Q&A from the Candidate Debates

On October 1st, 3rd, and 8th, 2024, the PIPSC Elections Committee organized candidate debates. Here, you will find my detailed answers to the questions posed to me as a candidate for President, along with my insights on the questions addressed to the Vice-President candidates. My responses reflect my vision for a stronger, more effective union, and are fully aligned with my Recovery Plan. I invite you to read through them to understand how I plan to lead us toward the change we need.

Opening Remark

Hello,

I am Stéphane Aubry, and I am running for President.

I served as Vice-President for 7 years, have management experience in both the private sector and federal government, was deeply involved in national campaigns like Better Together and Fix Phoenix, and have been very active within the IT Group. I also served on the board of Habitat for Humanity Montreal, which gave me valuable experience in governance and strategic decision-making.

Our union is at a critical juncture. Deep changes are necessary to fix our governance issues, stabilize our finances, and restore the services that you pay for and deserve. The past years have been marked by significant deficits, chaotic internal management, and a lack of transparency that hinders our collective efficiency. To regain our position as a strong and effective union, we must act quickly and in a structured manner.

We are at a crucial point, and changes must be made to restore the services that members are paying for and deserve. As a union, we need to focus on improving governance, transparency, and member services. My experience as Vice-President, my role on two different boards, and my management background in both the private and public sectors have prepared me to lead these changes.

I come to you with a Recovery Plan to help us overcome our current challenges, get our union back on track, and make it work for all members without unnecessary conflicts and legal disputes. With your support, I am ready to bring our union to the level of strength, transparency, and service quality it should offer.

Please visit my website to see my complete recovery plan.

Question 1: What is your vision for change at the Institute over the next three years?

My vision for the Institute over the next three years is based on three main pillars: restoring governance, improving member services, and ensuring financial transparency.

First, we need to address the governance issues that have hurt our effectiveness and credibility. I want to establish a cohesive and well-trained Board of Directors, where each member understands their responsibilities and works professionally. To achieve this, I propose a training program for new leaders and the implementation of clear accountability mechanisms.

Next, we need to improve the services we provide to our members. Members must feel supported by their union. My Recovery Plan includes a restructuring of the support teams, including Labour Relations Officers, improving online services, and utilizing modern tools such as chatbots to better meet members' needs.

Finally, financial transparency is crucial to restore member confidence. I want to conduct a comprehensive financial audit and publish quarterly financial reports to clearly show how resources are being used. We also need to optimize spending, particularly for the constituent bodies, to ensure effective use of member dues.

With these measures, my goal is to transform the Institute into a proactive, strong, and truly member-focused organization, capable of meeting both current and future challenges.

Question 2 : It is well known that the Institute is currently experiencing financial difficulties. If elected, how do you propose to address this issue?

It is true that the Institute is facing significant financial difficulties, accumulating deficits of up to $13 million per year over the past two years. This situation directly threatens our ability to provide quality services to our members. To solve these problems, it is imperative to take concrete and sustainable measures.

My Recovery Plan proposes a three-part strategy to stabilize the Institute's finances:

Financial audit and accountability: We first need to understand the extent of the deficits and the sources of inefficiencies. A comprehensive financial audit will be conducted, and the results will be communicated transparently to the members. This audit will allow us to identify unnecessary expenses and better reallocate resources to actions that have a direct impact on the members.
Revision of spending policies for constituent bodies: The constituent bodies of the Institute, such as groups, chapters, and regions, must also participate in the financial recovery effort. We need to revise spending policies, particularly those related to in-person meetings, by taking advantage of the lessons learned during the COVID pandemic. We should promote virtual meetings, where appropriate, to reduce travel and organizational costs. In addition, it is necessary to question the amount of alcohol and food consumed during Institute-funded events to ensure that these expenses are reasonable and justified. These adjustments will help reduce costs and better manage financial resources.
Financial transparency and communication: To restore member confidence, it is essential to adopt a more transparent approach to financial management. The Board of Directors will work with staff to publish quarterly financial reports, accessible to all members, to show clearly how dues are being used. This will ensure that every dollar spent is justified, and that the Institute is accountable to its members.
Resource optimization and long-term vision: The Institute has the potential to achieve significant savings, particularly through telework. We need to better organize these savings and develop a long-term vision to ensure the Institute's financial stability. This means a complete review of spending structure, with a particular focus on reducing administrative costs and reallocating resources to more direct and effective member services. We must focus on investments that bring real value to members, rather than maintaining expenditures that have not proven effective.

