To answer that question from my perspective, part of the issue that we see in the public companies here is the lack of ability to retain talent that is already within the organization. That's where most of those programs that I alluded to have the benefit, in that you have talented people but in some cases they are self-selecting out of the opportunity to advance because they're not perceiving that there is an opportunity for them.
One of the strong things that we encourage is to enable people to overcome those obstacles, both real and perceived, in order to advance. The challenge from a legal perspective is also to make sure that programs are sufficiently reflective of human rights codes and obligations to treat people on an equal footing. The emphasis that we come at from an employment perspective is on the inclusion end of things, rather than on the diversity aspects.
Boards of directors can be a little bit different in that they don't have the same concerns from an employment law perspective, so recruitment is more possible. In that case, the real issue is encouraging boards to look past the normal networks that they typically use for finding other board members and explore into other unfamiliar territory in terms of being able to recruit the talent that they could use on the boards.