Author: Taco Tuinstra

  • Old School, Modern Market

    Old School, Modern Market

    Photo: Medwakh

    A traditional Arabic tobacco that has been cultivated and smoked in the Middle East for more than half a century, dokha is making a global comeback.

    By Timothy S. Donahue

    Its origins are as mysterious as the Middle East itself. Some claim coastal Arabs invented both the small pipe, called a medwakh, as well as the traditional dokha tobacco smoked in it. The Iranians, who occupy modern-day Persia, believe they were the first to use the pipes and the original herbal (nontobacco) smoking mix. The truth is, it’s hard to say where dokha got its start, as dokha has never really been sold commercially until the past two centuries.

    “People used to grow dokha for their own consumption and smoke it through the bones of small animals,” says Behzod Jamolov, business development executive for the Bin Khumery Group (BKG) in the United Arab Emirates (UAE). “However, dokha only began to be considered a trade item about 200 years ago in the territory of the country that is now called Oman.”

    By most accounts, dokha originated in the Gilaki area of northern Iran in the 1400s or earlier. The medwakh was ideal for sailors to use while at sea, and the pipe gradually made its way up and down the Caspian Sea. As tobacco was introduced into the Middle East in the 1500s, the Iranian nontobacco smoking mixture was fortified and eventually replaced with various blends of dokha tobacco.

    During the next few hundred years, the Ottoman Empire attempted to outlaw tobacco smoking, which ironically increased the popularity of dokha tobacco and the use of the medwakh among Arabs. The small, inexpensive pipe and potent, easily cured dokha tobacco became the ideal covert smoking method. Strong spices conceal the smell of the tobacco. Such a small amount is smoked at a time that very little secondhand smoke is produced, allowing users to avoid unwanted attention. In an emergency, the inexpensive pipe and small amount of tobacco could simply be dropped and walked away from without incurring much loss.

    As the prevailing views on tobacco gradually relaxed, hookah smoking became the preferred method for consumption in the Middle East. The popularity of dokha waned, except with the sailors who found it impractical to smoke a hookah at sea. The medwakh and dokha also remained popular in the coastal areas where the sailors traded and eventually settled. This is why these days dokha is found almost exclusively in the UAE, home to the Middle Eastern sea trade and Arab sailors for the past 1,500 years or more.

    Today’s dokha is 100 percent tobacco, with no chemical additives, preservatives, pesticides or herbicides, according to Bassem Chahine, owner of the U.S.-based Medwakh.com, the first company to bring the ancient smoke to the Americas.

    Dokha is a Nicotiana rustica strain found only in the Middle East Gulf region (Photo: BKG)

    A unique blend

    Dokha is a Nicotiana rustica strain found only in the Middle East Gulf region. It is extremely high in nicotine. Dokha is not harvested and cured like Virginia tobaccos, but is instead cut, transported, set to dry in the sun and processed into various blends—all in a span of mere days, or, at most, weeks, according to Chahine. “This expedited process is possible, of course, because dokha is cured and processed in areas where the daily temperature can easily reach over 135 degrees Fahrenheit with a humidity of less than 7 percent,” he says. “This proprietary drying process arrests any fermentation, freezes ammonia levels and is what imparts the unique dokha flavor and the major laf raas [literally: head spin] to dokha tobacco.”

    Unlike hookah tobacco, dokha is not cured with molasses or honey. Behzod says cultivation is a time- and effort-consuming process. “Dokha seeds are planted into the high-quality field that is irrigated with only fresh water,” he says. “It’s an annual crop, which is usually harvested by hand.”

    According to Behzod, dokha was previously made of one type of tobacco that was separated into cold and hot categories. Now, however, BKG is using more than five types of tobaccos from its plantations in Oman, Iran and the UAE. “All these tobaccos were grown under different sunlight conditions that make the flavor of the particular blend unique. Also, when tobacco is grown, there are top leaves that gain more sunlight and middle and bottom leaves that gain less sunlight, each of them are separated and used for a particular flavor,” he says. “As result, we are gaining more than 50 blends of dokha.”

    Dokha comes in two types, the traditional nonflavored and the modern flavored blends. The flavored blends fall into two general categories, savory and sweet/fruit. The traditional flavored dokha blends are mostly savory, though they are flavored lightly with a wide variety of spices, herbs and dried flowers—all used to enhance the very distinct flavors and notes of the different dokha tobaccos. The more modern, flavored dokha blends are patterned after hookah tobacco and are heavily flavored with fruit, mint or clove to cloak the actual tobacco taste and soften the harshness.

