Let me start by addressing the question that was raised earlier, by Mr. Whalen, that there is an issue of trust. When you look at the satisfaction numbers that the task force saw in their polling, with over 90% very satisfied or highly satisfied Canadians, I think we take that to heart in more than one way. While there were difficult changes that had to be implemented, and while we had to communicate with Canadians as well as with our employees—and I'll come back to your specific question on employees—we are a learning organization. In the first wave of that change, we learned from our mistakes. In the second wave, we got better. In the third wave, we got better. We would not have gotten the satisfaction numbers from Canadians, regardless of mode of delivery, including those that were converted in the last year, in over 86%. I think this is a data point. It is not the be-all and end-all, but it's an important data point that illustrates that the work we are doing is connecting with Canadians. We are meeting their expectations.
With regard to your question on communicating with our own employees, we had a dedicated team, that both Madam Margles and other senior executives led, making sure our employees understood. We knocked on 45,000 doors of people who were going to be impacted because the community mailbox might be on their—