Canada Post has to play to its strengths, and every organization has core competencies, core strengths. I think Canada Post is a logistics and delivery organization. We focused on that. We have demonstrated, by growing our parcels business by over $400 million in less than five years, that those are the areas that are more successful, and we can have a better outcome for the long-term sustainability of Canada Post.
There are financial services that Canada Post already plays in—for example, money transfers. In many communities across the country, Canadians who send money back home find it expensive to transfer money using other sources. Our MoneyGram program is very widely used and is a service that we believe fits into Canada Post's competencies. Over the years our money order program, which goes back over 100 years in the postal community, has evolved to a much more efficient digital money transfer system. Here is a product that is something we already do. We also have prepaid debit cards. We distribute those through our branches, and those Canadians who are not able to have a credit card are able to purchase a prepaid debit card.
There are services that would make sense in the context of where our core competencies and capabilities make sense. Then there are services that are well served. As we saw in the report as well, Canadians are well served by banks and credit unions. It's not an area where...now that an independent panel has had a chance to look at it in depth, not just from five-old data, which is already stale in the digital economy we live in. With FINTRAC and new technologies, and the banks facing new types of regulatory challenges, technology investments, these are large decisions. That is why I mentioned earlier on that we look to this committee to debate, to reflect on the discussion paper, and listen to Canadians. And if that's an option, that better belongs in the committees.