    Dokha comes in hundreds of strengths, flavors and brand names. The most commonly available strengths are barid, daffi and har—cold, warm and hot, respectively. Many vendors also offer moderating strengths in these three ranges, such as “over-cold” or “extra-hot.” These designations refer to the harshness of the tobacco, not necessarily the level of buzz a blend may impart.

    The buzz is what makes dokha special. The tobacco gives users a stimulating and comforting laf raas when smoked. The high is impacted by the blend of the tobacco, says Chahine. Generally speaking, the harsher (warmer) a blend, the more buzz it may impart, but there are many warm and over-warm blends that are specifically developed to give the user a maximum effect. “One puff of dokha is more than enough to satisfy a consumer, unlike other types of tobacco where a gram or more of tobacco is needed,” he says.

    The bowl of a medwakh is much smaller than that of a traditional Western tobacco pipe. Consumers usually fill it by dipping the pipe into the container of dokha and slowly spinning it until loaded. The pipes are made of various materials such as wood, bone, base metal, marble, steel, gold, silver, plastic or glass. A medwakh holds about a fingernail’s worth of tobacco—all that’s needed for each session. “Most people smoke less than 10 grams of dokha [the equivalent of four tobacco cigarettes] per week,” says Chahine. “The average Western cigarette smoker consumes about 15 cigarettes per day.”

    Photo: Medwakh

    Traveling abroad

    Smoking dokha outside the Middle East was a rarity until the 21st century. BKG was established in 1987 by a small farmer with a strong desire to provide the highest-quality dokha. At the time, it was a small shop with only few blends of dokha and some wooden pipes. The company now has almost 200 employees. In 2003, BKG began selling dokha on the international market. Following a surge in dokha demand within the UAE, the company expanded by setting up divisions in Oman, Qatar, Saudi Arabia, Europe and the U.S.

    “We used to sell our dokha to a few companies who packed them under their brand with the writing Bin Khumery dokha,” says Behzod. “After a certain period of time, we noticed that some of those companies were selling product that was not the one we were sending them; they were mixing some very low-quality dokha and selling it with our name, thereby damaging our reputation. As a result, we came up with idea of Turbo, the best-quality dokha on the market and always consistently the same. The Turbo brand consists of 19 blends of dokha, four types of medwakh, five types of filters and two types of pipe cleaner.”

    In 2006, after Chahine’s father brought his family to the U.S. from the UAE, he soon realized there was no reliable source of dokha in his adopted home country. While operating a hookah lounge, Chahine began to notice how Arab students would share and smoke any dokha they somehow had managed to bring from their homeland. Alert to opportunity, Chahine traded an old Playstation game console with a friend in the UAE for three 1.5-liter bottles of dokha.

    In November of 2009, Medwakh.com went online, becoming the first company to establish a legitimate online presence for dokha sales. “Within three minutes of going live, we made our first sale,” says Chahine. “We were floored.” The success of Medwakh.com has snowballed from there.

    The company started with three types of unflavored dokha and today imports and manufactures more than 200 types and flavors under three different brand names: Medwakh.com, Nirvana Dokha and Something Girlie Dokha. “Having seen how popular dokha was when anyone had any to share in our hookah lounge and how interested our American customers were in it, I was absolutely sure there was a market for it here,” says Chahine. “My family has been involved, one way or another, in the tobacco business in the Middle East for at least five generations.”

    Having that family history, and growing up in the UAE, eventually allowed Chahine to secure a reliable supplier. The company now buys its dokha directly from farms in the UAE and Oman through annual contracts.

    Behzod says the demand for dokha in the international market is gradually growing, but BKG is focused mainly on the Middle East and some European countries at the moment. “However, we are ready to supply countries that are interested in our products. It is vital for us to grow organically to sustain the unique quality of the product,” he says.

    Over the last few years, dokha has exploded onto the U.S. market, says Chahine. When the company started, its employees kept track of geographical sales by pinning pins onto a map. They quickly ran out of space though; within 18 months, the company had sold to all 50 U.S. states, 70 countries and six of the seven continents. To date, the company has sent dokha to more than 125 countries. Medwakh.com sold a little more than $300,000 worth of product in 2010. In 2014, the company expects to easily exceed $3 million in gross sales.

