Thank you.
I want to pick up a bit on Mr. Clarke's thesis that there really are two competing visions for Canada Post, and that's part of what this is about. On the one hand, you have a vision that says we're headed for deficit. I think we've heard that those numbers are highly questionable and unfortunately seem to be perpetuating themselves. That's one view, and that view limits itself to asking, “What do we have to lose from Canada Post in order to make it financially viable in the way that it already operates?”
The other vision is that Canada Post and the infrastructure it has is an opportunity to provide good service to Canadians. It's a valuable public asset, so how do we enhance it as an institution whose main purpose is to provide good and needed services to Canadians where they live? What are some of the mechanisms by which we can expand that mandate and also provide the revenue going forward, not just for the new services, but also so that if some of the older valuable services need to be subsidized by other activities of the corporation, there are ways to raise the revenue within the mandate of the organization?
I think it's clear what side of that issue CUPW is on. I wonder if you want to take some time to explain that vision a little better.