusive culture has unlocked the potential of both women and men in the workforce. It's brought more creativity to the fore that has led to better underlying business performance. And we've seen it in our ability to operate more reliably and to deliver better results than the industry average over that period of time. So the business case to me is strong at a corporate level, let alone the higher order economic opportunity that you flagged earlier. Well, I think that is the perfect note to end this conversation because I think it links back to where we started, that there is the perfect case for us to move forward as governments, as organizations, as individuals to push for greater parity across each of the sectors that we operate in. Thank you so much for sharing very real, tangible insights on what you've done within your organizations, within your governments to try and change things. Change is hard. It takes time, but it also requires tremendous amount of commitment, passion, and of course, purpose as well. So we look forward to hearing more from each one of you. And thank you so much for sharing your stories and for asking some very important and interesting questions here to take the conversation forward. Once again, thank you very much. Ladies and gentlemen, for joining us here this afternoon. Thank you. Thank you. Thank you.


lesson, I'll take it away. Basically, I'm going to provide the salameter PTL, as Allison said, and I'm going to provide an update on what we're planning to do over the Kilo release cycle. So, next slide please. We'll start with just a little reminder. And on slide two, I've got the mission statement that we agreed with the technical committee over the previous cycle. And this provides, you know, a fairly terse kind of summary of what we're all about in salameter. So, I've kind of divided it up there in the slide into kind of the three phases of what we do. So, the purpose really is to surface insight into what's going on in your cloud. In order to do that, we need to collect measurements, basically, of how the physical and virtual resources that comprise your deployed cloud, and how these are being used, how they're performing, who's actually using them. And then these data once collected, obviously, you know, in order for them to be put to use later on down the line, we need to persist these data so that it can be subsequently retrieved and analyzed. And also, we need to be able to trigger actions when some criteria are met. And a really good example of that would be heat auto scaling. So, basically, heat auto scaling is a mechanism whereby the content or the membership of a group of instance can be dynamically adjusted according to the trend in usage that's observed of those instances. And that's an example of where an action has been triggered by some data collection that Solometer is doing. And then the actual triggering of the action is basically driven by a feature of Solometer called Alarming. So, moving on to SlideTree, that's basically our mission. And the next thing really is how are we applying this mission over the period of the general release cycle. Well, here are the things on SlideTree. I've given it kind of a high level laundry list of the things that we spent our time in Paris talking about when we weren't doing touristic stuff, we weren't traveling around looking at the Eiffel Tower much. Most of it was spent in deep conversation in Conclave where we discussed basically our plans for the upcoming Kilo release cycle. And came out with the set of prioritized teams that we're going to attack over the next six months. So, the highest priority thing and the thing that we're really focusing on is completion of this new time series data as a service, the no-key project we're calling it, and the migration of Solometer to use that as its metric storage layer. So, that's really going to consume a lot of our attention. And basically it's been a multi-cycle effort. I'm going to talk in detail as to what it comprises and how we were doing it, what the status is, and what the remaining work looks like over Kilo. But in addition to that, we've got other parallel efforts going on. And I'm going to provide a little bit of detail on each of these on this update. Now, one thing that's quite important that's happening across the board over Kilo in OpenStack is the idea of taking a lot of test coverage that was previously provided by Tempest, which is an integration and test suite that spins up a lot of services and it tests a lot of interactions between those services, moving a lot of that coverage so that it's now within the individual trees of the individual services. And with some other plan testing improvements as well that fall under that category of providing the right kind of test coverage. And I'll give a bit more detail on that in a few minutes. The other thing we want to do is to basically make the segregation between tenants and the role-based access control in a sec to make that configuration richer and more flexible in Solometer. We want to reach a point in time at which the notifications that the other services emit, services such as Nova, Glance, Neutron, Keystone, etc. Those notifications are currently consumed by Solometer. And we want to basically allow that notification-based interaction to become as contract-based and as stable as a true API. So that will require some work both on the consumer side, in consumers such as Solometer and also related projects such as Stacked Act, but also a lot of change on the emitter side. So that's a very significant piece of work. It's something that's been mooted many times. It's been kind of oft-discussed but never actually delivered upon. So what we're really trying to do over Kilo is finally put that issue to bed and finally basically promote notification-based interactions so that