    “We’ve been concentrating on building a wholesale/distribution network for the last year or so, and I’ve been advised that we will double our 2014 sales in 2015,” says Chahine. “In 2010, I worked out of half of an office in my house and literally did everything myself. Today, we have 28 extremely dedicated employees, a 3,500-square-foot warehouse, a shipping and manufacturing facility, a corporate office with a phone-sales staff, a half dozen proprietary retail outlets, 45,000 unique online retail customers and over 500 wholesale/distribution customers. We will import between 2,500 and 3,000 kilos of raw dokha this year.”

    In contrast, Behzod said that BKG could not disclose its financials, although he assured Tobacco Reporter that BKG is the largest dokha producer in the UAE, as well as in the world. “We are a family that is built of competent and dedicated employees with the skills to maintain the quality of the products, dynamic growth and corporate culture of the company,” said Behzod. “Our Turbo dokha is a combination of traditional farming skills and unique blending technologies that allows us to produce a superior product for the UAE and the international market.”

    Medwakh.com says it is now the world’s largest online supplier of dokha, and by the end of 2015, Chahine says the company will be the world’s largest dokha supplier overall. “All it takes is for someone to whip out their medwakh at a public event and light a bowl of dokha, and a crowd of people will soon gather and ask, ‘What’s that?’ and the all-important, ‘Where do you get it?’” says Chahine. “By the end of the summer, we’ll have distributors in the U.K., Germany, Russia, Argentina, Norway, Ukraine, Turkey, and who knows who’ll be calling tomorrow.”

  • ‘Simply the Best’

    ‘Simply the Best’

    Photo: Pinpoint Technologies

    Delivering quality and consistency, Pinpoint Technologies has firmly established itself as a supplier of garniture tapes.

    By Robin Anders

    Lusia McAnna has always been familiar with the tobacco industry’s unofficial “if it ain’t broke, don’t fix it” motto. That’s why when she was approached by an investment trust to start a new garniture tape manufacturing company, she didn’t exactly expect smooth sailing. It was clear the cigarette industry could use a new player—after all, there were very few companies manufacturing tape for cigarette and filter manufacturers. McAnna just wasn’t sure how willing cigarette makers would be to try a new supplier.

    Even with these doubts, McAnna and two colleagues agreed to start PinPoint Technologies. “We felt there was a niche for a reliable second source of quality tapes in the industry,” she says. The ticket to their success would be the combination of a highly trained workforce and modern tape-making machines that would make PinPoint a highly efficient supplier. It didn’t hurt that the three of them had a combined experience of 45 years in the textile industry. They called their company PinPoint, a nod to the precision of their manufacturing.

    Sixteen years later, PinPoint is trusted by both multinational and private companies as a go-to tape maker in the business. “We always go the extra mile,” McAnna says. “Our customers understand and appreciate that.”

    Proven Success

    At first, that old tobacco industry adage held true: It was difficult to get companies to test PinPoint’s new garniture tapes. But the company’s commitment to delivering on time and exceeding expectations paved a path for PinPoint’s success.

    McAnna remembers one of the best pieces of advice she got when she started PinPoint, which was not to expect too much too quickly. “It took more than five years to get our tapes tested in some companies who now buy 100 percent from us,” she says. “Some companies are still reluctant to try a different supplier even though we have been around for 16 years.

    “We usually got business because customers had a technical problem with the tapes they were buying or because they suddenly needed tapes very quickly,” McAnna says. PinPoint seized the opportunity, getting the garniture tapes shipped out to them in days rather than weeks.

    “Our main selling point is a consistently high-quality product at a cost-effective price,” McAnna says. It also doesn’t hurt to be a smaller company, she points out. “As a small company, we can be flexible and make samples or special tapes quickly when there is an emergency.”

    The result is repeat business from satisfied customers. “We have upset very few customers over the years and have a solid regular customer base,” says McAnna. “We often get praised for our customer support and service.”

    A Strong Foundation

    Lusia McAnna

    One of McAnna’s first major decisions as managing director was where to locate PinPoint’s new factory, a decision that would in turn provide much-needed funding. The company planted roots in Bishop Auckland, a town in northern England.

