At the delivery end—and I think this goes back to your colleague's question about competitive services—we negotiated a collective agreement in the year 2000 involving the establishment of several pilot projects, where we would attempt different things with the corporation. We would change our collective agreement on a temporary basis and try to do things differently. We ended up having an experiment in Winnipeg where we contracted in the delivery of an X-ray parcel project, which basically doubled the number of parcels delivered by Canada Post employees. Part of that involved a new delivery model and a lot of changes to our collective agreement, including delivery on weekends. It was a success, and in our last round of bargaining we brought this in and expanded it to the entire country. So right now Canada Post has invested about $50 million in the parcel delivery business, and we're changing our operations in all of the major centres, including changing our work rules.
In terms of delivery of letters, in Burlington, Ontario, we had a pilot project where we motorized the delivery of mail and basically put letter carriers into small vehicles, and we also attempted to deliver all the mail before 1 o'clock in the afternoon. It meant having our letter carriers start at 4 o'clock and 5 o'clock in the morning. We also had another project out in Kelowna that involved a lot of different delivery rules.
So I think, in general, we're very open, including in terms of what Sister Bourque said. We were the first post office in the world to have Internet access inside public post offices. We don't have very much of that any more, but we were the first to introduce it in the 1990s. I think we're very proud of the fact that our union has been able to work with the corporation for the last decade in attempting to introduce new services to the public.