I think part of the automotive policy we have put in place, particularly with the supply chain initiative—the $100 million that's in this year's budget—is to broaden out the focus of the Government of Canada into two distinct tracks. For the longest time, the pursuit has always been on mandates, OEMs, the big firms, to plant and to grow and to therefore then have firms that come around them. As the numbers suggest, for every one OEM job, there are four to five supply chain jobs associated with it. We need to continue to pursue those large-firm investments as a tent pole around which other investments will be drawn. We need to pursue those opportunities. It's incredibly competitive, which I'll talk about in a minute.
On a parallel track, we also need to support the supply chain, because one feeds the other. Among the criteria that OEMs look at when they're considering investing and committing to a footprint, for example in Ontario, is supply chain capacity. They look for infrastructure. They look for tax policy. They look for the regulatory environment. They look for energy cost dynamics in the province of Ontario, which has been incredibly challenging over the past 10 years. They look for efficiency of supply chain.
What we want to do is continue to pursue the OEM investments on the one hand, and on the other hand ensure that we have an automotive supply chain that is well suited and properly equipped, and that has the right policy framework, in order to show OEMs that they would be operating in a Canadian environment where they have a supply chain that is efficient and nimble and that is ready to provide them with the parts, the supplies, and the capacity to grow in Canada in a cost-competitive way.
With regard to pursuing OEMs, we've had some challenging news, for sure, but we have also had some good news as well. We have some other good news that we'll be announcing in the near future, with some investments in Canada. We live in a North American environment, in the auto sector, that is extraordinarily competitive. I'm vice-chair of CAPC, the Canadian Automotive Partnership Council. In the group we're reminded all the time that in North America there really are four auto sectors. There's the Canadian auto sector. There's the northern U.S. or midwest auto sector. There's the southern U.S. auto sector, principally right-to-work states, lots of corporate welfare, greenfield sites, and so on. Then there's Mexico, paying incredibly low wages, with massive amounts of corporate welfare. It's very challenging for Canada to compete in this environment.
How do we compete? Well, we compete by doing things like investing in north-south infrastructure; twinning the Detroit–Windsor border crossing; having the beyond borders agreement with the United States; and to make it cost-competitive in Canada, having a 13-point lower corporate tax than what's offered in the United States. We have funds like the automotive innovation fund, the automotive supplier program that is in this year's budget. We work in cross purposes. We have Jerry Dias of Unifor, Brad Duguid in the province of Ontario, me, plus industry all sitting around a room similar to this size, partisanship entirely aside, really working together to try to find the right mix of policy at all levels of government and the private sector, to ensure that we have a competitive environment in Canada.