By implementing these measures, we will restore the Institute's finances while preserving the quality of member services. The key is transparency, resource optimization, and long-term financial planning, which will enable us to achieve a healthy and stable situation. This will allow the Institute not only to survive but to become an organization capable of fully supporting its members, now and in the future.

Question 3: Stewards are the lifeblood of our union. What will you do to foster steward recruitment and retention? Have you served as a steward?

Stewards are indeed the lifeblood of our union, and ensuring their recruitment and retention is crucial to maintaining the vitality of PIPSC. I propose a strategy focused on enhanced support, training and development, and recognition.

First, we must strengthen support for stewards by providing them with dedicated resources and priority access to specialized advisors. Regional and Steward Councils currently provide support, allowing stewards to share experiences and feel connected in their roles. However, this network needs to be enhanced to build a stronger sense of community and ensure that stewards receive ongoing guidance.

Second, it is crucial to invest in continuous training for stewards. We will offer training on negotiation, conflict management, and labor rights, as well as specific topics like telework and the Phoenix pay system. This training will ensure that stewards are well-prepared and effective in supporting members, especially when facing complex or emerging issues. We will also leverage platforms like Navigar and our website to provide even more resources and training content to our active members.

Lastly, recognition is a key element in retaining stewards. Their commitment must be publicly valued, not just once a year, but consistently. We will provide recognition certificates, professional development opportunities, and specific benefits that demonstrate the importance of their work. Stewards need to feel appreciated and understand that their role is central to the union’s success.

I have served as a steward and have been deeply involved. I understand the challenges stewards face and am committed to providing the necessary support for them to effectively advocate for members' rights. However, I eventually had to step back from the role myself, which gives me additional insight into the challenges of maintaining this commitment over time.

Question 4: What are your priorities for engaging with members?

Engaging with members is crucial for ensuring that the union effectively represents their needs and priorities. My engagement strategy focuses on three key areas: improving communication, creating opportunities for participation, and addressing member concerns in a timely manner.

First, we need to improve communication to make it more accessible, transparent, and timely. This means modernizing our current communication platforms by making better use of social media, interactive websites, and newsletters to keep members informed about ongoing developments. We must also adopt multilingual communication solutions to ensure that members from different regions feel included.

Second, we must create more opportunities for direct member participation. This includes town hall meetings, open mic sessions, and online forums where members can share their concerns and ideas directly with union leaders. My Recovery Plan includes a commitment to regularly engage with members through these channels to foster a stronger sense of ownership and involvement in union activities.

Lastly, it is essential to address member concerns in a timely manner. The union must be proactive in identifying and resolving issues faced by members. By establishing a more streamlined support system, such as automated tools like chatbots, we can ensure that members' concerns are addressed effectively and efficiently.

By focusing on transparent communication, active participation, and timely support, we can build a union that members feel truly represents and supports them, creating a stronger and more engaged community.

Question 5: How will you negotiate the Return to Office (RTO) during the next round of negotiations? How will you make hybrid and remote work arrangements permanent?

During the next round of negotiations, the Return to Office (RTO) will be a central issue. My approach will be to defend flexibility for our members, emphasizing the concrete benefits of remote work for both employees and employers. It is crucial to highlight that telework has contributed to improving employee well-being and productivity, while also providing significant cost savings for employers, particularly in terms of reduced infrastructure costs.

To make hybrid and remote work arrangements permanent, we must negotiate clear agreements with employers. This involves establishing framework policies that guarantee access to telework as a standard option, not as a privilege reserved for a few. We must also ensure that these policies are properly enforced. Unfortunately, appendices and memoranda of understanding in our collective agreements are not always respected by employers, so telework provisions must be embedded directly into the body of the collective agreements to ensure full compliance.

It will also be necessary to harmonize practices across different ministries and agencies. Policy consistency is essential to ensure that all members benefit from the same opportunities, without unjustified disparities between employers. We will also need to rely on data and testimonials to demonstrate that hybrid and remote work models are beneficial not only for employees but also for operational continuity and talent retention.

Finally, we must reassure the Canadian public about the benefits that this flexibility can bring to everyone. To achieve this, we could develop a public awareness campaign, in partnership with other federal and provincial union organizations.

