Thank you very much.
I'd probably use as a benchmark the automotive model, and Mr. McGuinty has said there are two things they want to grow in Ontario: aerospace and automotive. It's interesting to see that among the people Ontario has attracted, both Honda and Toyota have very good worker relationships, because they have no union. But they have excellent worker relationships, and these are the companies that are growing and thriving. They are the ones where all the money is being invested.
In contrast to them, you look at the other aspects of the more traditional big three, let's say, and ask what the difference is. Now, it could be body design and a whole bunch of other things, but at the end of the day you look at some of the contract differences and how they treat their workers and the mature labour relations of our new Asian partners like Toyota and Honda. When those partners go into places like Simcoe, Ontario, and other places like that, for their spin-off plants, I think that just proves the viability of considering that labour relations model a little differently and doing it on a more mature level, even when we're dealing with multinationals like Honda and Toyota.
The other thing, which has probably been touched on around here, is the ability not only of capital to flee, but also of technology to flee and customers to flee. Businesses, whether they're small or large, are going to go to where there is going to be the assurance of good transactional processes. They don't want to worry, is this port down or can I catch a plane? It's assumed that you are able, because all the mature and established markets have those. I think that's the difference.
I look at those two in the automotive model, at Toyota and some of the others.