    “The North East had substantial start-up grants due to high unemployment, plus there were two cigarette factories there,” she says. The two factories have since closed, but the location proved beneficial in terms of conscientious and hardworking employees on the job market.

    More than 300 applicants answered the first ads PinPoint placed for 20 openings. At first, McAnna and the other hiring managers were looking for good hand-eye coordination. “Part of our process is only semi-mechanized and requires great skill,” she says. 

    To build on the company’s now well-trained workforce, McAnna emphasizes the importance of referrals from current employees, who can confirm that potential hires are good workers and reliable. “Training is so slow and expensive that we need people with the right attitude to work and quality,” she explains.

    Training is a worthwhile investment, however. “Our retention rate is pretty good,” says McAnna. “Fourteen people have been with us from the start; five have been with us over 15 years, and four more have been with us more than 10 years.”

    PinPoint Technologies emphasizes “multiskilling, which means some members of the shop-floor staff are trained in two or more skills. “Multiskilling means we can keep the production flow going smoothly even if people are away ill or on holiday,” McAnna says, adding that because training takes such a long time, the company cannot rely on temporary personnel. In addition, McAnna believes variety makes work more interesting. “There’s nothing more boring than doing the same thing day in and day out.”   

    The company’s emphasis on developing highly skilled employees also influences its growth philosophy. “Our aim has always been to grow our business slowly but steadily,” says McAnna. “It takes such a long time to train new employees that we prefer a slow growth, which allows us time to train new employees properly.”

    PinPoint has earned a reputation for its emphasis on work-life balance for employees. It’s a priority that starts at the executive level. “I had a number of poor bosses who believed that stressing employees got the best results,” McAnna remembers. “I learned from the good bosses I had, that I personally responded better to a more intelligent, encouraging approach.”

    PinPoint employs 32 women and three men. “Between us, we have 41 children and 16 grandchildren—we work flex time between 6 a.m. and 4 p.m., so you can still get to see the children or grandchildren playing a shepherd or a donkey in the Christmas play,” McAnna says. “During school holidays, some people work from home so they don’t have to pay extortionate child-minding fees.”

    As a mother, McAnna understands how tough it can be to work and nurture a family, so she felt it was important that PinPoint have a culture in which she would be proud to work. “We spend more time with our work colleagues than with our families, and if that’s a bad experience, then you need to change jobs,” she says. “I really do feel that life is too short to be unhappy at work.”

    As a result, PinPoint produces a high-quality product that reflects not only its employees’ feelings about their work but also its commitment to excellence.

    “Our company song is ‘Simply the Best’ by Tina Turner, and we always insist that it is played at any company function so we can have a good bop and belt out the words together,” McAnna says.

    The Proof Is in the Tape

    Just last year, PinPoint Technologies sold garniture tape to 22 countries, with exports accounting for 75 percent of sales. Chris Wild, the company’s operations and technical manager, is responsible for product development and testing.

    Wild believes the company’s development work has helped it to stay on top of the competition by continuing to produce more cost-effective products. “Product development is usually initiated by customer comments on existing products,” Wild explains. “As the industry is very conservative, development work normally involves better use of existing materials and production techniques.”

    Wild also oversees testing any new or improved products, which involves making sure the garniture bands run efficiently on filter or cigarette making machines once they leave PinPoint facilities. 

    It is only through an investment in technology—a priority since the company first opened its doors—that PinPoint is able continuously to improve its product, Wild says. “The equipment used to manufacture the garniture bands at PinPoint Technologies has been specifically designed for the production of garniture bands.” 

    Because the machines are physically less demanding, the staff members are able to more efficiently perform their tasks. “The innovative and cleverly designed production machines allow us to produce consistent products very efficiently,” Wild says. “Our customers therefore receive a reliable, cost-effective product.”

    Brian Wagoner, spares coordinator for Filtrona Greensboro, says his company has worked with PinPoint as a supplier for about 15 years, and he has worked with McAnna for the last five. “We’ve never had any quality issues with their product,” he says. “That’s one reason we have used them for so long.” The fact that PinPoint is on a different continent doesn’t impact their relationship, he says. “With PinPoint being in Europe and Filtrona Greensboro being in the U.S., you would think it would be an inconvenience.” Not so. “Their customer service has been great over the years.”

