First off, I'd like to thank your constituents. Now, I'm reassessing. Of course, my riding is the best, but I would argue that yours is the second best now.
It goes to answer the previous question from MP Boulerice, and it's in line with Commissioner Kaplan's report. In my mind, if we are to talk about Canada Post's future and how it can evolve in the next 10 to 20 years, it first has to be efficient at its primary mission, which is connecting Canadians, delivering mail, delivering parcels and delivering services in rural and remote communities.
I think the work of this committee certainly will be useful in looking at what could be done with Canada Post in the long term, but in the short and medium terms, it's important for us, if we are to be responsible, to stop the bleeding, given that Canada Post is currently losing $10 million per day. It reported its worst quarter in history in Q2 of this year.
I think Canadians are on board with this transformation. They realize that the world has changed. As you mentioned, it has gone digital at such a fast pace—and COVID accelerated that—that Canada Post needs to adapt. It cannot be stuck in a business model that was designed for the 1990s. It needs to adapt to today's reality.
One other thing you mentioned, Madame Rochefort, which is near and dear to my heart and is important for the government, for Canada Post and for Canadians as we transition to community mailboxes, is that it's essential that Canadians with mobility issues still have access. The accommodation program, which may not be as well known as it should be, has to be fully advertised, so that all Canadians have access to a reliable postal service.