Government Operations committee  I can't speak for the union—you will hear from them directly—but I think it is a view that anything that affects the costs should not be touched. I have often used the extreme example that if we do nothing, the last letter we deliver will cost Canadians $3 billion. As letters kee

Government Operations committee  It's a difficult issue. I understand it's a difficult issue. We must acknowledge that technology and changes require all organizations...and not just Canada Post. It includes media companies, manufacturing; virtually any industry you look at is being disrupted by digital technolo

Government Operations committee  Mr. Chair, I would like to echo what you just said, in a slightly different way. The committee's work is so important at this stage in our journey. You've talked to Canadians, and we do share a common goal. Serving Canadians and having an institution survive for another 250 yea

Government Operations committee  Mr. Ayoub, it is a very important question for an institution where unions are as much part of the solution to our future as management's ideas would be. Let me start by saying that we both agree—our unions and us—that we have a problem. There is no denying it. I'm sure they wi

Government Operations committee  The CMB program is a large infrastructure program. A program of this size.... As you know, we converted 840,000 addresses in the period in which we were implementing those, and the process is almost a nine-month process of planning, construction, delivery, and ultimately reassign

Government Operations committee  Canada Post is one of the most respected brands and institutions for Canadians, indeed.

Government Operations committee  The mission and the responsibility that I was given when I was hired by the board of directors was to run a financially self-sustainable Canada Post as a great institution. It was at a crossroads. The mail volumes were declining, and it was facing a serious challenge. The missi

Government Operations committee  I think in any large-scale change, which is a multi-year, five-year to seven-year project, you start off and you learn, and you improve. It is no different than a large IT deployment, a large infrastructure deployment, or transforming a 253-year-old institution that is literally

Government Operations committee  Yes, we did.

Government Operations committee  I think this deserves a little bit more than a yes or no answer, so let me give you the context. With all of our unions, we meet on revenue and financials, on technical changes, and on health and safety issues. At the very high level, twice a year with all unions, we meet for wha

Government Operations committee  There are two points to that. I'm going to ask my colleague to answer the banking question first, and then I'll answer your question on the vision and our ability to grow.

Government Operations committee  In terms of innovation, if you talk to our customers, if you look at the retail innovation that we have been part of—and the proof is in the pudding, as you would always say—you would not have been able to grow a business by half a billion dollars when you are competing in a high

Government Operations committee  As I mentioned in the last committee hearing, the management payroll is in the range $200 million to $220 million, and management accounts for less than 5% of the workforce. This is in relation to almost $3 billion of payroll for the whole corporation.

Government Operations committee  We currently have 17 vice-presidents.

Government Operations committee  There are many questions. Is having 17 vice-presidents appropriate for the size of the organization? We have an organization of 60,000 employees, and we are probably one of the top 10 postal administrations around the world. Our business covers coast to coast to coast, with three