Okay. I haven't had a chance to speak with him, and to my knowledge he hasn't discussed any of the intricacies of the safety management systems with any of my officials. He certainly hasn't discussed it with me. So I'm not sure exactly on what basis he's making the comments he's making. But I'd be more than happy to speak with him if he wishes to do that, and we can go through it all.
The whole system, in our experience to date, is one where our impact and our integration into the company's operations is much more detailed, much more in depth than it ever was before. We are finding things through this process that were never evident with just the direct supervising of activities approach.
The whole business about more resources.... In fact, at the point of departure, when we started eight years ago to look at what was out there to improve the safety and performance, we realized...and this is also vouched for by specialists like Professor James Reason, who said to me personally that if you add more inspectors into the system without approaching the whole problem differently, the cost benefit just simply won't be there. You will not achieve a higher performance than you have right now. Our performance is second to none in the world, with the airlines as an example.
So how do you improve on our already very, very safe system? As I indicated in my opening remarks, you have to get into the human factors. It's not just the policeman on the corner who says to me, “Please don't speed, and if you speed, I will do something about that”, and then by reducing my speed, by punishing me, I will then maybe not do that next time.