With fact-based negotiations, clear policies, and a collaborative approach, we can make hybrid and remote work a permanent reality that meets the needs of our members while ensuring their well-being.

Question 6: We are expecting a new government in 2025. What are your plans to protect our members from a potentially hostile employer?

The arrival of a potentially hostile government in 2025 is a reality we must prepare for now. To protect our members, I propose a three-pronged strategy, outlined in my Recovery Plan: member mobilization, strategic alliances, and strong legal support.

First, we need to strengthen our internal mobilization. This means organizing information sessions and training to prepare our members and union stewards to defend their rights. A strong mobilization is our first line of defense against hostile policies. We must encourage our members to engage directly with their local representatives while ensuring that each member feels supported and knows how to act and respond to challenges that may arise.

Next, it is crucial to develop strategic alliances with other unions and groups that share our concerns. A reinforced sense of union solidarity will allow us to exert more effective collective pressure on the government. These alliances will also be essential for leading public campaigns and raising awareness of the issues faced by employees. Collaboration with other unions will strengthen our ability to negotiate and influence decisions.

Lastly, we must strengthen our legal support to protect our members. This means providing quick and effective legal advice to those facing employer actions and being ready to pursue legal action if necessary to challenge any unjust or discriminatory measures. A strong legal support system is essential for ensuring that our members feel protected and know they can count on the Institute.

With these measures, we will be able to protect our members, resist potential attacks on their rights, and clearly demonstrate that the Institute is ready to fight for them and provide support. A well-prepared and mobilized organization is our best defense in an uncertain political environment.

Question 7: How will you ensure transparent and healthy governance of PIPSC?

Ensuring transparent and healthy governance at PIPSC is a top priority. To achieve this, I propose focusing on three key areas: enhancing transparency, establishing accountability mechanisms, and member engagement.

First, enhancing transparency means making information accessible and clear for all members. We will publish quarterly financial reports and hold regular updates on important decisions made by the Board. This will include town hall meetings and open communication channels where members can directly ask questions and receive answers, ensuring they stay informed about how their dues are being spent and how decisions are made. This approach will foster trust and ensure that members have full visibility into the governance process.

Second, we need robust accountability mechanisms. Every Board member will undergo an intensive onboarding program to fully understand their roles and responsibilities. We will implement clear governance rules that set expectations for behavior and responsibilities, along with a tracking system for decisions and actions to ensure proper follow-through. This level of accountability will help create a culture of trust and professionalism within PIPSC, ensuring that Board members are always acting in the best interests of the membership.

Lastly, member engagement is essential for healthy governance. We need to involve members in decision-making processes through consultation committees, surveys, and feedback sessions to gather their input. By giving members opportunities to help shape policies and providing regular platforms for them to voice their concerns, we can ensure that the Board’s direction aligns with the needs and interests of our members. This engagement is not just about listening but about making members an active part of the decision-making process.

By focusing on transparency, accountability, and member involvement, I believe we can ensure that PIPSC operates in a way that is open, effective, and worthy of the trust of all its members. These actions will lay the foundation for a governance structure that works efficiently and respects the values and needs of our membership.

Closing Remark

Thank you all for your time and attention today.

Our union is at a critical juncture, and we cannot continue down the current path. The challenges we face are numerous: financial instability, governance issues, and a decline in the quality of member services. I am here today because I believe in the potential of our union and our ability to overcome these challenges together. We need a plan, and we need action—that is exactly what I am offering.

I bring to this election a Recovery Plan based on three key pillars: restoring responsible governance, improving member services, and ensuring financial transparency. This is not just about promises—these are concrete actions that I will implement with the help of the Board, our staff, and you, the members. Together, we can create an Institute that is more transparent, more accountable, and truly focused on the needs of its members.

I am asking for your trust and your vote to bring about the real change that PIPSC needs. With my experience, my vision, and my determination, I know we can lead PIPSC towards a future that is stronger, more resilient, and truly works for all of us.

Please take a moment to visit my website to learn more about my plan and my vision for the future. Together, we can restore and save our union.

Thank you very much.

Here are the questions that were asked to the Vice-President candidates, along with what my response would have been.

1. What are your ideas for increasing the engagement of young members?

The engagement of young members is crucial to ensure the future and sustainability of our union. Unfortunately, young members often feel disconnected from union activities, partly because the union is seen as being distant from their day-to-day concerns, a situation that has been worsened by isolation during the pandemic. To increase the engagement of young members, we need to adopt a more targeted and innovative approach, as proposed in my Recovery Plan.

