Protein Industries Canada Inc. Corporate Plan 2020/2021 Our Vision
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Protein Industries Canada Inc. Corporate Plan 2020/2021
Our Vision
Canada is a world leader in plant protein.
Our Mission
Invest collaboratively to accelerate innovation and the competitiveness of the Canadian plant
protein sector.
Accomplishments from 2019 / 2020
In fiscal year 2019 / 2020, Protein Industries Canada (“PIC”) focussed significant time to
operations, the development and execution of the Technology Priority program and the
creation of the Ecosystem Development strategy.
Protein Industries Canada staffed the core of the organization and opened membership sales
early in the fiscal year. To date, Protein Industries Canada has 180 members and staff in four
major western Canadian cities in all three prairie provinces.
In April of 2019, we launched our first open call Protein Industries Canada First Project
for Expressions of Interest (“EOI”) and received Announcement
40 applications with a total project value of
$340 million. Protein Industries Canada also The first project within the protein
launched a second open call in September 2019 supercluster was announced on June 26,
and received another 19 proposals with total 2019 in Calgary. Protein Industries Canada
project value of $134 million. The establishment has committed $4 million into the project
of our project pipeline has been a major with industry partners backing it with
accomplishment for the organization and clearly another $4 million.
demonstrates both the willingness for
companies to enter collaborative research The project, led by Calgary-based
projects and the need for Innovation Botaneco —in partnership with Corteva
Supercluster Initiative (“ISI”) investment. agriscience and Rowland Farms, will work
to commercialize a new processing
Fiscal year 2019 / 2020 also saw the completion technology that will yield a variety of new
of our extensive Ecosystem Development oil and protein products. They will use
Strategy that includes international and crops such as canola and hemp, to
Indigenous engagement, talent and skills introduce new high-protein ingredients
development, access to capital and more. The into the global food, feed, and
ecosystem development strategy is backed by aquaculture markets.
significant industry and member engagement
1and the execution of the strategy involves several well-established industry partners.
Overall, Protein Industries Canada made significant gains in the execution of the Innovation
Supercluster Initiative. A highlight of which was our first project announcement with Botaneco
along with partners Corteva agriscience and Rowland Farms. This event represented a
significant milestone for the organization and was well received by industry.
Objectives
Protein Industries Canada will continue to build on its first full year of operations for the year
ending March 31, 2020.
Our priority remains the development, evaluation and co-funding of strong technology projects
aimed at driving the industry forward. Building on the success of the first two calls for
Expressions of Interest and the advancement of 24 projects totalling $302 million in
investment, Protein Industries Canada is well positioned to deliver a suite of high impact
research collaborations.
Coupled with the open calls for projects, Protein Industries Canada has embarked on the
development of a robust science plan across each of the four strategic pillars of Create, Grow,
Make and Sell. Protein Industries Canada will evaluate the projects in the pipeline against PIC’s
strategic plan and the current research capacity within sector. This will identify areas that
require investment to build a strong Canadian plant protein sector.
Another major focus for Protein Industries Canada in fiscal 2020 / 2021 will be the further
implementation of our ecosystem development strategy. Our ecosystem development activities
are described later in the Corporate Plan, but generally, these are the activities that have been
identified as necessary to ensure a competitive environment and build capacity in the sector.
Ecosystem development priorities include intellectual property literacy, data management,
regulatory modernization, international engagement, skills, talent and access to labour,
infrastructure, access to capital and Indigenous Engagement.
In addition to technology priorities and ecosystem development, Protein Industries Canada will
continue to refine our member value proposition and create tolls to assist our members.
Examples include a searchable member database that allows members to find companies and
research institutions to work with, an Intellectual Property (“IP”) registry, and a market
research database.
Finally, Protein Industries Canada will work to ensure the long-term sustainability plan for the
organization. Critical to this is hiring of a Business Development Manager that will develop new
products and services for, evaluate and potentially develop new sources of revenue, and
explore complementary collaborations to further the plant protein sector in Canada.
2Outcomes for Fiscal 2020-21
Organization Wide
For fiscal year 2020 / 2021, Protein Industries Canada will continue to deliver on outcomes
associated with investments made in technology and ecosystem development projects.
Specifically, increased private company investment into the sector, the forging of new
collaborations, the development of new products and processes, the assessment and
development of new markets, improved access to venture capital funding and the creation of a
more competitive environment.
