Mr. Chair, I thank my colleague for his insightful remarks, once again, on Canada Post.
I would invite those who have not taken a look at it, incontrovertible facts that are located within the Canada Post Corporation's 2013 annual report about the status-quo approach. Its plan includes how they plan on dealing with some realities. I thought I would quote from Canada Post, since it is an arm's-length crown corporation that is responsible for its own operations, to give its perspective on why it came up with the five-point plan that we have accepted.
This is what it said:
…households and businesses have moved away from mail as a primary source of communication. They freely use electronic means to send and receive their mail. As a result, in the digital economy, Canada Post's exclusive privilege to deliver letters no longer adequately funds what’s called the universal service obligation.…
Transaction Mail volumes per address have dropped 30 per cent since 2007. Less mail equals less revenue, while the costs of providing postal service are largely fixed.
In 2013, we delivered 1.2 billion fewer pieces of Domestic Lettermail™ than we did in 2006, putting at risk a service to Canadians that has existed for longer than Canada has been independent.
Our challenge was to put forward a plan that balances the needs of all Canadians, while addressing the legacy costs of a system built mainly to process and deliver a large volume of mail. Reducing our cost of operations in many ways has helped, but we had to do much more to reshape the postal system and avoid chronic financial losses.
With that certainty, we announced our Five-Point Action Plan in late 2013 to build the foundation of a new postal system for Canadians. It reflects what we heard from people across the country as we talked about the future of the postal service in towns, cities and online. Canadians want a postal system they can count on to meet their changing needs, but they also expect it to avoid becoming a drain on their tax dollars.
It’s the result of two years of analyzing all options, including those at post offices around the world, to determine what would work best for Canadians. We’re streamlining our operations, addressing the cost of labour, adjusting our pricing to better reflect today's environment, expanding convenience through franchise post offices and moving the remaining five million door-to-door customers to community mail box delivery. This comprehensive five-year plan will return Canada Post to solid financial footing and provide a platform for growth fuelled by the changing needs of the people and businesses we serve.
Clearly, Canada Post has put a lot of thought, effort, study, and insight into what its five-point plan will be as we are dealing with the realities of the digital economy. I appreciate, as I said before, the hon. member bringing this issue to light.