Clearly, in terms of value-added, if we're looking at the feed component, farmers can market the feed component where they want to. If it's value-added through feedlot development, they can market there.
You have to understand that one of the vital parts of the duty and the responsibility of the board is try to make sure they're getting the best return they can for the producers. So in an attempt to enable value-added, in any attempt to get that best return, they design different ways that farmers can market, whether it's producer direct sales, whether it's organic sale and organic spread contract or feed sales, whether it's daily price contract or whether it's basis contracts. There is a variety of ways. I know this is complex, but I also know that the board is progressive and that it is looking to enable farmers to get the best value they can. It is trying to work with them to make sure there will be value-added developments.
That's why we've got the malting we've got. The malt barley that we sell into China for Tsingtao beer, which represents one of the most significant sales, is as a result of the marketing work that was done by CIGI and the Canadian Wheat Board. They have branded and marketed a product in the world. Without the Canadian Wheat Board, we would not see the value-added development or the markets that are a result of the work they have been doing and the branding they have been doing. No grain company is going to market a Canadian brand, because every other company will benefit from the money that they expend on doing that.
So this is a very unique and precious part of our democratic structure that does provide a return that is progressive and is looking for a strong positive future for western Canadian producers.