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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1Driving revenue growth2Building a 3culture where 4people thrive5Developing 6a data-led 7proposition8Growing through 9audience 10engagement11Delivering 12the stories 13that matter14loyalty15Greater More16relevant content17Moreengaging experience18Strategy days19The Board held two in-depth strategy days 20in April 2023 and September 2023. Having 21initiated the Customer Value Strategy (CVS) 22in 2020 the goals and objectives of the 23sessions were to reflect on the progress 24the Company had made since then, 25and identify further areas with potential 26for growth.27Given the importance to the Board of 28understanding the business rationale 29and the risks and opportunities faced, the 30Executive Committee and Board worked 31together throughout the strategy days to 32encourage an immersive debate and 33discussion. At the end of the sessions, the 34Board was given the opportunity to reflect 35collectively and make key decisions.36The main topics covered over both 37sessions were:38• re-affirming Reach’s current strategic 39priorities for a data-led, customer-40centric proposition and evolving the 41interpretation of the CVS to broaden 42revenue beyond advertising while still 43protecting its core purpose – journalism;44• knowing our customers and the benefits 45of data, and considering the results of 46an external customer insights panel;47• the future of the CVS and the 48consideration and debate of 49numerous investment initiatives;50• editorial restructure, the future of the 51newsroom and Company culture; and52• the risks and opportunities surrounding AI.53The outcomes were:54• an agreement to diversify revenue 55streams through Mantis, affiliates 56and ecommerce and consider 57new initiatives as appropriate;58• a plan to restructure editorial to 59enable a digital-first approach 60and continue the development of 61audience insight and user experience; 62and63• an agreement that the Board would 64continue to monitor the culture of the 65business and its development so that 66Reach can attract the best talent.67Next steps68Given the ongoing development of 69strategic priorities, the Board will continue 70to monitor and critically evaluate progress 71made. As well as reviewing progress at two 72planned off-site strategy sessions in 2024, 73the Board will spend time outside these 74sessions discussing all aspects of 75the strategy. 76Board in action continued77SUPPORTING DELIVERY 78OF THE STRATEGY79Purpose80Our purpose is to enlighten, empower 81and entertain through brilliant journalism.82This purpose directly informs and inspires our 83strategy. By better understanding our customers 84and delivering more data-led content and 85advertising, we can continue to invest in our 86journalism, our people and our future.87To deliver our purpose, we must continue to 88strengthen our data capabilities and audience 89engagement and support our strategy by 90maintaining a company culture that empowers 91our people to perform at their best.92For more information, see our strategy on 93pages 18 and 19 of the Strategic Report.948095Reach plc Annual Report 2023Strategic Report Governance Financial Statements Other Information