Strengthening support for youth committees: We already have initiatives to create youth committees in the regions, but these committees currently lack the support and coordination needed to be truly effective. The Board of Directors will work with representatives of these committees to provide dedicated support, as well as centralized coordination to achieve a better return on investment. This will help create a stronger and more structured dynamic around youth initiatives.
Creation of mentoring programs: Young members need mentors to guide them through their professional and union journey. We will establish an intergenerational mentoring program, where experienced members, including our retired members, can accompany young members. We will encourage older members to share their experiences and knowledge and to become mentors, allowing them to remain involved in the union in a meaningful way. This kind of personalized support is essential to show young members the added value of their participation and to create a strong bond between generations.
Use of digital platforms: We need to go where young people are. We will modernize our communication tools to include more interactive digital platforms, such as online forums, social media groups, and dedicated apps. These platforms will allow us to reach young members directly and make communication more immediate and engaging. For example, live discussion topics, Q&A sessions, and webinars on relevant topics can help connect better with young members.
Networking and awareness events: We need to organize networking events and social activities that attract young members and help them see the union not only as a support structure but also as a space for personal and professional development. These events may include skill development workshops, local social activities, or discussion groups on topics important to them. We will also organize alcohol-free events, such as game nights or group activities, which provide more inclusive and accessible meeting spaces, fostering relaxed and friendly engagement.
Projects focused on young members' concerns: Young members need to feel that their specific concerns are being addressed. We will work with the youth committees to develop concrete projects that address their priorities, such as work-life balance, environmental issues, or challenges related to temporary contracts and job insecurity. This will encourage them to get more involved, knowing that their voice is heard and that actions are being taken accordingly.

By implementing these initiatives, we will create an environment where young members feel heard, valued, and motivated to actively participate in the union. My Recovery Plan includes concrete actions to modernize our communication methods, offer mentoring opportunities, and encourage meaningful engagement of young members in projects that directly concern them. The future of the Institute depends on our ability to mobilize the next generation, and I am ready to lead this transformation.

2. What previous experience do you believe has best prepared you to assume the Presidency (the part-time Vice-Presidency)?

I believe that what best prepares me to assume the Presidency of the Institute is the combination of my union experience, my management skills, and my deep understanding of the challenges our members face.

Experience as Vice-President of PIPSC: I served as Vice-President of PIPSC for seven years, which allowed me to develop a deep understanding of the internal dynamics of our organization. As Vice-President, I was also a member of the PIPSC Board of Directors. I worked on several complex files, participated in the Board’s strategic decisions, and represented the interests of members to employers and the government. This experience not only allowed me to understand the workings of union governance but also helped me develop leadership and negotiation skills that will be crucial for the Presidency.
Participation in Boards of Directors: In addition to my role as Vice-President at PIPSC, I also served on the Board of Directors of Habitat for Humanity Montreal, which allowed me to gain solid experience in governance and strategic decision-making. The skills gained in this role are similar and taught me the importance of transparency, collaboration, and being results-oriented—qualities that are essential to leading an organization as complex as PIPSC. My objective is to ensure that the Board operates as a cohesive team, working in the best interest of its members.
Management in the private and public sectors: I have also held managerial roles in the private sector and within the federal government. These experiences allowed me to develop skills in human resource management and process optimization while navigating complex and often constrained environments. I understand the realities faced by our members, who have to juggle employer demands and personal challenges, and I am well-prepared to vigorously defend them.
Mobilization and union campaigns: As a union steward, I have been very active within the CS-IT Group, particularly in charge of mobilization and organizing major campaigns such as Better Together and Fix Phoenix. These campaigns taught me the importance of member mobilization, collective engagement, and defending each member’s interests. They also showed me the strength that a united and well-organized union can have in putting pressure on employers and achieving concrete results for its members.
Vision and Recovery Plan: Finally, I have developed a Recovery Plan for PIPSC, which focuses on priorities such as improving member services, establishing responsible and accountable governance, and ensuring financial transparency. This plan is not just the result of my observations; it is also based on my many years of experience in union leadership and management, spanning nearly two decades. My commitment is to work with staff, active members, and the Board of Directors to implement this plan collaboratively and effectively.

