One of the things we've noticed when implementing SMS is there's a tendency to resist change. I guess we're all railroaders by trade, so whether you're with the regulator or the railway, you're probably from the same blood and you take the same way. That's probably why there was resistance to change in the industry, as well as within Transport Canada.
What we're doing now is that we've recognized that, as part of an audit, we need people who are technically very strong, and also people who understand processes. What we're trying to do now is to put teams together that have all of those skills. So we may have a team leader who.... Most of our team leaders are not railroaders by trade, but people who really understand audit principles and the processes that are in place within the rail industry, or within any other rail industry. They're the ones who are responsible to map the audit, to work with the auditor and to assign people on the team exactly what they can best handle, based on the skills of the people on the team.
That's why we're seeing a shift right now, whereas before we probably believed that it was about railroads and that it should only be done by people who understood the rail industry. So now we're hiring people with different types of skills in order to be able to match the direction in which we're going, as well as in the training that we provide. As I said, our first round of training was brand-new. There was nothing out there that had a railway flavour to really tailor-make that to our industry. Now we're in the second round of training, and everybody understands a lot better what we're trying to do.