they're kind of like first-class citizens in the open-spark world with a number of improvements on our roster around deployment flexibility. So ways in which the complexity of actually deploying a Solometer, the set of Solometer agents over a non-trivial deployment of OpenStack, not just a single node TOC or something small like that, and how that flexibility can be improved and the complexity reduced. We also have a few improvements around how we process events. So currently Solometer basically has two different ways on which data can be acquired. One is kind of an act of going out and grabbing that data, a kind of a polling model. And the other is more passive, kind of sitting back and allowing the services to tell us what's going on via notifications that are delivered over the Osno messaging bus. And we've got a number of ways of improving how we actually process those notifications. And lastly, I've got a line item that's kind of pretty much assigned to me, and that's a collaboration with a very interesting and related project in the open-spark ecosystem called Manasca. So Manasca are all about monitoring at a very large scale. It's a project that grew out of an effort within HP and now involves contributions from several different large open-stack companies including IBM and Rackspace. And there's somewhat complementary to what Solometer does, but also there's some commonality there as well. And we're going to explore how we can kind of collaborate with the Manasca folks and where our interests align basically, achieve things together. So let's drill down in a bit more detail into each of these themes. So firstly, this time series data as a service, this no-key project, what's it all about? So first to recap, this is actually very similar to a slide that I used in the PTL update for Juno. And basically I'm just recapping what no-key is all about. So the goal here is to provide efficient metric storage. So you may well ask the question, well, Solometer is obviously involved in storing metrics currently. Is that inherently inefficient? Well, there's a couple of kind of drawbacks to the approach that Solometer currently takes. And one of those is the fact that we snapshot resource metadata alongside each individual data point that we store. Now that provides an awful lot of flexibility, and it also provides a very good record of the evolution of the resource state, the timeline of that evolution. But the downside is that much of this metadata is either static or very rarely changing. So there's much more efficient ways of storing this near static information than continually snapshotting it alongside each individual data point. The other thing that we want to change, we want to kind of upend the approach is classic Solometer to coin a phrase is predicated on this idea of all aggregation being done on demand. If you issue a statistics query and you have a certain bucketization that you want to, for example, per hour, that aggregation is done on demand, on the fly, for each individual query. And if the same query is omitted a second later, it's done again. So what we want to do is shift to a model whereby we eagerly pre-aggregate and roll up these data as they're being ingested. So those are the key differences really between how we view this time series data as a service training out. It's been implemented initially at arms length from Solometer via a project that was spun up on Stackforge by my predecessor, Julien Donju, my predecessor as PTL of the Solometer project. And it was envisaged from the get-go as kind of a multi-cycle effort that we would play out over Gino and Kilo. And then we get to a point at the conclusion of Kilo whereby we were ready to migrate Solometer core to using Noki as its primary metric storage layer. So currently there's a canonical analytics and storage engine provided by Noki which is based on the Pandas Analytics Library. It's a commonly used data analytics library in Python and using Swift as the storage backend. But our intent is to also provide alternative storage drivers. So we follow the standard OpenSack pluggable model. And the idea is that we'll have alternative drivers based on other specialized metrics oriented databases such as InfluxDB and OpenTSDB. Those are the two that we're currently actively working on. So that's kind of a recap of where Noki came from. So where is it at currently? What's the status? So moving on to slide 5. I've listed there basically just a kind of a laundry list of what we've achieved so far and what's currently in-flight as far as fairly coarse-grain functional areas of Noki are concerned. So completed we've got the Core Metrics and Resources API. So it's a REST API in the typical OpenSack style. And basically it's going to form the kernel of the vTree Solometer API. We also have a single storage driver that's completely built out. That's based on Pandas and Swift as I said. We've also got the aggregation model and a policy-based model that determines what level of aggregation and how to roll up occurs for each individual metric. It's a fairly rich model because you can attach different policies to different metrics and have different levels of expiry and time to live related to different metrics. We've got a dispatch mechanism in place within the Solometer Collector service. And this is a API-based model. And by that I mean that the dispatcher uses the REST API to push the metric data points up to the time series data as a service and API. And the intent basically was for that to be the kind of proof of concept, the proof that Solometer data could be stored and retrieved from this new Noki service. But as I'll mention later we've got an alternative more efficient dispatch model in mind where the Noki storage driver effectively runs in process within the Solometer Collector service. And we