Thank you very much for that question.
You're right. The Auditor General's comments were absolutely accurate, and they were my own findings when I became the CEO of the corporation. That is why initiatives such as profitability by train are now a way that we have to look at the cost of operating a given train and its profitability or its financial viability versus looking at it as an average rail service. That's an example of changing the way we do things.
On the project management office, there was also a recognition of the fact that projects used to be over budget and over time and that we needed to professionalize the management of capital projects.
One has to understand that historically, between 1992 and 2006, VIA Rail was quite starved for capital cash. If you look at the annual reports of VIA Rail over that period, there are years when the capital contribution of the Government of Canada to VIA Rail is zero. Zero. You have over $4 billion in assets and you have no money to maintain those assets. A rule of thumb in capital maintenance is 3%. If you have a million-dollar house, you should have 3% unreserved to fix the roof or fix the windows. VIA had zero in successive years. The consequence of that is there was no expertise in house to manage capital projects because VIA wasn't getting any capital money.