Mr. Speaker, it is not often that we have enough time to explain safety management systems, but what I can tell the House is that it was determined many years ago—about 25, in fact—here in Canada that with 46,000 kilometres of rail in our country, it would be virtually impossible to have an inspector every single day, at every single moment, on every single inch of rail doing the regulatory inspections that they were currently doing. It was determined at that time—and it was a good determination, by another government—that we would move to safety management systems to mimic what was happening internationally.
It starts with having regulations in place that will always stay in place and inspections in place that will always stay in place. However, it puts the burden of having a safety culture on the rail companies as well. They must embed safety practices into every aspect of their operations, from the very top—where we say there has to be a safety executive designated with the responsibility for safety in the company—all the way down to ensuring that training for unionized employees includes safety management systems.
Having whistle-blowing involved as well in the safety management system is incredibly important. Together, they work to make sure that we are plugging any holes that may be in the rail safety regime.
It works. The Transportation Safety Board agrees with us that it works. It is a great system for Canada.