also have the Keystone integration piece all gone. So the typical kind of call out to the authentication layer and also the out-of-the-box role-based access control policies. Now in progress we've got our two alternative storage drivers. One is based on OpenTSDB which is a moderately widely used metrics oriented database that's based on HBase. So it's a type of thing that one would run over an Hadoop cluster. And then also in FluxDB which is a very interesting database that's implemented in Golang that it's again specialized for metric storage and provides native features around down sampling of data points and is highly optimized for this particular type of storage problem. We've got some logic around custom aggregation whereby you can have pluggable components that basically provide additional aggregation logic. So clearly we're going to have our basic aggregation functions define things like maximum, and averages and sums and counts, and even more exotic things like standard deviations. But sometimes you want to go even further than that. So we've got custom aggregation layer in progress being implemented and a number of example applications of this including moving averages and also host, winters and forecasting. Another thing that's in progress that's quite interesting and will be crucial for our alarming integration is the ability to do cross-entity aggregation. So by that I mean the ability to aggregate data points that have originated from different resources. So you can say either give me the CPU utilization for this individual instance or else give me the average CPU utilization over a group of related instances. For example, the instances that make up an auto scaling group as defined by heat. And lastly there we've got, which I mentioned earlier, we've got in progress an effort towards providing an alternative dispatch model from the Solometer Collector Service that's basically in process as opposed to API based. So in that case the collector would load the Nokia Storage Driver and call out directly to InflexDB or Pandas Plus Swift or OpenTSDB or whatever it is as opposed to making a direct invocation on the REST API. So that's kind of where we're at as far as Nokia is concerned. So what additional work have we planned for Kilo? So basically the crucial things that need to be achieved before we can declare victory on this we need to recast the V2 query API which allows you to basically slice and dice Solometer data in many different ways. We need to recast that over Nokia semantics so that it takes account of the restrictions that would be imposed by this model of not snapshotting resource metadata for each individual and sample data point. And remember, having put in that restriction in place is key to making the Solometer metric storage strategy making that massively scalable. We also need to rebase the Solometer alarm evaluation logic on the V3 metrics API. So this will be effectively the retrieval API that Nokia supports. We need to provide logic to allow customers to take pre-existing measuring stores. So a customer for example, our user who basically had a deployment of Solometer running for some time and was using the classic Solometer storage layer we need some way of capturing that data and basically extracting it and distilling it and basically presenting it up then as equivalent data to the way Nokia actually stores in pre-aggregated rolled up form. And lastly in order to I suppose make clear the benefits of using this alternative storage strategy where we've already done quite a lot of profiling with a lot of potential optimization that we're going to attack over Kilo. And finally we're going to publish all of these results and indicate the potential benefits so that people are very sure before they switch from classic Solometer to using the Nokia storage layer as an alternative. Now of course the classic Solometer way of doing things will be maintained on a deprecation path and the standard in OpenSTAC will be for something like this to maintain for at least two cycles going forward. So it's not something that we're going to pull the rug out from under existing Solometer users. There will be a long transition phase and basically people will be given plenty of notice but of course it's always good to have a very solid case for early adopters to move forward. And that's what we intend this detailed performance profiling and effort to provide. So in addition to that we've got a bunch of other parallel efforts that are unrelated to the Nokia project. I spoke about these in fairly broad terms. I'll give a little bit more detail now. So in terms of testing what do we want to move to? Well we want to follow the trend that's happening right across OpenSTAC so moving a lot of our coverage out from this kind of global tempest test suite into functional tests that are more directly associated with our project repo. So we're calling these entry functional tests in the sense that they live alongside the actual code that's been tested in the same Git repository. And this will allow us basically to not be as restricted in terms of how these integration tests are actually constructed. So a good tempest test is a pure black box test. It doesn't assume anything about the underpinning implementation whereas we want to be able to test things in more of a grey box method. We want to be able to make assumptions about the internal implementation. We want to be able to write tests that do things like accelerate the metrics gathering cadence that Selometer uses so that the test can complete in a reasonable time. We want to for example change some configuration option that causes some Selometer agent to gather data points at a much faster rate than it normally does and then make some kind of assertions around the metric data points that have been gathered and do that