Growth of the Value-added Processing Sector: The growth of the sector in Western Canada
requires increased private sector investments across the entire value chain, from plant
breeding and production agriculture through to value added processing and market
development. Investments made by Protein Industries Canada will leverage private sector
contributions to increase research and development into the production of plant protein in
Canada. The first two calls for EOIs saw requests from industry totalling more than $430 million.
This illustrates the strength of the sector and the interest from the industry to be a part of the
Supercluster. By January 31, 2020, Protein Industries Canada approved eight projects, with four
signed Master Project Agreements. The value of the four projects is represent a total of
investment of $61.5 million, with $30.2 million coming from Protein Industries Canada and
$31.3 million coming from industry.
Increased Collaboration: The increase in research and development expenditures by the
private sector, has led to a accompanying increase in the amount of collaboration between
firms and academic institutions. The total number of collaborative partners in current Protein
Industries Canada supported research projects is 196 and the collaboration index (total
number of entities participating on a per project basis including private sector partners,
academic institutions and government supported research institutions) for Protein Industries
Canada funded projects in the 2019 / 2020 fiscal year was 8.2 partners We expect growth in
both of these metrics as more companies see value in collaboration.
The Creation and Commercialization of New Products: Central to the growth of the value-
added processing sector in western Canada is the creation and commercialization of new
products and processes. The co-investment projects are largely focussed on commercial
products and processes that either support the development of the industry (plant breeding
and agronomic work) or directly increase the production and sale of new ingredients and food
products. Protein Industries Canada expects to see a sharp increase in the outputs of research
in fiscal 2020 / 2021.
3Development of New Markets: As
an export-driven economy, it is
critical that our Members have
markets to sell their ingredients and In 2019/20, Protein Industries Canada completed international
products into. Protein Industries visits to the EU and India. A Canadian Plant Protein Mission to
Canada, in consultation with Japan is planned for March 2020.These trips are important to
industry has identified five key building relationships and creating opportunities for our
growth markets (Japan, China, the members. Protein Industries Canada also hosted two
EU, South Korea and the US). international Summits in Canada in the spring of 2019. These
Activities aimed at these markets Summits saw more than 350 delegates from across Canada and
will lead to increased demand for the globe meet and explore opportunities related to plant
plant-based ingredients and food protein.
products as well as increased
interest in foreign direct investment
into the sector.
Increased Investment into the Sector: The growth of the value-added processing sector in
western Canada, is highly dependant on investment and growth capital. Protein Industries
Canada activities aimed at creating relationships with domestic and international venture
capital firms will lead to increased venture funding to support the growth of new and expanding
companies.
Finally, the implementation of Protein Industries Canada’s ecosystem development strategy,
aimed at making the entire sector more competitive on a global scale, will lead to increased
investment, reduce time from concept to commercialization and attract a highly trained
workforce to capitalize on the plant protein opportunity.
Project Selection and Funding
At least one additional call for EOI’s will be launched in 2020/2021. The EOI, project proposal
templates, financial workbooks and the Project Application Companion document are available
online and updated based on client feedback.
Technology Priority projects, that have at least one Small and Medium-Sized Enterprise (“SME”)
as part of the consortium, is aligned with PIC and ISI objectives, and have a value-chain
approach to the create, grow, make and sell categories will be evaluated against the scoring
rubric of the Project Selection Guidance Document.
An updated Science Plan will identify unresolved gaps in scientific innovation and
commercialization. The plan will be reviewed by the Board and key stakeholder based on crop
commodity streams. Feedback will be used to guide the development of specific projects. EOI
and Full Proposal rubrics will be updated to better align with program and Eligible Project
Selection Committee (“EPSC”) needs.
4Project Management Steering Committees will be formed for each funded project to enable
timely review of project milestones, address change management needs and ensure reporting
obligations and reimbursements are met.
Ecosystem Development projects will be evaluated for their alignment to the five Innovation
Supercluster Initiative strategic pillars as well as their overall contribution to sector
competitiveness, SME growth and the ability to connect firms across the ecosystem.
Projects will be evaluated by the EPSC. PIC’s goal is to commit $1 million to project co-
investment by the end of the 20/21 fiscal year through completed Master Project Agreements.
