The first challenge, I think, was the public narrative of the shipbuilding industry. To say it was a dying industry in Atlantic Canada would be an understatement. It was an industry that people thought that, if they did pursue a career in it, it would be short-lived. It would not be one in which they could spend a long period of time. We had to change that narrative.
The second thing we had to change is that it was seen to be a dirty industry in terms of the work. It was an industry that was at times, perhaps, dangerous. It wasn't a bright and clean work environment. What Irving and other shipbuilding industries have done to model the way is that they've converted the place of work to be a modern, progressive, safe and, quite frankly, inspiring place to work because the nature of the work is so technologically advanced.
The third thing is that we had to make a significant investment in infrastructure. Again, because of the cyclical nature of this industry for many generations in Nova Scotia, it didn't take long for infrastructure to become obsolete. We had to gear up. We had to change the perception of an industry. We had to make sure, as I mentioned earlier, that the workplaces people were going into were welcoming.