I understand that Mr. Rhodes has provided testimony here, and I recognize the SMS, the safety management system. You refer to them as facts. I think that is documentation. People are entitled to their opinions, and the collection and conclusions that Transport Canada has...again, we respect that.
We're not happy about how we started off in 2007. Unfortunately, we've had the most severe weather conditions that we have experienced in many, many years, and weather has an impact on the operation.
What have we done as managers? As a senior leadership team, we spend a significant amount of time on safety. It's built into our goals and objectives at the highest levels. It is, as Mr. Creel pointed out, one of the five core principles, and we do not go into the business without thinking about safety, without looking at it. We are confident, again, that what we are doing today is a lot better than what we were doing last year, and two years ago, and three years ago, and I think the statistics over time will show that. Since privatization, there has been a significant amount of improvement in rail safety at CN in terms of accidents and personal injuries.
I'm going to repeat myself here, but on the issue of people feeling pressured for productivity, etc., we set policy and we have standards—safety standards, I'm referring to. We have expectations that no job is done without it being done safely. That is an expectation. That's in our rule book. It is absolute. You do not do anything on the railroad unless you know it's going to be a safe operation. We need to continue to drive that culture, and again, we've been seeing improvements.