The renaissance of passenger rail became highly visible in
2001, as we made significant investments in equipment,
facilities and infrastructure. New stations, new locomotives,
139 new state-of-the-art passenger cars – these things
are hard to ignore. They are all signs that passenger rail
has entered a new era in Canada. And they represent capital
investments that are critical to the future of passenger rail.
But the renaissance story is not just about new trains
and new buildings. It is about the people who bring those
trains and buildings to life. The people at VIA Rail –
the mechanic in the maintenance centre, the agent at the
ticket counter, the supervisor on board the train – believe
passionately in passenger rail. They communicate that
passion every day as they do their jobs. And they do their
jobs very, very well.
The renaissance story in 2001 is about how this passion
has been ignited throughout the corporation.
Early in the year we adopted a new cross-functional
organization – an organization that cuts through traditional
hierarchies and departmental “silos”, and puts leadership
into the hands of every single VIA employee. Every member
of the VIA team knows their job. Each understands the corporation’s
priorities, our focus on customers, and their role
in meeting customer needs. And each is given the opportunity
to do their job better every day – to analyze problems,
to explore new ideas, to make decisions, and
to take responsibility for getting the job done.
When we put this new organization in place, I had complete
confidence in the people of VIA. So the phenomenal
response of the organization is not surprising. Our unions
have worked closely with management to accommodate
new styles of working. As individuals, and as teams, we
are working smarter than ever. There is a renewed energy
coursing through our corporate veins at VIA, and that
enthusiasm is the very heart and soul of the renaissance
of passenger rail.
This drive produced solid results in 2001. VIA ended the
year with some of its best results ever: significant revenue
growth, an increase in ridership and lower than expected
operating costs. Our revenue / cash operating expense ratio –
the measure of revenues against expenses – reached an
unprecedented high.
Our growing depth and presence in the travel market is
especially rewarding. It is one thing to get new customers
to try out your service. It is quite another to keep them
coming back for more – and that is what VIA is doing.
During a year of considerable turbulence in the transportation
industry, we gained many new customers who turned
to the train for relaxing, safe and reliable transportation –
and decided to keep returning. Our ability to retain new
customers confirms not only that passenger rail has an
important role in Canadian transportation, but that
VIA Rail is fulfilling that role effectively.
We achieved this high level of performance while managing
an ambitious capital investment program – one whose
benefits will largely be felt in 2002 and beyond. This alone is
evidence not only of the relevance of passenger rail in Canada,
but of the quality of the team we have built at VIA Rail. I’m proud of that team, and I am proud to be part of it.
The capital investments launched in 2001 will deliver
substantial benefits to Canadian travellers: new and better
trains, better passenger stations, a better passenger rail
network from coast to coast. And VIA’s people have the
passion – the commitment to excellence – to make the
network deliver a service better than anything Canadians
have seen before.
Marc LeFrançois
President and Chief Executive Officer
