Because of the number of commodities already labelled as dangerous commodities that we handle, we have a very robust system. I think you could spend hours here explaining the regulations involved in the movement of dangerous goods and the speed restrictions.
We at CN sat down after Lac-Mégantic and looked at everything we were doing to see whether we needed to change. That is part of the SMS and what drives it. You have to look at everything. You look at the training for people. You look at the communities. You look at further inspections. We put more money on geometry cars.
It all adds in. We have to do it and we did it after Lac-Mégantic. I think it's very robust.
I know that all of you understand the safety management system, but the people outside may not. Numbers will drive it, and also technology will drive it, and if anything changes, there's a continuous improvement program. It's not static, whereby you put it up on the wall and say this is what you're doing with the movement of any product or safety. It's a continuous development.
So after Lac-Mégantic we had some change. If we have any incident at all, we do the change. Or if the trend line is different for somebody else, we try to find out what other people are doing to see whether we can improve on it.
That's a long answer. I apologize for it.