I'll speak from Canada Post's experience. We had a long-standing complaint that went on for over 25 years. The Federal Court sent it back to the tribunal, made critical comments about the process, and said the tribunal should have dismissed the case in the first year. But we went on for 15 years of litigation before the tribunal. All our unions except for CUPW used a collaborative approach. In advance of bargaining, the parties worked together to agree on a job evaluation plan, the weightings. They looked at skill, effort, responsibility, and working conditions. We agreed to plans, and we did surveys of the employees. When you have the hierarchy of values, then you go to the bargaining table and agree on wages and all the other benefits that go with it, bearing in mind the table of values.
We did that in 2000 with this complaint with the Public Service Alliance. There was an earlier complaint by our rural postmasters in 1982, but the litigation fizzled and never went forward. We've done the same thing in resolving other disputes. I can't speak about any other organization—all I know is how it has been done at Canada Post. With our largest bargaining agent, the Canadian Union of Postal Workers, which is a very militant, successful trade union, value doesn't enter into their equation. They seek to have all persons who perform work in their bargaining unit paid roughly the same. That's their bargaining agenda.