In the same report, Ms. Greene, there is one section that deals with the pension plan. We had an opportunity to discuss this when we met previously. Companies are realizing--and this applies to all companies--that the more advantageous pension plans are, the more of a burden they represent--even though it is a necessary burden--for the company concerned. People live much longer now; as a result, the burden is far more substantial. This is discussed at the end of the section dealing with the pension plan, and I quote:
Canada Post's long term capacity to make these payments depends on its ability to maintain cost-efficient operations and generate revenues from these operations.
The explanation is relatively user-friendly. But I want to draw a parallel to the closures. In order to meet those goals, do you have a rationalization plan or a strategic plan? You are the Chief Executive Officer and you're facing substantial pension benefit pay-outs. Have you thought that you should be rationalizing your operations or shutting things down? When you decided to shut down the mail sortation centre in Quebec City, you had a plan.
Indeed, since you're still facing the same commitments, is it your intention to close other mail sortation centres? I'm not talking about small offices; I'm talking about large ones where you could realize significant savings. That my first question.