all within a reasonable time. We also want to basically produce a set of API tests that are much more declarative in form that basically provide kind of dual duty such that you can read the tests that are unencumbered by a lot of complex Python code and instead as well as providing test coverage provide an almost organic form of documentation of how the API is intended to actually be used and how the form of requests and responses but in a very kind of high level and digestible form. And lastly we want to use the Rally test framework to basically introduce scenario tests. So these are tests that basically induce some workload over Selometer and then basically measure the results in effect. And that will basically allow us to measure performance improvements in a very convenient way and also allows us to basically watch out for performance degradations where they occur and to catch those early. Another area that we're going to dig into is this whole configuration of segregation between tenants. So up to now there's been kind of an all or nothing model in Selometer between basically users who have the admin role and users who are non-admin. So admin users can see all. They're omniscient. Basically everything is visible to them as far as Selometer is concerned. Whereas normal users can only see the data and can only reason over that data and alarm on that data associated with the resources that they themselves own. So that's kind of, I mean it's useful in terms of tenant segregation but it's very kind of absolute. Whereas we want to have a much more kind of nuanced model and use the role-based access control mechanism that OpenStack provides. And basically to start leveraging the more forward-looking features of Keystone including this idea of domains. So this notion that the administrative role isn't something necessarily global but it's something that can be partitioned between different related groups of users via this notion of domains. There's a number of different improvements around deployment flexibility. So we're going to merge a very similar central and compute agents with a single polling agent that can be run in a similar mode to the current central agent or compute agent or can do dual duty. And that will make small deployments more simple. We want to basically be able to centralize the storage of the pipeline configuration which is currently stored in a flat file that needs to be rolled out to each individual node. It's a pipeline that YAML that existing kilometer users would know and love. And we want to basically allow that to be centrally stored so that it can be changed in a more global fashion across large deployments. And we also want to, one thing, another thing that will make deployment simpler is this idea of allowing the metrics gathering over SNMP to be truly the characters to be driven by config so that you can decide which SNMP metrics you're interested in and then change those on the fly very easily. Smaller parallel efforts, we want notifications that are emitted by services such as NOVA, Neutron, Glance, etc. Currently these are essentially just preformed dictionaries. There's no contract involved, there's no stability. So we want to go ahead and schematize all of those. And we're doing that as a joint effort with some folks from the StackTack project which is a related project in the OpenStack ecosystem. That's also alongside a centimeter, probably primary consumer of notifications. We're going to improve our events pipeline so that the events database is completely split off from the metrics database. So you can decide to store your events, for example, in Mongo and store your data points, for example, in Nokia or in HBase or wherever any of the other storage drivers that are supported by Solometer. And we're also going to use the same model of coordination between scaled out notification agents. This is the agent in Solometer responsible for consuming events as we currently use for the central agent and the compute agent where we want to provide a kind of a mutually exclusive partitioning between individual agents such that they don't step on each other's toes and they don't duplicate work but yet no work also falls through the cracks. And that can be done in a way that takes account of the fact that the pool of currently running agents can change over time. And last we've got a couple of line items around collaboration with the Relation Manasca project. So I'm currently working on figuring out if we can reuse or leverage somehow their anomaly detection engine which is a very interesting component in Manasca that we don't have a direct analog off in Solometer. We both have a common concern around influxDB. They're using influxDB as one of their storage options and we also intend to do so for Nokia so with common concerns, for example, around getting influx into the continuous integration gate upstream. And lastly, Manasca are using Apache Kafka as their kind of high throughput internal messaging bus. And that's something that Solometer could learn from but we use also messaging both for external and internal messaging and basically Apache Kafka provides several kind of benefits around and throughput and scale, etc. So just my final slide here is just emphasizing the point that we're available for you guys to anyone who has any further questions or wants to kind of add any more depth on any of these topics to reach out either on IRC on our Hash OpenStack Kilometer channel or you can ping me directly over IRC on Eaglin at FreeNote and my home time zone is GMT so take that into account if you're wanting to chat over IRC. We have our weekly meeting at 1500 UTC on a Thursday so you can join that if you want to go deeper with any of these discussions and of course we've got the OpenStack Dev mailing list. So that kind of concludes my update.


