I can start.
One of the biggest challenges we had was how we work with our customers and communicate in terms of creating expectations and an understanding of capacity. We had what we called an open-request system for car orders back then, and the numbers that people brought to this committee, I think, showed we were 120,000 orders behind. We felt that was a very ineffective way to express what was going on with our network, and it also didn't align with stakeholder interests.
Today 80% of our grain volume moves in what we call the dedicated train program. We feel that's very innovative in that it aligns our interests with the customers' interests. They actually control the cars that are in that train, so if they can get a car unloaded more quickly, it's back at an elevator more quickly. Then obviously we also have a component in there that we have to deliver.
That innovative contract also does have reciprocal performance penalties in it: we've made commitments to our customers about what we're going to do with that train set and they've made commitments about how they're going to fill and use that set as well. That is a major change in the system, and we feel it gives the participants in the supply chain a better understanding of how we work.