It's difficult for me to pronounce on how Canada Post should reform itself or evolve, not being as close to that issue, not being close to Canada Post in any institutional way.
That said, I think that if you're facing issues—everything from the pension issues, to declining core services, to labour relations issues, all the things we see rear their head around Canada Post—I have a very difficult time thinking that jumping to a whole new line of business is the way you address those core issues. It just seems like a high-risk strategy. It's one, as I indicated in my remarks, that would have unintended consequences in the market, and even the panel report was indicating that it probably wouldn't succeed.
I think they can't just ignore dealing with those core issues and rationalizing their service offering to Canadians. That's really difficult to do because you have to challenge your employees, and you have to challenge your management structure, but I don't see an easy way around that by finding another magical stream of revenue.