Tom Salmon: I’ll first start by saying that the demand that we’re seeing is pretty consistent with our customers around the world, frankly. And for the print we had in the quarter, I think we fared really quite well in that regard based on some of the other peer reports that are out there. That said, certainly, would anticipate the front half being softer than the back half, but as we’ve demonstrated, we’ve got plenty of irons in the fire that should that not materialize. We can further variabilize our cost structure as the team’s done. And again, I’m really excited that these investments that have been concentrated and they have been made over the last several years put us in a really good position going forward, both in terms of soft demand, as well as enhanced productivity and profitability as demands ramp.
So, all pieces of that puzzle, difficult to ultimately call it exactly. But again, our performance is very consistent with our customer base, which we would expect.
Phil Ng: Got you. And I guess, a question for Mark. I think you called out 125 million of price cost this year, so up 25 million. Is that largely from like self-help productivity stuff? And how are you thinking about just your inputs, whether it’s resin from here? Maybe some of your non-resin cost profile, are you seeing any deflation there that could be potentially a good guy and provide some upside to that number?
Mark Miles: Sure. Yes. I would say €“ I think Tom mentioned the breakout, but 100 million of that, you know 125 million is on the cost side. Obviously, our largest cost is material. So, anything we can do to drive down material costs our sourcing and operations teams are working diligently to cross €“ across approved different products to generate cost savings. We’ve got a long pipeline of cost reduction projects. Tom mentioned some of the labor is our next largest cost category. We’ve got a lot of great productivity improvement initiatives, including investments in automation that are driving reductions in our labor costs. So, as Tom said, we’ve got a number of levers we can pull, obviously, focusing on the largest cost categories of material and labor generate the largest savings, but certainly, energy falls right behind that. And we’ve got a lot of initiatives across the company to reduce our energy usage.
Tom Salmon: And as Mark said, resin being the biggest part of it, I mentioned that teams are €“ and operationally are working at a very high level right now. Just to give you a sense, since 2020 alone, we’ve seen an over 20% improvement in our net yield across our sites being generating that type of efficiency. So, you’re reducing your scrap, you’re generating more efficiency across your operations, and that provides, as I said, a near-term benefit, as well as a long-term opportunity as your volumes continue to grow and ramp.
Phil Ng : Okay. Thank you. Appreciate the color.
Operator: Thank you. One moment for our next question. of Angel Castillo with Morgan Stanley. Your line is open.
Angel Castillo: Hi, thanks for taking my question and Tom, again, congratulations on your retirement. So, just a quick question on the long-term targets. I wanted to €“ I was hoping we could break those down a little bit more and give us a little bit more color as to how you’re seeing, particularly as we think about, for instance, the EBITDA growth of 4% to 6%, how are you thinking about that in terms of the sales breakdown, how much of that is organic versus inorganic potential bolt-on opportunities? And then beyond that, how much would it be, kind of EBITDA or margin expansion? And then lastly, kind of on the EPS line, how are you kind of breaking that down in terms of underlying growth and buybacks?