Program Streams & Summary of Project Funding
Protein Industries Canada’s value chain-based approach to innovation continues to be focussed
the four technology pillars: Create, Grow, Make and Sell. Examples of potential innovations
that complement these pillars are provided below. These pillars will continue to frame co-
investment decisions in 2020/2021.
Program Area Areas of Potential Innovation Focus
Create • Improvements in genetics for seed protein and nutrient
Creation of high- content, nutritional quality and processing attributes
quality protein through genomic and proteomic technologies and
germplasm from modern gene editing and plant breeding techniques
Canadian crops • Near term improvements in canola and pulse protein
quantity and quality.
Grow • Productivity improvements via farm production data collection,
Smart Production analysis, and producer decision making and knowledge
to improve yield, management systems, through advancements in the use of
quality, value and production-related information technology for sustainable
integration within agriculture practices and land regeneration technologies
the supply chain • Development and application of plant phenotyping and imaging
technologies for improved root systems, enhanced
photosynthetic efficiency, and greater carbon sequestration
• Advanced data networks, artificial intelligence (“AI”), machine-
learning systems, robotics and autonomous farm vehicle
technologies for enhanced productivity, sustainability and
profitability through improved agronomic practices and AI-
enabled decision support tools for growers
• Impact assessments and mitigation strategies to cope with
climate change
5Make • Process and applications research for enhancing existing
Novel Process methods and platforms and acceleration of new processing
Technology and technologies for extraction and fractionation of protein and co-
Product products
Development for • Protein functionality and bio-activity for the development of
further processing novel ingredient and food product formulation strategies
of crops • Novel separation technologies such as ionic liquids, sub- and
supercritical fluids, Ohmic heating, pulsed electric field and
other processes with significant IP opportunities
• Processing solutions for pea, lentil and fababean starch-based
sustainable and renewable industrial polymers for paper,
paperboard, packaging, building and other composite materials
Sell • Company led initiatives and partnerships with Government
Marketing and Organizations and Non-Government Organizations (“NGOs”) for
Commercialization the testing of product prototypes, branding and sale of plant
for branding, sales protein and co-products, trade missions, and other sales and
and export marketing activities
• Human resource development, enabling technologies related to
marketing and commercialization efforts
• Support for business to business global supply chain
development initiatives, expansion and attraction and fostering
of industrial competitiveness
• Conference presentations to raise brand awareness of Canadian
strengths in plant proteins and related co-products technologies
and production
• Market research and market intelligence studies
Investments will be balanced across the pillars using the approximate ratios outlined below. This
reviewed during the 2020/2021 fiscal year.
6Anticipated Project Funding 2019/2020 2019/2020 %
ISED Contribution $ 10,000,000 45%
Industry Contribution $ 12,282,553 55%
Total $ 22,282,553
Technology Create $ 4,111,131 18%
Grow $ 2,466,679 11%
Make $ 10,889,484 49%
Sell $ 2,587,004 12%
Ecosystem Development $ 2,228,255 10%
Total $ 22,282,553
Anticipated Results of Projects
It is anticipated that up to 20 projects will be underway during 2020/2021. Due to time
horizons to execute research activities, only early milestone of funded projected are likely to be
realized this fiscal year. We do not anticipate commercialization of funded product
development to occur during this window. Depending on timing of initiation of certain
projects, commercialization could begin as early as Q2 of fiscal year 2021/2022.
A summary of focus areas of anticipated projects based on either approval by the EPSC during
fiscal year 2019/2020 or invited to complete the Full Proposal process, that are expected to be
operating or initiated in 2020/2021 is provided below. Anticipated outcomes have been
aggregated to protect project confidentiality. Note: Not all projects anticipated may be
approved or initiated.
Pillar Projected Outcomes
Create • High yielding, high protein hybrid canola resulting in meal with
higher protein, lower fibre, more energy that will add value to both
traditional and novel approaches to canola crushing and other
downstream processing
• Pea varieties with higher protein content, higher yields and
improved agronomic and disease resistance characteristics that
increase value for protein extraction processing
• Advanced breeding tools and data sharing protocols to enable
faster breeding outcomes and accelerated quality improvement
across multiple crops
Grow • Real time nutrient monitoring
7• Improved sub-field and whole farm management support through
advanced digital tools for producers through integration of
multiple data sources, IoT devices, remote sensing and human
input.
