Thank you, Mr. Chair. Thank you to the witnesses for being here.
Obviously, Canada Post's recurring financial losses are concerning in the sense that the losses are almost unsustainable, given that the net liquidity position is depleting.
I get it. We have a lot of challenges before us in regard to diminishing volumes of core mail, increasing demand for e-commerce parcels, and competitors using the low-cost gig economy and contract labour. Certainly compensation restrictions pose conflicts for Canada Post. There are a number of things you're doing, and I appreciate some of those transformations that are ongoing.
One of them is developing a long-term plan to optimize the real estate portfolio to enable us to lower operating costs. This includes identifying office buildings for immediate and potential disposal. I certainly recall one that was recently done at Service Canada in Belleville. It converted property to provide 38 new homes for indigenous people, women and children. It was a great opportunity to utilize some office space that was vacant and underutilized.
Do you feel that the rural moratorium as it currently stands is preventing Canada Post from optimizing the corporation's real property holdings in both rural and non-rural areas? Does the moratorium prevent that right now?