Yes, thank you, Mr. Chair.
Thank you, witnesses, for answering all our questions in relation to transparency and accountability and for letting us know that you actually have the interests of Canadian taxpayers at heart. That's good to see.
I'll go back to the Office of the Auditor General of Canada. With 44 pages of a special examination report done in 2009, I take it that was an extensive study and that the Office of the Auditor General was around for a period of time on Canada Post.
What interests me in relation to this is in the nineties my family owned a printing shop, which had printing and signs and mailboxes, and we actually had a relationship with Purolator—and I didn't even know Canada Post owned it at the time. In fact, we were a delivery centre for them. They had a Xerox franchise and some other things. So we had a pretty good relationship. I had about 120 mailboxes.
Actually, at that stage, I never thought Canada Post was a very good manager and steward, just simply from what I'd seen. But in looking at some of these examinations, especially.... I understand that in 2006 Canada Post had been working towards what it called the “modern post”. I was interested in this, and I thought some Canadians might be as well.
The corporation reorganized along its three major lines of business: transaction mail, parcels, and direct marketing. Does Purolator do that kind of thing as well? Does it identify three main elements to become a more efficient and modern post service? For instance, Canada Post is engaged in employees, investing in infrastructure, and growing the business. It seems they reoriented a quite old business model into a new business model to reflect the changes, such as e-mail and things like that. Does Purolator do that on a consistent basis?