• Increased value for emerging crops including hemp, peas, favabean
and other through improved production practices to support
higher quality harvests.
• Targeted crop protection application technology reducing input
costs and benefiting market access through advanced data and
analytics capabilities and a unique delivery platform
• Traceability from field to fork through integrated data streams
enabling handoff of data across value chain
• Improved crop nutrition through novel nutrient delivery platforms
• New high value crop options for western Canadian producers
Make • New processing technologies for dry processing of multiple crops
• New food processing technologies for production of fortified
beverages, meat analogues, pastas, snack foods,
• Value added processing of by-product and bio-mass streams for
novel nutrition, industrial and consumer products
• Novel wet processing technologies creating high value protein,
starch and fat based products from multiple crops
Sell • Unique value position of novel protein products for aquaculture
from multiple crop types including canola, hemp, pea, favabean
and wild rice
• Enhanced feed value for unique processing of meal and by
products
• Multiple new high protein food products
• Multiple new ingredients across feedstocks with a wide range of
functional attributes
• Unique combinations of ingredients designed to meet consumer
demands and enable superior labelling opportunities
Summary of Risk Assessments and Mitigation Strategies
Process
The diagram below depicts Protein Industries Canada’s risk management process.
8Strategic Plan
Articulate
Evaluate &
Risk
Correct
Appetite
Annually
Statement
Communicate
Monitor & Categorize
Report & Evaluate
Quarterly Risks
Obtain
Committee
& Board
Approval
Protein Industries Canada’s strategic plan is the foundation for its risk management program.
The risk management process will be updated as necessary to achieve the objectives outlined in
the strategic plan.
Risk Categories
Management has identified five categories of risk. They are:
• Operational and Security;
• Compliance;
• Financial;
• Strategic; and
• Political
Operational and Security Risks are those associated with the day- to- day operations of the
organization as well as risks related to security of sensitive information of Protein Industries
Canada and its stakeholders.
Risks in this category include protecting confidential business and employee information and
attracting and retaining high quality talent.
9Mitigation strategies include ensuring our IT Service Provider offers a high- level of security and
proactive monitoring, and the development of a performance management system and offering
flexibility around working hours and options.
Compliance Risks are those associated with operating pursuant to our Articles of Incorporation,
Bylaws, the Canada Not-For Profit Corporations Act and all other regulatory or legal
requirements.
Risks include ensuring consortium project members provide adequate project reporting to
Protein Industries Canada and ensuring in return, that Protein Industries Canada provides
adequate reporting to ISED.
Strategies to mitigate these risks include supporting project partners in meeting reporting
requirements and using tools to ease the capture and transfer of data between all the parties.
Financial Risks are those associated with the fiducial responsibility of the organization. Some of
these risks include expanding the full allocation of funding within the program mandate,
obtaining the required 25 per cent of operating funds from industry and other sources and
securing $153 million in industry matching funds by March 31, 2023.
Protein Industries Canada will manage these risks by creating a robust project pipeline and
financial workbook, developing focussed milestones and creating significant project reporting
processes.
Strategic Risks are those associated with ensuring our investments are aligned with our
strategic plan and supporting the projects with the best chance of driving the industry forward.
These risks can be mitigated by generating and selecting projects that align with Protein
Industries Canada's strategic, ecosystem and science plans and gaining support from industry,
academia and government.
Client Risks are those associated with the execution and ultimate commercialization of new
products and processes for consortia members engaged in co-funded project execution.
Clients face risks related to scientific uncertainty, regulatory uncertainty, securing IP, Data
protection, and commercialization/business outcomes.
Client risks are mitigated through multiple approaches, including:
• An iterative process of full proposal development where key risks are identified in
the development of the project and methods or strategies for resolving or minimize
risks are identified – for implementation where and when appropriate.
• Scientific uncertainty is mitigated for clients through co-investment, engagement of
consortia members and collaborators with complementary and relevant expertise,
milestone creation and go-no go decisions suitable to project plans.
10• Regulatory risks identified are mitigated through foresight, consortia membership,
marketplace alternatives and are also used to inform PIC’s Regulatory Barriers
Strategy.
• Intellectual property and data protection/sharing risks are addressed through
collaboration within consortia, identification of best practices, IP literacy training and
co-funding of activities.
