Robert Isom: Thanks, Duane. Just a couple of things. Look, I think as you take a look at the industry and especially our needs at American, we’re going to need larger narrow-bodies in a number of places. It just fits with how our hub structure works and all the kind of things that Vasu wants to do. I would add to that, though, that probably our biggest and most interesting opportunity right away. It’s getting our regional fleet fully back up in the air. And the those aircraft only further our commercial proposition by adding more small markets to what is a great hub and spoke system already. So as we take a look out into the future, you’ll see us make sure that we protect ourselves and that we are able to not only replace an upgauge from a narrow body perspective but also have an eye to be able to grow at a rate appropriate for demand levels.
Duane Pfennigwerth: Thanks. And then just for my follow-up, could you just remind us maybe some of the differences in your transatlantic geography versus peers? And maybe it’s too fine of a point, but could you contrast kind of your Southern Europe exposure relative to Delta and United? Thanks for taking the questions.
Robert Isom: Thanks for asking them. Look, and for us, so much of our trans-Atlantic and I’ll just speak to the European content at this point, not other things that sometimes get lumped into reporting such as Middle East or India. But for us, a lot of our concentration is, first and foremost, in London, probably much more so than what other airlines are. And that which is in Southern Europe is really heavily season style flying or as we call it large areas the large capital market things like Rome and Athens, Barcelona and Madrid. So we’ve done a lot over the last several years to actually further to Devon’s earlier point, to really restructure our international network. We used to fly a lot of really marginal flights to really marginal markets, and they work for three months of the year and we had nothing to do with the airplane for the other nine months of the year.
So we’ve used the last three years to go and rebuild the foundation, bottom 5% of our capacity is gone fleet that goes with it is gone and the losses that we took from it are gone. And so now what we’re building back to Devon’s point, of just moderate growth is adding things that really make sense and are a good use of full year aircraft capital.
Duane Pfennigwerth: Okay. Thank you.
Operator: Thank you. Our next question comes from the line of Andrew Didora of Bank of America. Your question please, Andrew.
Andrew Didora: Hi, good morning, everyone. First question, Devon, I just wanted to make sure I was clear in terms of what is in your CASM outlook for this year. Does it just include the step-up in pay rates beginning May 1 from the TA? Or do you also factor in a step-up in profit share and work rules? Just want to be clear on what’s included there.
Devon May: Yes. So right now, what’s included in our guide is Pay rates from May 1 through the end of July. And then starting in August, we hope to have ratification of the tentative agreement. And at that point, we’ll have pay rates and all the benefits that go along with it, including the higher profit sharing.
Andrew Didora: Got it. And then Robert, I know it’s early on, but just when you think about 2024, any initial thoughts on how you’re thinking about capacity and the way you kind of — the continued build-out of both your domestic and international networks. Just curious which entity you think could — between domestic and international could be growing the most next year and just how you think about growth. Thank you.
