From the perspective of the transportation of dangerous goods, we do a number of things. Our program has been organized around risk, and we take that very seriously. It drives a lot of what we do, including our inspections.
The first part of how we go about this is that we've developed a risk register. We update it on a continual basis in terms of all the intelligence we gather—the 6,000 inspections we do per year, all the research we do, what we're hearing back from the field and our inspectors when they actually do their inspections, where the non-compliances are and so on. That helps us tremendously.
Then, we produce every year a program environment document that documents all of that, not only the risks in the transportation of dangerous goods but program risks as well. That drives a lot of what we do. That influences our national oversight plan, which is a document we establish every year, and it lays out our priorities. We've developed a risk ranking of all our known transportation of dangerous goods, TDG, sites. That could be a Canadian Tire, an oil field or any place where dangerous goods are handled and/or transported.
From that, it drives a lot of our inspections. For example, when talking about crude oil, we inspect and put a high priority on inspecting transload facilities. This is where the crude oil trains are loaded with oil. This current fiscal year, we'll have inspected more than half of all known transload facilities. This is where we target those crude oil trains, to make sure that the crude oil is being placed in the appropriate tank car, that they have the appropriate transport documentation, that their personnel are trained, that they are loading the crude oil appropriately. We check all that very carefully.
That, again, feeds into our risk-based approach to inspecting dangerous goods.