Really don't think anybody expected anything different YouTube team keep it clean. Welcome to December What's going on is engraving here with another video and in this video the Ravens had a presser today Which featured John Harbaugh? I didn't catch his part cuz I just woke up Alejandro Villanueva didn't catch that Paul what caused some of it And he showed his respect to the Steelers and one thing that I did love that he said Because they were asking about little bits and pieces about Steelers and Ravens rivalry and he said I ain't gonna say too much because I know stuff gets taken out of context Especially in that other city, so he already know what the time it is And then I think somebody else spoke to but I just I didn't catch anybody else, but I did catch our guy Lamar Oh, and then some bits and pieces from John Harbaugh that I did here when I was waking up He just was showing a lot of respect to Pittsburgh He was showing a lot of respect to Mike Tomlin I mean he got no choice, but to like they have gone back and forth with Steelers getting the best of the Ravens Ravens Getting the best of the Steelers and it's always just a classic. Well, usually it's a classic sometimes I'm gonna be a little nasty, but they got a lot of classics Even when they have guys missing they got players not playing. It's always something serious and One way that I really saw a Harbaugh's respect for the Steelers is when they asked him about Deontay Deontay Johnson or Deontay Thompson Deontay Johnson Was the one who used to play for the Ravens back then who I think he went to if he was a Florida gator the fast wide receiver. Anyway They asked Harbaugh about him and he was like, oh, yeah, you always got to watch for 18 And the way that he spoke about the receivers and their skills tests and Frye moved to he added him in there and Chase Claypool You could tell he's been doing his homework Well, I mean, he doesn't really got to do his homework you played him twice a year But you could tell that he just really appreciates Pittsburgh's players The way that they do things over there Because this is very similar to the Ravens do things to very successful franchises And they usually do right by their players. They take care of business Things may be ugly, but they they get it done anyway to Lamar Jackson He says straight up ain't no excuses for that poor performance They're absolutely none and like I said, I don't think anybody would ever expect him to make any excuses Anyway, like you're never gonna hear Lamar be like, oh man, it's cuz Cuz I wasn't feeling good. That's why I had a bad game Oh, well cuz I was injured just cuz I that's how I had a bad game. Oh, man Cuz this dude dropped the pass. That's why I had a bad game. Oh, man, cuz you're never gonna hear that You hear from fans But not from him And I know one of my guys was like in the comment section. He said that he said, oh well those with those Interceptions, he said nobody talking about how it's windy and I saw that I was thinking Ain't no wind throwing no four picks even three picks That wasn't the wind so Can't buy that one. I can't and then again people have tried to Blame again one of those interceptions of the Rashad Bateman wonder that's one that that's more Rashad Bateman But some people have tried to blame it like the one the tip that Mark Andrews when he tried to tip it up to himself and try To make the catch they try to blame that one on him. No, that's that's Lamar. That's Lamar And then of course the other two again had Mark Andrews Right in between two defenders. He had space. Just you got to hit him right there But Lamar decided to hit him right there And he ended up throwing it right to the other corner back and then of course the other one Where oh, yeah, the safety was just sitting on it Just sitting on it and he still made it through.  He said they were bad reads bad throws all that and what I Appreciated about what he said today is he said that he lets those bad games faster So he lets those bad games sit and he thinks about him for a couple of days and he's just like make some sick And he doesn't want to have a repeat performance of that He talked about how he went over film right away to see how he can improve Yeah, we would expect that from franchise quarterback. Yeah, that's all that's just nothing but the expectations man They talked about Steelers and their record What he expects from them based off of their record. He said you don't pay attention to records Because it's any given Sunday and I mean You look at the Dolphins game a couple weeks ago. Yeah, we believe that it's definitely any given Sunday for sure with Somebody asked him about a auto blowback That Miles Garrett got from just showing respect to Lamar after that touchdown I know a lot of people just they really didn't like that me personally. I loved it Always talk about how game recognized game and I always love like even when you play sports Whether you play them competitively. I know that's a little different or recreationally When somebody like I know