aveni-ai/aveni-bench-tat-qa huggingface dataset:
Service Revenue by Segment The following table presents the breakdown of service revenue by segment (in millions, except percentages): Amounts may not sum and percentages may not recalculate due to rounding Service revenue increased 2%, driven by an increase in software and solution support offerings. Service revenue increased in the Americas and EMEA segments, partially offset by decreased revenue in our APJC segment.

Years Ended	2019 vs. 2018

Years Ended	July 27, 2019	July 28, 2018	July 29, 2017	Variance in Dollars	Variance in Percent

Service revenue:

Americas	$ 8,173	$ 7,982	$7,864	$191	2%

Percentage of service revenue	63.4%	63.3%	63.9%

EMEA	2,854	2,754	2,635	100	4%

Percentage of service revenue	22.1%	21.8%	21.4%

APJC	1,872	1,885	1,801	(13)	(1)%

Percentage of service revenue	14.5%	14.9%	14.7%

Total	$ 12,899	$ 12,621	$12,300	$278	2%

Question: How many years did service revenue from APJC exceed $1,500 million?
Answer: 3
Service Revenue by Segment The following table presents the breakdown of service revenue by segment (in millions, except percentages): Amounts may not sum and percentages may not recalculate due to rounding Service revenue increased 2%, driven by an increase in software and solution support offerings. Service revenue increased in the Americas and EMEA segments, partially offset by decreased revenue in our APJC segment.

Years Ended	2019 vs. 2018

Years Ended	July 27, 2019	July 28, 2018	July 29, 2017	Variance in Dollars	Variance in Percent

Service revenue:

Americas	$ 8,173	$ 7,982	$7,864	$191	2%

Percentage of service revenue	63.4%	63.3%	63.9%

EMEA	2,854	2,754	2,635	100	4%

Percentage of service revenue	22.1%	21.8%	21.4%

APJC	1,872	1,885	1,801	(13)	(1)%

Percentage of service revenue	14.5%	14.9%	14.7%

Total	$ 12,899	$ 12,621	$12,300	$278	2%

Question: What was the percentage change in total service revenue between 2017 and 2018?
Answer: 2.61
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: What does NEO stand for?
Answer: named executive officers
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: Who are the NEOs in this company?
Answer: Gregory S. Clark; Nicholas R. Noviello; Amy L. Cappellanti-Wolf; Samir Kapuria; Scott C. Taylor
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: Who was named an executive officer during FY19?
Answer: Mr. Kapuria
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: What is the total FY19 NEOs' annual salary?
Answer: 3140000
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: What is the average FY19 NEO annual salary?
Answer: 628000
FY18	Change in	FY19

NEO	Annual Salary ($)	Salary (%)	Annual Salary

Gregory S. Clark	1,000,000	—	1,000,000

Nicholas R. Noviello	650,000	—	650,000

Amy L. Cappellanti-Wolf	440,000	—	440,000

Samir Kapuria(1)	390,000(1)	60,000(1)	450,000

Scott C. Taylor	600,000	—	600,000

The following table presents each NEO’s base salary for FY19. (1) Mr. Kapuria was named an executive officer during FY19 and received a salary increase in connection with his promotion. His salary increased from $390,000 to $440,000 effective May 8, 2018. As presented in the table above, our named executive officers did not receive an increase in annual base salary other than in connection with a promotion for Mr. Kapuria. Our former CEO determined that none of our other NEOs would receive a base salary increase for FY19. In addition, our Board also determined that Mr. Clark would not receive a salary increase in FY19.

Question: What is the percentage increase in Mr Kapuria's salary from his promotion?
Answer: 12.82
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: How much is the ROFE in F19?
Answer: 9.6
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: On a normalised basis, how much did ROFE increase between F18 and F19?
Answer: 5 bps
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: What drove the sales growth to improve in the second half?
Answer: Driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: What is the nominal difference for Sales between F19 and F18?
Answer: 279
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: What is the percentage of depreciation and amortisation in EBITDA during F19?
Answer: 30.35
New Zealand Food’s sales for the year were NZ$6.7 billion, an increase of 4.3% on the prior year (6.0% increase in AUD) or 2.4% on a normalised basis. Comparable sales increased 3.4% for the year, driven by positive core offer momentum with Countdown’s customer satisfaction and brand advocacy measures continuing to steadily improve. Highlights include increased Fruit & Vegetables VOC (H2: +6 pts) driven by a focus on direct‐to‐grower fresh quality, and improved community perceptions aided by the removal of single‐use plastic bags in the first half. Digital momentum remained strong throughout the year, with F19 sales growth of 40% (normalised) driven by Pick up, Same day delivery, and capacity expansion. Customer advocacy for Online also remains strong with VOC NPS of 66 in Q4. Sales growth improved in the second half (H1: 1.9%, normalised H2: 3.0%) driven by positive comparable transaction growth and aided by a recovery in market growth post Christmas. Sales per square metre increased by 6.4%(normalised 4.5%) due to strong sales growth and a 2.0% reduction in trading space following store closures. During the year, three stores were closed and two stores were opened with 180 Countdown supermarkets at the end of the year. Stockloss improvements were maintained in the second half, contributing to an 18 bps increase in gross margin while remaining price competitive. Average prices declined 0.8% for the year, but with a lower rate of deflation for the second half. CODB as a percentage of sales increased 25 bps (normalised) driven primarily by strategic investment into digital, IT and data capabilities. EBIT increased 3.9% for the year (1.0% normalised), with H2 EBIT growth of 4.4% (normalised) aided by sales momentum and improved cost management. On a normalised basis, ROFE increased by 5 bps. (3) During the period, the management of the New Zealand Wine Cellars business transferred from Endeavour Drinks to New Zealand Food. The prior period has been re‑presented toconform with the current period presentation.

F19	F18 (3)	CHANGE

NZ$ MILLION	53 WEEKS	52 WEEKS	CHANGE	NORMALISED

Sales	6,712	6,433	4.3%	2.4%

EBITDA	425	411	3.0%	1.0%

Depreciation and amortisation	(129)	(127)	1.0%	1.0%

EBIT	296	284	3.9%	1.0%

Gross margin (%)	24.4	24.2	18 bps	18 bps

Cost of doing business (%)	20.0	19.8	20 bps	25 bps

EBIT to sales (%)	4.4	4.4	(2) bps	(6) bps

Sales per square metre ($)$)	16,626	15,621	6.4%	4.5%

Funds employed	3,210	2,998	7.1%

ROFE (%)	9.6	9.5	15 bps	5 bps

Question: What is the average sales per square metre for both F18 and F19?
Answer: 16123.5