Benito Minicucci: And since we’ve launched it, you’ve seen a lot of credit card sign-ups, right?
Andrew Harrison: Yes, exactly. And a lot of positive comments.
Operator: And our next question will come from Duane Pfennigwerth with Evercore ISI.
Duane Pfennigwerth: In terms of the pacing benefits, the pacing of benefits of moving to a single fleet, what are we seeing in the first quarter here, if any, and can you just remind us what are the hurdles you need to clear to realize further benefits?
Shane Tackett: Really, it’s just getting through the pilot training and getting the Dash 9s that replace the A320s here on property. We are at low 40s of Dash 9s relative to the 60-ish A319s and A320s we had. So the planes are coming. We’ve got a bunch more coming this year. We’ll have full restoration of the fleet size as we get through the year. We’ll be through all of the transition training on Horizon here in the first half of the year, mostly in the first quarter. Similar on mainline, although we’ll have these 10 A321s, I think we can pretty easily get those into 1 hub, 1 base and manage that. So I think the way the unlock is basically going to start in the second quarter and ramp through the rest of the year, and we should be at close to full run rate as we get through the fourth quarter, dependent upon what we do with the A321 transition because we still have pilots, you’ve got to transition off of that equipment ultimately.
Duane Pfennigwerth: Great answer. And then Ben, you were a — or at least our recollection, you were a process guy historically. Historically, Alaska was very good at identifying variability, measuring variability and driving it out of your processes. Certainly, this is a different and more difficult operating environment. But do you think you still have those opportunities to drive out variability? What are the 1, 2, 3 kind of productivity initiatives you can go attack this year? Or is that just outdated thinking from a bygone era?
Benito Minicucci: Duane, thanks for the question. It’s a great question. And we talk about that a lot. Like what I’m going to tell you is that type of thinking is in our DNA. It’s been in our DNA for — I’ve been here for 20 years. I mean that’s how we think, and that’s how we wired. In terms of has it structurally changed, and that’s — it could be debated. But my view is that the airline industry isn’t even back to 2019 levels of capacity. So if you talk about aerospace itself, now of course, you’ve got to have ATC staffing in place. We’re not flying the same amount we’re flying in 2019. So if you look at block times, if you look at departures, we’re still less than we were in 2019. So the aerospace is essentially the same.
It’s got to work from an FAA perspective. And how we look at it internally is we can still have improvements in asset utilization and people productivity. And we have already the processes and the mechanism in place to get to a better place. So is it — has it changed a little bit? Yes. Are we going to bring it back to the left? Absolutely.
Operator: And we will move next to Michael Linenberg with Deutsche Bank.
Michael Linenberg: Shane, congrats on getting the ROIC, I guess, congrats to you and the whole team of getting your return on invested capital trailing 12 months on better than your cost. You’re one of the few out there who can actually have achieved that objective. You did highlight the return of share repurchase program. Again, this is to offset just the dilution. And then the amping up the part of the deliveries of some MAXs. Where is your thinking on bringing back the dividend? Is that something that we see in 2023? Is that later this year? Is that a next year phenomenon?