for me personally Playing recreationally if you like playing basketball or something or even playing football So I catch you slipping and they get you and in the in the moment Oh man, they got me but right after I'm like, oh that that was nice man. Good stuff Good stuff and for miles Garrett to be able to do that on the professional level That speaks volume to his character and that speaks volume to just his humility as well So shout out to Miles Garrett for just again appreciating Lamar Lamar appreciating him Now they also talked about Jadaven Clowney on that same play because it was on the Mark Andrews touchdown play They talked about you David Clowney how he took his head when it slammed it to the ground because he was upset You could understand that too, but and you David Clowney got that that that late hit On Lamar now there was some the late hits in this game in the Browns Ravens game They were kind of garbage on both sides. No tires Bowser. He got called for one of the David Clowney He got called for that one and it's just Just so ticky-tacky man But one thing I did appreciate about it actually being called for Lamar is that we're starting to see this a little bit more and The league is actually Seem it took them took them forever, but it seems like as if they're actually treating him like a quarterback That's probably cuz they know Lamar's money. But anyway He talked about how Jadaven Clowney told him that he loved He told him that he loved them so ain't no ill will ain't no beef ain't no problem And he's already given respect publicly to Lamar before when he was with the Seahawks He said he ain't he said ain't nobody like him nobody like him He said he can make all the throws make the runs he could do it all So David Clowney already gave Lamar his flowers before so this ain't nothing new He was asked about what's they're gonna take to play more consistently as an offense Lamar said he doesn't have an answer for it He said they just had to play better football with whatever calls are called Shout out to G-roll He was also asked about his unique skill set like where did it come from and he said that he thinks that it probably came from tag And he said it one on one was nobody touching him and he That's the game cuz and that that kind of took me back a little bit, too I'm like wild tag. Why that that that take me back a long time ago. I had like completely forgot about that game tag But yeah, that's where you just you try not to get touched. I'm right now. We play tag No, I'm gonna be out there looking like Levy on bail Cuz I can move now not a speed I can get it back.  We know we know but the defense get them credit they've been dealing with this all year really and As much as we get on we got on wink about adjustments and then it was still an issue But this is something that the defense has been dealing with literally all season long being put in bad positions from the offense And even on the times where they do good offense would start off slow start off slow start off slow start off slow Now it's funny. Somebody in the comment section made a really good point About Ravens and his team because again, we we despite them being eight and three. We always acknowledge We continue to acknowledge what the issues are what they do good at what they do bad at everything and everything in between But somebody made a really good point in the comment section from a video yesterday They said that man this Ravens team They're eight and three and they haven't even peaked yet I was like, oh, that's true They who I know I hope that this is not a peak This can't be a peak the way that they play and there's no way But that was just a really good point really good observation He said that there were opportunities where the offensive line they did protect him and he just he missed the opportunities and That's actually true because I have seen a couple of different film guys Via YouTube via Twitter point out some things where sometimes when Lamar had good protection But he just made a bad though and then the sack for Miles Garrett Maybe that was Lamar showing love to him because Lamar he ran right into that sack Think he was trying to step up in the pocket, but he ran right into a mouse game I was like, oh, y'all giving out free sacks like this. Oh, yeah, I take it all day I'm trying to break that sack record because he might end up doing it Hopefully he don't have any more on on the Ravens when we played him again in two weeks But we'll see how that goes He said that him and Baker they super close they they always asking about each other after the games You always hit a little soundbites and stuff Baker asking about his mom Lamar asking about his brother and stuff I said that goes back to their husband days. Now. He also talked about that one hand catch by Mark Andrews He said that was all money mark. He said that ball wasn't on the money But money mark made it look like it was and he made it happen So shout out to Lamar He got no choice like you got no choice But to have a bounce back