On the other side of the account--a time came when it was thought that some closer association between the C.P.R. and C.N.R. might be advisable, in view of the impending competition of the G.T.P. against both. Sir Thomas Shaughnessy, meeting a Canadian Northern officer one day in Montreal, took him to his room; and said there was an opportunity for better relations between the two lines. He and Mackenzie, Sir Thomas said, didn’t get along very well, but that needn’t make any difference. Wouldn’t his present friend and old colleague take the matter up, in a friendly spirit, with Mackenzie? The effort was made, with excellent prospects of success, until political consid--but that’s another story. These things are mentioned because, when one goes on to say that railway relations are fully as good as human nature and commercial competition will permit, it must not be understood that anything like Christian perfection is claimed for our sort of people. Speaking broadly, but very comprehensively, the personal relations of railway chiefs are excellent. When difficult questions have been fought over, and fought out, friendliness resumes its wonted dominion over the contenders. It would be said by my friends Mr. Beatty, President of the C.P.R., and Mr. Kelley, formerly President of the Grand Trunk, I think, that our relations were always of the happiest, whether we were associated competitively, or co-operatively. Mr. Kelley, who dropped out of Canadian activities when the Grand Trunk organization was nationalized, was like M. H. MacLeod, in his change from engineering to general administration. He was an American with a wide range of construction experience, abroad as well as in the western United States when the Indians were a menace to advancing civilization. Mr. Beatty, too, is an example of what is regarded as a change of profession. He went to the C.P.R. as a young lawyer; and became president at forty years old, after several years’ headship of the legal department. He exemplifies the great truth about administrative quality--that it is not routine proficiency, but grasp of varying conditions, and capacity quickly to reach and execute decisions which constitute the title to supreme executive control. When, in October, 1918, Lord Shaughnessy retired, and Mr. Beatty became his successor, a very experienced C.P.R. director was asked why so young a lawyer had been so remarkably elevated. “Because he is the best-equipped man for the job,” was the complete answer.