In summary, my experience as Vice-President, my participation in Boards of Directors, my management background, and my initiatives in union mobilization and strategic planning have prepared me to meet the challenges faced by our union. I am ready to assume the Presidency to bring about the necessary changes and ensure that PIPSC becomes a stronger, more transparent, and more effective organization for all its members.

3. How do you think the work environment of the Institute's members will evolve over the next three years, and how do you plan to adapt to these changes?

I believe that the work environment of the Institute's members will evolve towards a hybrid model, where telework will play an increasingly central role. Although employers are taking a step back, imposing a three-day-per-week in-office policy following the end of the COVID pandemic, I think this situation is temporary. This will last until policies are adjusted, and the Institute must continue to advocate for flexibility in members' working arrangements to foster a better work-life balance.

We will also see an increased technological transformation, with collaborative tools and digital platforms becoming essential to staying productive and connected. These changes will lead to evolving skill requirements for our members, with an emphasis on digital tools and new work methods.

To adapt to these changes and help our members prepare, I propose several concrete actions as part of my Recovery Plan:

Support and advocate for telework: The Board of Directors will work with employers to ensure that telework is recognized as a standard work modality, rather than a privilege. We will negotiate clear agreements to guarantee that telework remains accessible to all those who benefit from it, and to allow members to retain the flexibility they need.
Training and adapting to new technologies: With the evolution of work tools, the Board, in collaboration with staff and experts, will set up training programs to help members acquire the necessary skills to adapt to an increasingly digital work environment. We need to support our members so they are comfortable with these new technologies and can make the most of them.
Ensuring member well-being and balance: We will work on developing policies that guarantee a healthy work-life balance, including flexible work arrangements and measures to ensure that members are not under excessive pressure to return to the office when it is not necessary.
Adapt working conditions for our employees: It is also crucial to adapt the working conditions for our employees to align with a long-term vision, particularly regarding flexibility and the modernization of infrastructure, to meet future needs.
Ensure suitable infrastructure: The Institute needs to modernize its own practices to align with changes in the work environment. This includes building a digital infrastructure capable of providing high-quality remote services and support, whether for advice, consultations, or training.

By taking these measures, we ensure that our members are prepared to thrive in this new hybrid model while maintaining their well-being, productivity, and engagement within their teams. The Recovery Plan ensures that the Institute remains proactive, ready to meet the changing needs of its members and to support them in facing future challenges.

4. In which areas do you think the Institute could improve the services it provides to its members? What do you propose to improve these services?

I believe the Institute can improve member services in several key areas, particularly in terms of service speed and efficiency, the coordination of information sessions, and communication with members. These areas are essential to ensure that members feel supported, heard, and well-informed.

Improving the speed and efficiency of services: The current wait times for support are too long, leading to frustration among members. We need to optimize our internal processes to better allocate resources and reduce waiting times. As part of my Recovery Plan, the Board of Directors will work with staff to reorganize support teams and increase staffing in critical areas, while providing competitive working conditions to retain talent.
Coordination of information sessions: The Institute already organizes information sessions at the group and regional levels, but they lack coordination and consistency, which limits their impact. We need to establish a centralized and consistent approach to planning these sessions, ensuring that the same level of quality and content is offered everywhere. We will create a centralized schedule of sessions and ensure that adequate resources are allocated to these initiatives to maximize their return on investment.
Enhancing communication with members: Communication between the Institute and its members is often insufficient or poorly adapted. The current website, although it serves as a communication platform, is still not user-friendly despite several failed revisions. We need to modernize the website to make it a real information portal where members can easily find what they need. In addition, we will develop regular communication campaigns through electronic newsletters, online forums, and social media to keep members constantly informed of important developments. We will also integrate automated online services, such as AI-based chatbots, to answer frequently asked questions from members quickly and effectively, providing a first level of support available at any time.
Specific support for critical issues: Issues like Return to Office (RTO) and the Phoenix pay system require more direct and visible action from the Institute. As part of the Recovery Plan, we will set up working groups dedicated to each major issue. These groups will be responsible for establishing detailed action plans, tracking progress, and communicating updates to members so they know precisely what is being done to support them.

By implementing these measures, we can transform the Institute into a proactive organization capable of responding effectively to members' needs. It is crucial to strengthen our support services, make our communication more transparent, coordinate our efforts, and use modern technologies to automate responses and improve the member experience, ensuring that every member feels valued and supported.

