Thank you, Mr. Chair.
I would like to thank the four of you for your testimony.
In some cases, I sense a lot of emotion and I respect that a lot. We are talking about your jobs at Canada Post.
Whenever we talk about change and restructuring, it is always stressful and it is never easy. In my personal experience, it seems to be common in the private sector. The issue is adapting to change.
I would like to know your impressions when it comes to the evolution of Canada Post. It is a Crown corporation that has been in existence for over 100 years. How do you see the future of Canada Post? I see efforts on your part to find solutions in order to look for new revenue streams and preserve jobs. That is entirely to your credit. At the same time, there are challenges. We have to find good solutions and they have to be viable. How do you see that in the future?
What I have seen, since the beginning of our discussions about Canada Post, is that there are a huge number of changes. Canada Post is not the same anymore, and the services are not the same as they were 15 or 20 years ago. We have reached a sort of crossroads.
Given this context — I will let you speak after — I also sense great distrust, particularly in terms of communications between Canada Post, the management of Canada Post, the employees and the unions. You talked about that, we have talked about it at the committee, and we have also observed it. To my mind, it is clear that this is not a winning recipe. When there is distrust, people doubt the figures, the perspective, and so on. Considering all of that, what do you think is the crux of the problem and how do you see the future of Canada Post and of the quality jobs you want to preserve?
Mr. Simard, you have the floor.