We have the increasing accident rate, with main-line track derailments up in 2005, a bit of a plateau in 2006, but now a spike up in 2007. That is a matter of legitimate concern. Mr. Laframboise talked about accidents in Montmagny. There have been accidents in British Columbia, with loss of life. There is a generalized concern that is matched by the facts as well.
We have Mr. Gordon Rhodes, who came forward and said that as an employee he thought that previously in CN, safety was number one, and now he sees safety as being the number four priority. We have the Transport Canada report that says many employees feel pressured with productivity, workload, and fear of discipline to get the job done, and that compromises safe railway operation.
The facts I think are very clear. I guess what we're struggling with and what we want to hear from you is how senior management is changing its practices. How is it changing that disconnect, where people feel pressured and feel that safety is not a priority? And this comes from within the railway itself. Do you admit there have been mistakes at CN, perhaps in laying off too many staff, perhaps not having enough personnel to get the job done? How is senior management changing its approach to managing the railway so Canadians can feel safer?