It's a very good question.
We challenged ourselves. You get to a plateau, and how do you get to the next level of sustained improvement? I have to tell you that we've been investigating a lot around the philosophy of just culture. Again, the just culture approach isn't one of discipline; it's really working with all employees to understand why human errors occur. I'm not going to suggest to you for a moment that the field of human factors and understanding what a human is thinking at the time of a human factor accident isn't extremely complex, but I do think that we at CP need to move to that level of understanding before we can get to the next level of safety culture.
So again it does come back to this—and don't misunderstand what I'm saying, it's going to be a very difficult journey here—to getting employees to come forward without the fear of some type of penalty. We're moving down that path. We're looking at very different approaches to make that happen, one being the close call that I referred to earlier. But clearly, from our manager's perspective, in his or her tool kit they have had the discipline capability in our world. It's based on the Brown military system of managing people. That's where the system came from. So frankly, to educate all of our employees, including our managers, over time.... Where it's warranted, we're moving away from the natural inclination to go to discipline and trying to get our managers and our employees and our workplace health and safety committees to really get to the bottom of the whys.