Fatigue and fatigue management are significant issues in any industry that operates on a 7/24 basis, and certainly that's the definition of the railroad.
One of the best things the railway can do—and we strive very hard to do this—is to make sure our trains run on schedule and they run on time. When our trains are on schedule and on time, we know when the trains are going to depart. It makes it much easier for us to forecast crew times, when we're going to call our crews, and when the crews have to be ready for work. If we can tell a crew 8 or 10 or 12 hours out that they're likely to be called in a certain window, it makes it much easier for them to plan their rest. We strive to do that whenever we can.
In a lot of places we do have defined call periods for our crews, when the crews will be called and when they won't. That's not one hundred per cent. That certainly seems to be of benefit as well.
But I'll go back and say that the key for us is to be able to schedule our trains, to know when the trains are leaving, and to manage our crews based on when the crews are going to be leaving the terminals so they have adequate time to get their rest.