5. The cost of living has increased for all Canadians, but especially for those living in northern and remote communities. Tell us about the challenges faced by the Institute's members in these communities and how you will defend their interests.

The members of the Institute living in northern and remote communities face unique challenges, especially with the recent rise in the cost of living. Prices for basic goods, such as food, housing, and essential services, are much higher than in the rest of the country. This places a significant financial burden on these members, often leaving them with few options.

In addition, there is geographical isolation, which makes it difficult to access union services and available resources. Members in remote regions often feel disconnected from the rest of the Institute and feel that their needs are not well understood or prioritized.

To defend their interests and address these challenges, here are the concrete actions proposed as part of my Recovery Plan:

Support for cost-of-living adjustments: The Board of Directors will work to advocate for financial incentives and cost-of-living allowances for these regions. During negotiations, we will seek financial compensation to offset the high cost of living in northern and remote areas so that our members are not disadvantaged by where they live.
Improved access to Institute services: To address the isolation of members in these regions, we need to improve the reach of online services. This includes the development of automated services and chatbots to ensure quick access to answers, regardless of time or location, as well as increasing the number of virtual consultation sessions to help members feel more connected and supported.
Increased representation and dedicated support team: We will establish a dedicated support team, specifically for members living in remote regions, including the Maritimes and the Prairies. This team will be tasked with bringing their needs to the Board of Directors and ensuring that these regions are well represented in all strategic discussions.
Flexibility and telework: Telework is an essential solution for many members living in remote areas. We will continue to advocate for telework policies to be maintained and improved, allowing members to work remotely and reduce the costs associated with frequent travel.
Access to specific training: We will also develop tailored training programs to allow members in remote regions to continue their education and improve their skills without having to travel long distances. These training programs will be available online and will consider the specific needs of these regions. In this regard, the Navigar training project, which will soon be available to all our members, will play a crucial role in improving skills and access to training. (https://navigar.ca/)

By taking these measures, we ensure that members in northern and remote regions are not only heard but also supported by concrete policies that take their unique situation into account. We must work together to reduce the gap between members in urban areas and those in remote regions so that every member receives the support they need, regardless of where they are located.

6. How can we ensure that the victims of Phoenix are compensated and that the next payroll system is adequate?

The implementation of the Phoenix payroll system was a complete disaster that caused enormous harm to our members. Payment delays, errors, and financial impacts have deeply affected the quality of life of thousands of workers. Now, the employer is working on a new system with DayForce, but it is essential to learn from the past to avoid the same mistakes.

To ensure that the victims of Phoenix are compensated fairly and completely, and that the next payroll system is adequate, we must implement several strategic actions as proposed in my Recovery Plan:

Constant pressure and rigorous follow-up: The Board of Directors will work with staff and active members to maintain constant pressure on the employer and the government. We will demand regular and public updates on the compensation process to ensure full transparency and make sure the victims are truly compensated for the harm suffered.
Continuous monitoring and participation of active members: We need to ensure that active members, particularly union stewards, continue to monitor the progress of the compensation process. Their role will be crucial in ensuring ongoing oversight of the employer's efforts and intervening quickly if problems persist.
Implementation of a technical committee for the new system: To ensure that the next payroll system is adequate, we will establish a technical committee, including IT experts and member representatives. This committee will be responsible for monitoring the development of the DayForce system, participating in tests before its implementation, and identifying issues before they become critical. Such active participation will help prevent another catastrophe.
Employer accountability and follow-up: We must also hold the employer accountable for the errors of the past and the promises made for the future payroll system. It will be crucial to demand guarantees regarding the quality and robustness of the system, and to require an extended testing period involving end-users—our members.
Ongoing support for affected members: The victims of Phoenix need support until justice is done. We will continue to provide dedicated resources to assist members in filing and tracking their claims. This includes access to specialized advisors and automated online services, such as chatbots, to answer common questions and provide updates on the status of their claims.

These measures are necessary to ensure that the victims of Phoenix finally receive the compensation they deserve and that the new system is implemented in a transparent and effective manner, without repeating past mistakes. The Recovery Plan includes active member involvement and continuous pressure on the employer to ensure the past does not repeat itself. The key is vigilance, the involvement of active members, and holding the employer accountable.

Author: Stéphane Aubry
Date: October 7, 2024
(Translated from the French version)