• Commercial risks are mitigated through thorough business case development, co-
funding in projects, up and down stream consortia membership and support through
ecosystem activities such are market knowledge, international market access, and
skills and talent development.
Political Risks are those associated with Protein Industries Canada’s relationships with all levels
of government and ensuring industry support for the vision of a strong Canadian plant protein
sector. An example is ensuring that the Government of Canada continues to view agriculture
and plant protein as an economic growth sector and alignment with provincial ministries.
To accomplish this, Protein Industries Canada will continue to have regular communication with
Federal Leaders and stakeholders to keep them apprised of our plans and progress, and
developments in the agriculture industry.
Risk Analysis and Risk Framework
Management identifies and analyzes risks as green, yellow, amber or red. Mitigation strategies
are reported to the Audit and Finance Committee and Board for all risks rated amber or red.
Risks rated green and yellow are monitored by management. Risks and mitigation strategies
are reported annually to the Audit and Finance Committee of the Protein Industries Canada
Board of Directors.
Summary of Ongoing Performance Monitoring Strategies
Ongoing performance management is critical to measuring the success of Protein Industries
Canada and the investments made across both the technology platform and ecosystem
development.
In response, Protein Industries Canada tracks a series of short term and ongoing operational
metrics including;
• Number and value of projects received (annual Key Performance Indicators (“KPI”));
• Number of projects funded (quarterly KPI);
• Value of PIC investments in technology priority projects (quarterly KPI);
• Value of industry contributions in technology priority projects (quarterly KPI);
• Value of PIC investments in ecosystem development projects (quarterly KPI);
11• Value of industry contributions in ecosystem development projects (quarterly KPI);
• Project milestone tracking against statement of work / project plan (quarterly KPI);
• Budget to actual expenditures (quarterly KPI);
• Cash flow projections (monthly KPI) and
• Protein Industries Canada membership by class and geography.
In addition to the operational metrics, PIC has developed an extensive set of outcomes to be
tracked including;
• Number of services, products or processes developed or improved by participants;
• Number of services, products or processes developed or improved that are
commercialized by participants;
• The Collaboration Index by project (number of Ecosystem partners involved on a per
project basis);
• Increase in GDP contribution from participating small, medium and large firms to
Canada’s economy; and
• Number of professionals, including science and technology professionals,
participating in ISI activities.
Protein Industries Canada has begun the work to develop baseline measure for these KPIs and
will work with existing agencies that may have some of these measures including Western
Economic Diversification, provincial government departments and industry associations
including producer commodity groups and food processing associations.
Anticipated Amount of Industry Matching Funds
Protein Industries Canada is expected to secure Eligible Industry Matching Funds of
$12,282,553 in Fiscal 2020. Ineligible industry matching funds of $1,000,000 will be secured in
Fiscal 2020.
Ecosystem Development
Ecosystem Development will focus its investment in priority areas as identified by industry.
These areas represent significant opportunities for lasting growth with the potential to impact
the long-term success of the sector. Protein Industries Canada will work to mobilize the larger
industry to focus work in the following areas. Protein Industries Canada will continue to engage
with SMEs, NGOs, post-secondary institutions, contract research facilities and more to ensure
that the objectives and tactics are aligned with their needs and contribute to the goals of the
Supercluster and the ISI.
Intellectual Property Literacy activities will aim to improve members knowledge on
valuation, protection and commercialization of IP. Protein Industries Canada will
continue previous work, including developing templates and tools, and hosting
workshops. New work to be undertaken in 2020/2021 will include exploring
12opportunities to identify and commercialize latent IP in Canada related to value-added
processing and the creation of PIC’s IP registry.
Information Technology and Data Utilization projects will assist companies in better
utilizing data as a strategic asset to drive better business decisions, improve efficiency
and better meet end use customer demands. Building on the gap analysis completed in
the previous year, Protein Industries Canada will create a roundtable of industry
influencers to scope out and partner on small projects to test possibilities
around enhanced data collection, analysis improved data interoperability, and
application. Once small projects have been tested and if the results are positive, the
next step will be to expand the scope of the projects within the industry.
Indigenous Engagement activities will focus on Indigenous economic development and
employment creation across the value chain from ingredient production to food and
feed processing. Work will continue to engage Indigenous Communities across Western
Canada, building on specific priorities identified through consultations, including the
hosting of a pan-provincial summit.