game after this like you go out for interceptions And yeah, whatever might not have been on you, but hey, it is what it is It goes on your stat sheet for interceptions While context is everything still for interceptions Even if even if we took it everything in the context, which we have to you say three interceptions Three interceptions That's terrible. That's L to reblaid. That's basura. That's just bad mile Shout out to Spanish So yeah with Lamar he you can't well you technically can but you can't get no worse than that And again, like we always say one bad game Does not define a career Again people. I know people have been like, oh man, Lamar. He's regressing He's regressing He has had a bad his last two games have been bad They've been bad dolphins And browns they've been bad Has the season been bad for him?  So it's been a good mix, but it's been a lot more good than bad um Again for anybody questioning if Lamar is worth it if he's worth the bread Just stop. It's no point It's no point. He's worth that and more because again Easiest answer to that. Where would these ravens be without Lamar? Now against the browns this last week I don't know. They they might have been a little further, but minus that browns game Where would seriously though? Where would the ravens be without Lamar? Eight and three. No, not a chance not even close The the record it wouldn't even be reversed. It wouldn't even be three and eight. It'd be worse than that Straight up. It'd be worse than that Because they're no way No way So he's definitely blank check deserves a blank check Uh, but he definitely does have to step it up for sure.  It's going to be a lot on you um And hopefully we can continue ravens can continue getting help Uh from other areas of the team besides Lamar now, of course He doesn't always do it all and again browns game is a great example of it um But he's he's got to be better. It shouldn't be a reason He shouldn't be the reason why other teams I last one of my he shouldn't be the reason why other teams are hanging around with the ravens He shouldn't be the reason for that Uh, so yeah Watch that game that game is in the past now.   He um, he made a very interesting point and It sounded crazy But then when you think about it, I was like, uh, I don't know if this coaching staff would do that if I don't even know. I didn't even know really how to respond to it exactly. But he talked about how With Lamar Jackson early in this year He had a presser where he talked about um, he doesn't want they they don't want as a team. They don't want to peak too early Uh, and he feels like they they've peaked too early at times And he doesn't want that to happen this year and again, we know they certainly have not peaked at all this year We can we can see that that's clear. Um Excuse me, but grind me talked about how If it's a possibility That the ravens Are playing down to their competition intentionally Because they just they they don't want to bring it all out yet now, um I I know that a lot of y'all when you first hear that you could think like what? That that doesn't make any sense. And like I said, it does sound very crazy initially And I'm trying to find the exact comment because I I really don't want to butcher it. I really don't want to um I don't want to change it up. I'm trying to find exactly what he wrote Because like I said, it was a very very interesting comment Had me scratching my head And I was just like, oh, okay, but then at the same time I was like, oh, okay So I know I'm gonna find it. They got to be in one of our last two videos. Um I'm on the oh, there it goes. All right. Here you go. He said Verbate him now. He said I've been thinking I just want to document it somewhere So he put in a comment section and now it'll be documented in this video So it'll be there forever. He said, I know Baker and the Browns were injured But aside from that, I think this team literally is playing down to their opponents on purpose I think uh the bingles they want to have a word But anyway, he said I don't really think Lamar and the team took that don't peek too soon model to heart Oh, no, he said I really think Lamar and the team took that don't peek too soon model to heart The defense that faced the Browns looked completely different from the rest of the season How they were flying to the ball. The effort looks different. I also think oh now, this is where it got really interesting, too I also think they have been saving their key assets like a jimmy smith Tyson Williams and Brandon Williams those who we think are in dog houses. Well with Tyson Williams that for sure um We do think he's in a dog house jimmy smith Ain't no dog house for him But could they be preserving him preserving his body for post season? That's something because we I hadn't heard about any injury with jimmy smith and then he just got to missing Even when he was uh healthy and not on the injury list not out of the game They like in the dolphin's game tay-tay came out for a little bit and instead of going to jimmy they