Mike Lenz: Okay. Jack, this is Mike. So, think about DRIVE as the framework of how we approach the business and running a more flexible and efficient operation across the board. So within that that has enabled us to move quicker here than we anticipated coming into the quarter in terms of our cost initiatives, and is also foundational to the $4 billion of structural cost reductions that we’ve identified. So, if you think about the structural cost reductions, that’s operative irrespective of the demand environment. So think of that as moving the same traffic with less assets and resources. So, we look forward to giving further updates on the progress and details of the various domains within DRIVE on April 5th.
Operator: Our next question is from Jordan Alliger of Goldman Sachs.
Jordan Alliger: I was wondering if you could give a little more color on the cost takeout sort of for the balance of the year. I think the slides had it at around $2.4 billion. I think the total is something like $3.7 billion, with $1 billion being permanent. Can you maybe give some update around that? And is there a way to get a sense for how much so far can be attributable to the Express business in terms of cost takeout, maybe the permanent — at least the permanent side? Thanks.
Mike Lenz: So okay, Jordan, the — yes, we will — the $1 billion of permanent that Raj alluded to, we will realize that this year. The bulk of that is at Express, and we will see more traction on that, particularly in Q4 here. We’ve highlighted the flight frequencies that we’ve been reducing. We have — we had — as Raj said, we had nine more aircraft parked during the third quarter, and we’re projecting to park six more during the fourth quarter. So, that is illustrative of the takedowns and reductions underway there. And then also another component of the $1 billion, was taking out investments in that and initiatives and projects that we don’t anticipate picking up.
Operator: Our next question is from Tom Wadewitz of UBS.
Tom Wadewitz: Yes. And also strong execution on the cost side, right? It’s good to see it coming through the numbers. On the Ground side, I know you’ve given us good information on the call, but just wondered if you could dig into things a bit further of — within the quarter, what was the most important drivers of improvement. It seems like purchase — both purchase transportation and your comp and benefits were down quite a bit. And then — so what were the biggest levers in those? And then, I think it was a year ago or a while back, we were talking about labor shortages and the sorts really being a factor. Presumably, you had adequate labor. How much of that was a factor in the Ground improvement as well? Thank you.
Mike Lenz: Yes, Tom, you hit it very directly there because it indeed was the case that last year was very challenging in terms of the circumstances with the labor market in that. So, I certainly would highlight in the third quarter that Ground did an extraordinary job of flexing down resources following peak there. So, that was definitely a key element of the improvement there in the third quarter. That won’t be as big of a tailwind in the fourth quarter, given the dynamic that you highlighted there. But again, multiple dimensions within the ground operation of efficiency across the network within the docks and the facilities, line haul as well as pickup and delivery. So again, good progress there, and more to come.
Operator: Our next question is from Jon Chappell of Evercore ISI.
