Mr. Ayoub, it is a very important question for an institution where unions are as much part of the solution to our future as management's ideas would be.
Let me start by saying that we both agree—our unions and us—that we have a problem. There is no denying it. I'm sure they will appear before you, following us, and you'll hear from CUPW. We both agree that Canada Post is facing a significant challenge on its pension issues and on its business model. But we do disagree on how to address this monstrous, big challenge.
Now, I'll agree with you that there are two different visions of how we transform the business. There is a view that no element of any cost should be touched in order to transform the business. It is very difficult. It is very difficult for a corporation that was built on serving the needs of the 19th and 20th centuries to serve the needs of the 21st century. We have to change. I can't think of one organization, one business, that has not been disrupted through the Internet. The closest neighbours to our business are the publishing industry, the newspaper industry, the book industry. I don't have to tell you what's going on in those places.
The answer lies in finding common ground on revenues, where we believe we have lots of collaboration. I mentioned weekend deliveries, larger sizes of direct mail, and Delivered Tonight. These are innovations where we worked together with the union.
On the cost side, however, there are two different visions. There are two different views. Pension is a great example. It's an $8-billion solvency deficit. Even on a going-concern basis, if there's a market crash we'll be down 20%. So there are serious differences.