Each year we have a maintenance plan associated with our network, which we go through. I believe the number is close to 20% of our annual revenues, which we spend back in capital on our company, whether it be on infrastructure, IT or otherwise. It is a very important part of our resiliency in our supply chain overall.
When we're looking across the network to areas where there may be issues, typically most of those are focused on and associated with historical events. For instance, in the Red River in Manitoba, the flooding actions tend to happen there on an annualized basis. We have proactive plans in place to manage the situations on a reactive basis but also on a proactive basis. For instance, in through Manitoba and Ontario, we increased the height of our track so we wouldn't lose the track in the event of flooding. Actually, through this year we were able to maintain service through that corridor despite some significant flooding overall.
We continue to do work on an annualized basis as we look across our network overall. A significant effort and a significant amount of our capital is spent maintaining our network and creating resiliency in the track and the ballast that's there.