I would say initially—and Ms. Diogo may want to add a comment—that one of the most critical elements for us to look at is the fact that we have a very new, very much more robust, more demanding, and more prescriptive safety management system that was established slightly over a year ago now. We're still in the process of full implementing it and then analyzing some of the elements that were added to the requirements. For example, there is the need for the company to look at the effectiveness of their own processes, etc.
For an assessment of how well the safety management system is working, we will be doing full audits, and we will be looking at those kinds of measures, comparing them, and then looking at the balance between prescriptive and/or performance-based regulations that set specific requirements, as well as these more general requirements that the company do things under their safety management system regulations.
There is probably going to be an ongoing balancing act to be done, because part of it goes to, as you said, what are the responsibilities that the railway company should do and, as has been pointed out by other committee members, certainly the responsibility of the department is to look at how well the railways are doing that.
From the safety management system audits that we do, we will likely see areas where most railway companies may be a little bit weak, and either it may be an area that needs amendment to the safety management system regulation if we find that, or it may be that there is a prescriptive type of “you must do X or you must do Y” that is needed from that.
Those are things that are in a continuing evolution, I believe.