  • Q&A With the FDA

    Q&A With the FDA

    Photo: Tada Images

    Insights into the agency’s thinking as it pursues regulatory authority over the tobacco business.

    By Colleen Zimmerman Blackard

    This article appeared in Tobacco Reporter’s October 1995 issue. To commemorate TR’s 150th anniversary, we will be republishing noteworthy pieces from the past throughout 2024. Additional ‘historical’ articles are available here.

    The swarm brought a little smile to my face. Here, at the Department of Health and Human Services building, home to the Food & Drug Administration in Rockville, Maryland, USA, outside the front entrance’s plate glass doors, were ash­trays. And huddled around, lighting up, inhaling and exhaling, and stubbing out, were 12 smokers.

    Some might have been visitors, surely others were employees. Although running against the clock, I was compelled to stand with them for a moment, light up, and commune with a nod and a smile and an occasional roll of the eyes.

    Then I went inside.

    Like many government buildings, FDA is situated in a maze of blank off­white corridors and shiny tiled floors. A sterile environment for the national government’s hive of health policy.

    FDA Commissioner David Kessler was unavailable to meet with TR. So Jim O’Hara, FDA associate commissioner for public affairs, and Mitch Zeller, special assistant for policy, answered questions instead.

    Here, a summary of what’s on the FDA’s mind.

    TR: Why didn’t Commissioner Kessler pursue his tobacco agenda during the Bush Administration, when he was appointed?

    O’Hara: The genesis of the agency’s thinking dates back to the Bush Administration. Shortly after he was named to his post, he considered a petition from COSH (the Coalition on Smoking OR Health) …. We began seriously looking at the issue in 1991.

    TR: How many people—what percentage of employees—are devoted to tobacco-related issues at FDA?

    O’Hara: We use people as needed to address specific questions. For the nicotine addiction question, a number of people participated at one time or another. It’s almost impossible to count.

    Zeller: But if you take all of these people and put them on a full-time employee equivalent basis, fewer than two dozen have been devoted to tobacco issues. And that’s out of 10,000 employees.

    O’Hara: But if you counted all of the names, it would be a few dozen. Some worked on it for a day, some a week.

    TR: Is the agency neglecting its mission by pursuing tobacco regulatory authority? One congressman has said that expanding FDA authority is not the answer, particularly when approving life-saving drugs can take years.

    O’Hara: The fact is, this agency is reviewing and approving drugs in record time. Historically, during the 1980s, review and approval took 26 to 27 months. In 1994, the median time was 19.1 months. We have significantly decreased the agency’s historical average. And for important therapeutic drugs under the user fee program, the review/approval process is 10.4 months. We’re reviewing and approv­ing drugs faster than ever before. [In future] we will be reviewing all drugs in 12 months, and for important thera­pies, six months.

    To say that the FDA is not pursuing its core mission is wrong.

    TR: FDA wants to regulate tobacco: under what authority?

    Zeller: Under a combination drug and device authority. Nicotine is the drug, and cigarettes and smokeless tobacco are the nicotine delivery devices.

    O’Hara: The law provides us to choose our approach. We have a lot of flexibility on how we approach sales, use and distribution of the product.

    TR: How can tobacco be declared legal by FDA if it can’t declare it “safe” and “effective” as it is required to?

    O’Hara: As I said, under the restrictive device provisions under the statute.

    TR: Doesn’t the Federal Trade Commission have jurisdiction over tobacco advertising?

    Zeller: FTC’s jurisdiction is not exclusive. What we want to do is reduce access and reduce appeal. We have the legal authority to do that. Adult smoking rates are going down; kids’ smoking is increasing. This is a kids’ issue. It’s not about adults; it’s about preventing children from smoking, preventing the next generation from being hooked.

    We have 40 million tobacco users who are addicted. Studies show that nicotine is more addictive than heroin and cocaine. We have a public health issue to grapple with, but the commissioner has said under oath-many times-that he’s not out to ban cigarettes.

    TR: Why not?

    O’Hara: A ban wouldn’t work. The agency’s strategy is to keep kids from getting hooked in the first place.

    Zeller: We can’t do it by ourselves. We have to change the environment in which tobacco is sold. This isn’t a Big Brother issue. We’re providing the tools to help keep kids from using tobacco. And with those tools, anyone who cares can use them. It’s up to the rest of us to use those tools.

    O’Hara: The industry has said repeatedly that we are going to do things we haven’t said and haven’t done.

