AmazonScience/document-haystack
Document Haystack Dataset This repository contains the dataset for the paper “Document Haystack: A Long Context Multimodal Image/Document Understanding Vision LLM Benchmark”. 📑 Abstract Paper The proliferation of multimodal Large Language Models has significantly advanced the ability to analyze and understand complex data inputs from different modalities. However, the processing of long documents remains under-explored, largely due to a lack of suitable… See the full description on the dataset page: https://huggingface.co/datasets/AmazonScience/document-haystack.
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1In FY23, we have continued to build on our Inclusion and 2Diversity (I&D) Strategy 2020 to 2025 and refreshed our 3Inclusion and Diversity Policy. 4We also completed a comprehensive Gender Pay Equity 5Review. Recent investments in systems and better quality 6data enabled a like-for-like comparision of roles across the 7organisation, with all identified gaps resolved immediately. 8We are working to strengthen APA policies and 9remuneration processes to avoid any recurrence of 10Gender Pay Gaps on like-for-like roles at APA in the future. 11We have also revised our I&D strategy to focus on the 12strategic components that will best accelerate the creation 13of an inclusive culture, including: 14• Refreshed content for our Inclusive Leadership 15development program. This program was successfully 16delivered to our Executive Leadership team in March 172023 with roll-out to General Managers and broader 18leader population starting in August 2023. This program 19reviews unconscious bias, everyday sexism and the link 20between diversity and performance.21• Launched APA’s Respect@Work procedure. This aligns 22with the I&D Policy and the APA Code of Conduct. 23To complement this, a Respect@Work e-learning 24module has also been implemented. The module 25encourages employees to speak up if they witness 26harmful behaviours including unlawful discrimination, 27bullying, harassment, sexual harassment, sex-based 28harassment, vilification and victimisation. 29• Introduced APA’s enhanced gender-neutral parental 30leave benefits aligned to industry benchmarks.31• Further embedded our Hybrid @ APA working model to 32improve flexibility for employees. The model – with 3340% of face-to-face office collaboration over the span 34of a month – allows employees the flexibility to manage 35their lifestyles and priorities outside of work.36• Achieved a 46% female representation in our 2023 37Graduate program, and a 53% female representation 38in the 2022/23 intern programs. Further recruitment 39efforts are underway to ensure our apprenticeship 40program reaches a 50% gender split.41• Became sponsors and partners for Chief Executive 42Women (CEW). 43• Implemented targeted national campaigns to promote 44I&D aligned to national recognition days (such as 45International Women’s Day events, Pride month and 46NAIDOC Week).47Supporting our people 48Diversity performance49In FY23, under APA’s Gender Target Action Plan, female 50representation among total employees increased to 5131.8%, up from 29.5% in FY22. Senior Leader female 52representation increased to 31.4%, up from 30.4%, with 53female representation in the Executive Leadership Team 54increasing from 29% in FY22 to 44% in FY23. The APA 55Board has set a gender diversity target of 40/40/20, 56recognising this may vary slightly depending on the size 57and required skills mix of the Board. At 30 June 2023 5850% of APA’s non-executive directors were female. With 59the appointment of Nino Ficca to the APA Board from 1 60September 2023, female representation will be 43%.61APA’s challenge is to increase the female representation in 62operational divisions. These areas have a large proportion 63of roles requiring science, technology, engineering and 64mathematics (STEM) disciplines, in which females are 65generally underrepresented. 66In FY23, 25% of employees in operational divisions 67identified as female, compared with 49% in our 68corporate divisions. 69APA is also working to improve age diversity. Over 91% of 70employees are aged 30 years and over. We continued to 71address this disparity during the year through a focused 72early talent strategy, including an increase in our FY23 73Graduate Program intake, and identifying younger talent 74through a continued focus on internships, traineeships, 75and our National Apprenticeship Program.76The increase in workforce mobility experienced nationally 77over the past 18 months continued. In response, APA 78accelerated several attraction and retention strategies 79throughout the year, with APA’s voluntary employee 80turnover rate improving, at 11.5% for FY23, down from 8113.4% in FY22.82SUSTAINABILITYGOVERNANCEAPA INFRASTRUCTURE TRUST FINANCIAL REPORTAPA INVESTMENT TRUST FINANCIAL REPORTADDITIONAL INFORMATION833984OPERATING & FINANCIAL REVIEW