Government Operations committee  It's a great question. I don't have that information at my fingertips, but we are very happy to follow up with the committee with that information.

Government Operations committee  At this point, what I can tell you is that the contribution margin for competitive services is lower than our exclusive privileges. However, let's not forget that it is still profitable. It is absolutely a profitable business, and it is an area in which we need to capitalize on the growth we are expecting to see in Canada.

Government Operations committee  We are very much focused on our small and medium businesses. They are part of the clients we serve across our network, and most often, that's the first face they see at Canada Post. We are seeing extremely positive results. We did a lot with them in 2021. I'm going to turn to my colleague, Madame Séguin, so she can help me answer specifically the questions around our small and medium businesses.

Government Operations committee  Throughout COVID and earlier this year, I understand that we experienced situations in which some local post offices were impacted due to staffing issues. Those were in pockets and not necessarily across our network. They were short-term, localized situations. I don't have specific numbers about any particular area, but we understand that it is a relatively small number overall.

Government Operations committee  We recently released our quarter results for Q1 of 2022. You are right that the Canada Post segment reported a loss before tax of $129 million. That loss deepened by $52 million compared to 2021. Really, the main difference was revenue falling by about $125 million versus the first quarter of 2021.

Government Operations committee  Most of the revenue difference year over year is really in the parcel line of business. We did see a decrease in our inbound parcel revenue, as well. When we look at our—

Government Operations committee  Our mandate is always focused on financial sustainability. However, we are very well aware that we need to make significant investments to create capacity and modernize our operation to enhance our cost competitiveness. We need to increase our service to Canadians in order to remain a competitive player in a very fierce market.

Government Operations committee  It's because we launched our transformation plan at the end of 2021. This is the first time that we are committed. We are very well aware that without this transformation plan.... It is really geared around our service and capacity, providing environmental and social leadership, and doing right by our people.

Government Operations committee  We are investing $4 billion over the next five years in improving service and increasing capacity. We are planning to increase our parcel capacity by over 50% over the next seven years. One example is the $470-million investment that we've made into our Albert Jackson processing centre in Toronto, which will be able to process one million packages a day.

Government Operations committee  According to our 2021 annual report, in which we publish our annual cost study, the contribution margin for our exclusive privilege—you mentioned transaction mail as part of that—was 39%. The contribution margin for our competitive services, to your point, is lower, at 25%. The competitive services include parcels.

Government Operations committee  Good afternoon. Thank you to the chair and to the committee members for inviting us to join you today to talk about Canada Post finances. I know that my colleagues, Manon Fortin and Serge Pitre, appeared before the committee in February of this year to answer many of your questions about service.