What you've seen over the last 10 years is a significant transformation in the rail business. It wasn't that long ago that CN was a crown corporation. What we've seen is there have been investments. Yes, some of those rail lines that are no longer used unfortunately end up being decommissioned, but at the same time there are new rail lines starting.
There are rail lines in Saskatchewan that have just started up. They're moving shale oil. That's the nature of the market. Where there are goods that need to be brought to market, people find a way. As a country, we need to give some serious thought to how we hold onto those rail lands so that when they are needed for future use, whether it's for mining in northern Ontario or other reasons, we can use them.
I think we are very much ready for growth. This more or less addresses some of the issues brought forward by Ms. Yako. The truckers are currently experiencing problems related to capacity. We are operating 24/7. We have collaboration agreements with ports and terminals, and others in the supply chain. We are sharing information on dwell times and how to reduce them.
If you were to talk to a CEO of one of the major rail companies, he'd tell you that he's getting that information on his BlackBerry every day. That's the level of collaboration that allows that growth.