    TR: Why not have the FTC, or another agency that already regulates the tobacco industry, expand its jurisdiction? Was there any investigation by your agency, or another government agency, to expand jurisdiction already in force?

    O’Hara: The investigation we undertook was within our jurisdiction. But no, I’m not aware of any other investigation [to expand jurisdiction] by any government agency.

    TR: In Dr. Kessler’s letter to Scott Ballin, chairman of the Coalition on Smoking OR Health, he says a strict application of agency provisions could mean, ultimately, removal from the market of tobacco products containing nicotine at levels that cause or satisfy addiction.

    O’Hara: But in the following paragraph he says he would not pursue a ban.

    [Editor’s Note: What Dr. Kessler actually says in the following paragraph(s), in his letter to Ballin of Feb. 25, 1994, is: “Given the widespread use of cigarettes and the prevalence of nicotine addiction, such a regulatory action could have dramatic effects on our society. One must consider the possible effects of the loss of this source of nicotine on the health of some people who are addicted to nicotine and the possible need for a weaning period. It is also important to consider the potential for a black market in nicotine-containing cigarettes.

    “We recognize that the regulation of cigarettes raises societal issues of great complexity and magnitude. It is vital in this context that Congress provide clear direction to the agency. We intend therefore to work with Congress to resolve, once and for all, the regulatory status of cigarettes under the Food, Drug and Cosmetic Act.”]

    TR: How does the FDA define addiction?

    O’Hara: An advisory committee has looked at this. Every major medical group has looked at this question, and each has said cigarettes are addictive.

    The industry has not presented any argument to the contrary.

    Zeller: The industry says cigarettes are not addictive because they do not intoxicate. Intoxication is just one possible criteria. And under no one’s definition is it essential.

    TR: Is it possible the FDA, if it regulated tobacco, would phase down nicotine levels to what it deemed nonaddictive levels?

    Zeller: It’s a theoretical proposition.

    Is there a level below which nicotine in cigarettes is not addictive? We don’t have a clue what that level is. There are researchers looking at it, though, independently.

    TR: When the FDA asserted it had jurisdiction over tobacco, it surely expected a lawsuit, which of course delays action. Isn’t it in youths’ best interest to allow Congress to legislate or work for a voluntary agreement with the tobacco industry, which could take effect quickly, rather than assert jurisdiction and tie up your proposal in court for perhaps years?

    O’Hara: It’s the industry that’s going to tie this up in court. If the industry is serious about wanting to keep kids off cigarettes, it’s time the industry’s actions matched its words. The industry can try to improve the proposal.

    TR: Doesn’t Dr. Kessler’s initiative need congressional approval?

    Zeller: Congress’ approval is not required. Congress can act now, but it does not require an act of Congress for FDA authority.

    TR: What actions has the agency taken so far?

    O’Hara: Documents are on display in the Federal Register, and they’re available on the Internet. We’re accepting comments until November 9th.

    TR: Will FDA extend the comment period?

    O’Hara: The current comment period is November 9. At times, the agency has extended the comment period. But I don’t know of any decision made on this.

    TR: Some tobacco companies have already launched their own efforts to reduce teen smoking, like Philip Morris’ Action Against Access. Do the industry’s efforts go far enough in your opinion?

    O’Hara: The President has said voluntary efforts will not work. If voluntary efforts mean they’re serious, that’s welcome. But what we need are comprehensive, enforceable measures.

    TR: FDA argued it didn’t have jurisdiction over tobacco when antitobacco group ASH petitioned it in 1980.

    O’Hara: The court decision said that if circumstances change, the agency could revisit the issue.

    TR: The President has stated that if teen smoking is not reduced by 50 percent from a 1993 statistic, additional regulations may be introduced. What, in your opinion, would additional regulation entail?

    O’Hara: This is an area open for comment, as to what would be appropriate.

    TR: Some observers say FDA has no intention of regulating tobacco, that actually it is attempting to force the issue in Congress.

    O’Hara: We’ve proposed a rule, Colleen. You can’t be more serious than proposing a rule. The President has said that if Congress wants to act as comprehensively as his approach, he’s willing to take a look at that.

    TR: Do you believe your current proposal will affect adults?

    O’Hara: No. There is nothing in our proposal that affects access to adults to what will continue to be a legal product.