went to chris wester So he's been on the sideline just sitting there with his jersey and stuff. So it's been like, oh, okay So I don't know that this is what like I said it initially it sounds very crazy But then when you really think about it and look at it, it's like hold up It sounds crazy enough to where it could actually anyway um He said uh, I know it sounds crazy and doesn't make sense But I really think that they might be saving their peak For the playoffs and throwing intentional smoke screens, especially the coordinators I don't know I don't know. I remember back in 2019 Uh again Ravens 14 and 2 and on the 12 game win streak awesome amazing wonderful dream season That's why it just it wasn't real A lot of us thought oh Greg roman he's saving plays for the playoffs He's saving plays for the playoffs Then with the playoffs He ain't saying nothing for the playoffs um And that's why whenever I hear somebody say that the ravens may be saving plays for the playoffs I immediately shut it down and I said no they're not They're not there's there's there's no way Um, and I feel like you can't save play out plays for the playoffs because what if you don't even get there? Like not that you got to show your full hand in regular season, but you got to bring it You got to bring it so you can even have a chance to be in the playoffs So I just the whole saving plays for the playoffs. No Playing down to their competition intentionally. Ah, I don't know I don't know, babe. It's I don't know, but we'll find out over these next six these last six games But I'd say these next six games with these last six games Since we had the end of the season, but either way team keeping clean. I appreciate y'all I love y'all and we're gonna see how this thing goes. I appreciate y'all rocking with us. We out


So if you want to move to the next slide, just speak to a laptop and press the next button actually. And if you want to get some key points actually, you just use the last slide and it's a day to go actually. And one more thing there, you need to be a dynamic when you need to go over the point actually. It's kind of a difficulty for the speaker perspective because you need to concentrate on points and focus the key elements that we have to deliver to the audience rather than focusing on how to set it up and how to over it and show it to the people what they can do. So I thought it was similar that I can see there's something simple actually. You can scribble on the app. And scribble on the app. So these products will be available in the devices actually. Yeah, we have two of them. Let's talk and what they're most okay. So we'll be showing how to use it actually. Let's go. Let's take a look. So this is what we're going to do actually using the smartwatch actually. So this is something I'll just show you how to do it actually. It's not a device. So this is scribblings. Yeah, scribblings is a great part of people from the age of people who like to scribble and use the device. So yeah, it's a big target actually. So you need to have some devices to rotate upon. So you have a smartwatch and you can find all of it. And just roll your hand over it. It will be automatically pointing to key elements. So it will be good from the speaker perspective as first on the user. So they can focus on the element what they need it and if they have any, they can search it and go to the inspector. And it's in the future I don't want to make a problem. You can save a pattern. Like a smile actually. So it's like a player, a music player. It's about a future and you don't have to make a problem. But we'll show the basics of how to scribble actually using the smartwatch. Thank you. And then there's the same kind of campus drawing. Where do you have it? If you have access to any kind of campus and then you want to draw, you don't need to pay.  You don't need to make a payment. You pay the smartwatch and they draw on the campus which will appear on your device. So you can see the smartwatch with the drawing. So what do you think it is? You draw something on the air. Like you draw a square like this with the smartwatch and then it will appear as such in your device. But many things contributed to this latency. First thing is the idea I chose to draw canvas from Android. It is not advisable to draw so many points on a canvas. Second, I didn't go for OpenGL ES. And then third one is I'm using a sample from Sony which is very, very epic. Which means it has a lot of check before it arrives at the point where it delivers the value. So if I do something I'm free. If I clean this latency, it can be reduced. In the speaker perspective, if you ask for a presentation, you don't need to stick to a lab about what you have to do functionality. You'll be using the laser. So we have a smartwatch like this. We have pointed this board of it which outlines the key points of whatever we are targeting about. It's like a board sensor. Yeah, we expected it. Yeah, it is more metallic, more accuracy. More accuracy. We can expand on this. Thank you.