Thank you, Chair.
I can continue along that vein, actually. I had a chance to review the blues and what Mr. Miller said here at a previous committee meeting. He gave assurances that they were making progress, and he outlined a number of different initiatives they were taking. One of the more interesting aspects of his testimony, though, was the notation that, beginning in 2007, CN has hired 2,400 people. That's a significant staffing level increase.
It should be noted, as well, and I think it's rather interesting, that the contributions of the labour movement were not really duly noted in this. However, there was a condemning statement about CN here about the culture and the behaviour and so forth. So I would like you to continue with regard to employment and training and open this up to the whole panel.
Just to conclude, I find it frustrating at times, because you see the amount of rail increase we've had across this country and infrastructure that is widely acknowledged to have been mismanaged and not appropriately upgraded over a number of different years. Then an accident happens, and the news headlines are “Three-train collision closes Highway 39 and forces evacuation: Operator error believed to be cause of train derailment”; “Three trains tangle: Operator error eyed; Leaking liquid ignites; nearby residents evacuated”. But when you start to read about it in the details, you really see that it's the number of trains, the speed, what they're carrying, and also the conditions that seem to be buried, at the end of the day, and the error is seen as the operator. And you're here actually outlining a series of things related to fatigue management and facility development and trying to fix those things.
I want to hear about the growth and how it's challenging in this culture you have right now.