Let's talk about Chrysler corporation first, obviously. We have a very good relationship. We went into bargaining in 2012 recognizing that we had to play a significant role with regard to the investment into our Windsor assembly plant facility. We've entwined and accepted a culture of world-class manufacturing that we didn't understand before. We were the first plant in North America, the first OEM, to become designated as a silver recipient for world-class manufacturing. There were discussions with our CEO, Sergio Marchionne, and governments with regard to getting investment and putting that investment into our facility. He decided to do it alone because of the component of being a political football, so to speak. However, the reality is that we have a great relationship with Chrysler corporation. We've had discussions with regard to where we needed to project ourselves so the company could be viable, the company could do what was necessary in order to make sure that its new launch would take place. Again, that's because we were willing to change the culture of the workforce, and we did just that. And that's one example.
We would do the same with Magna Corporation. We have a plant with 900 employees. We have conversations with regard to changing the culture. They've invested in a new product line within our facility, have paid almost $5 million, and have hired almost 300 new employees, which creates spinoff jobs. And that's because of the relationship between the union and the company. And they couldn't do it alone.
Thank you for the question.