International Engagement priority activities as identified in the International
Engagement Strategy, will be implemented, focusing on increasing and expanding
trading opportunities, improving access to foreign direct investment, technology
collaborations and building the global talent pipeline. Activities in key markets of the EU,
Japan, South Korea, China and the United States will focus on building relationships
through missions, relationships with in-market posts, and the hosting of events, such as
the Plant Protein Ingredient and Food Summit.
Market Knowledge projects to increase the sectors understanding of key domestic and
international markets by assessing market potential, market size and brand attributes
will be completed and rolled-out to membership Activities include a dashboard profiling
the opportunities in 50 countries, a report on health attributes, and claims to support
the Canadian food brand.
Skills and Talent Development will create and foster key collaborations with post-
secondary institutions including universities, colleges and polytechnic institutions
to ensure that we are training enough people with the right skills to meet future
employment demands. Activities to support members will include the implementation
of a talent concierge and a listing of programs.
Regulatory Reform working with federal and industry colleagues, work will continue to
modernize regulations with the largest constraints to industry growth and innovation.
Protein Industries Canada will prioritize the top risks as identified in project proposals
and will lead work to modernize those, while supporting industry efforts on other
regulatory work.
Infrastructure Enhancement projects will address common needs for research and
development infrastructure in the agriculture, food and feed ingredient processing
13sectors. Priorities will be identified through project evaluations and discussions with
members. Protein Industries Canada will bring together stakeholders from across the
sector, including provincial governments, research institutions, NGOs, and industry to
agree upon priority investment areas and work toward funding solutions.
Data Strategy
During fiscal year 2019 / 2020, Protein Industries Canada implemented the current data
strategy highlights of which included;
• Implementation of a plan to enhance file and email security,
• Completion of the requirements for an internal Customer Relationship Management
(“CRM”) system for client interaction tracking, this system is currently being
implemented,
• Completion of the analysis and requirements for enhancements to the member
database to allow for improved member matching services and the incorporation of
the IP registry, this system is currently being implemented and
• Completion of a member needs assessment to define Protein Industries Canada’s
role in better utilizing data as a strategic asset for the sector. Major findings of the
member needs assessment included;
o Confirmation of the sectoral challenges in data management including
ownership and governance issues and a reluctance for companies to enter
into bilateral or multi party data sharing agreements for fear of losing control
of data and uncertainly about the value of partnership and
o Direction for Protein Industries Canada to further develop a robust member
database that allows for enhanced member matching services and includes
information related to domestic and international market opportunities for
plant-based products and co-products
• Project clients are required to develop a data rationale similar to the IP rationale
that details what data each consortia member brings to a project, what data will be
created in the course of the project, how data sets may be combined to improve
project outcomes and how data generated may support solutions in the broader
sector
Protein Industries Canada engaged additional resources to help refine the data strategy for the
organization including:
• The development of additional policies on how data generated via Protein Industries
Canada supported research projects will be managed, and
• The evaluation of the results of our members needs assessment related to data
sharing agreements and how Protein Industries Canada can help foster increased
data collaboration between members.
14These updated polices and roles for Protein Industries Canada related to data and information
technology management will be reflected in the revised data strategy which is due to ISED by
the end of fiscal 2020-21.
Intellectual Property Strategy
Building on the successes of IP literacy workshops and development of IP rationales with clients
in project proposals, work in fiscal year 2020/2021 will focus on:
• Making available appropriate resources to SMEs, such as the IP Manager;
• Hosting two IP literacy workshops similar to those executed in 2019/2020 and
development and delivery of a curriculum on more advance IP strategies and
international considerations;
• Continuing to assist project consortia in the development of their IP rationales;
• Evaluation of novel approaches to IP support including a prior art database and IP
stacking;
• The creation and population of an IP Registry.
Statement of Revenues & Expenditures
Sources of Revenue FY 2020/2021
ISED Contributions $2,990,045
Memberships & Program Management Fees $3,562,402
Total $6,552,447
FY 2020/2021 Planned Salary & Benefits Operating & Marketing & Conferences &
Expenditures Administration Materials Travel
2020/2021 $ 2,507,266 $ 644,460 $ 385,000 $ 450,000
% of Eligible 62.89% 16.17% 9.66% 11.28%
Expenditures
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