Flight attendants at WestJet are involved very closely with any operational change. That's one of the tenets of a strong safety management system, that one of the components or the expectations is you have strong processes around the safe management of change. Change management is tough for everyone, inspectors and employees alike, within airlines and within transport.
When we looked at implementing one in 50, obviously the comfort came in the availability of data...to speak to flight attendants from around the world, and it suggested we cross the border. In the FAA jurisdiction or Europe, they operate under one in 50 exclusively and have so for years. I think they would be very much aligned with us. They don't see that necessarily is tied to safety, having a ratio of one in 40 versus one in 50. With our equivalency, we're quite comfortable with that from a safety perspective.
Any time we do organizational change at WestJet we use a lean process, something that is found in Japanese culture. Our employees are included in the change. Basically since they are the ones that do the front-line job, we ensure they are encouraged to have their voice heard on the procedures and processes they do on a day-to-day basis. As that is a starting point, we ensure they get that opportunity. Then of course once the process is identified, we're required to follow up from efficiency, through our close audits, etc., so we ensure their voices are heard. Then basically the processes are changed.
They have a great ownership on the front line of the safety and the process that they are involved with.