Thank you for that question. It's a very good question, because we also put out a report on labour shortages in the aerospace and aviation industry.
Succession is something that, through the union and the collective agreement in some of the aerospace plants, has been a common practice. The union has negotiated with employers that are anticipating labour shortages in their region for workers who are near retirement to either stay on longer, on a shorter work week—two or three days per week—and come in and mentor younger workers who are coming in, or bring them back post-retirement on a modified work schedule to work with those who are in the plant. We think that this model works quite well, because it passes on that institutional knowledge and it passes on that hands-on experience that sometimes young workers might not get out of their training programs.
Succession, in the way that it has been informally set up through collective agreements, has been quite successful. It's something that's working, both for our retired members and new workers who are entering the workplace.
We have gone specifically to the Province of Quebec with this model and tried to get some input and some buy-in into the process. I don't know how far we have gotten with that as we speak, but I know that the Province of Quebec has been an ally for the IAM in Quebec in pushing the aerospace agenda forward.