So, it’s really some assets on the periphery, on the periphery of our businesses, not really core, but right now to be honest is not the right time to do that and that’s why we kind of put these activities to pause. And whenever the market comes back, we’ll be back on there and working on that.
Roger Spitz: Got it. And in terms of the overstatement and the Ober-Schmitten the lingering cash impact now, maybe some of that’s in your revised EBITDA guidance, maybe some of that is in your working capital and other cash flow item outflow of 40 million to 50 million. But you gave the Q2 number. What do you expect to see in the next few quarters-dollar wise for that wind down of Ober-Schmitten?
Thomas Fahnemann: Yes, I mean, so Roger, yes, you are right. The total impact of the cash costs related to the shutdown is reflected in our — in that working capital and turnaround strategy. Cash cost guidance. This is the point we’re trying to make, which is we had call it $4.3 million worth or roughly $4 million worth of negative earnings coming from Ober-Schmitten in the second quarter. We’re going to be in a wind down here for, the next quarter or so. We’re hoping to cease operations in by the end of the third quarter. And we still have not just the losses coming, but then as part of the wind down monetization of the assets, there are some water wells there, there’s inventory and all of that that we need to clear out and try and monetize to reduce the — the net financial impact from this deal.
But we’re hoping that with ceasing operations here in the third quarter, we can stop the bleeding, along the lines of what we saw in the — in the second quarter. And then by the fourth quarter we’re just finishing up any last orders and then we shut the place down. So, still a bit of a moving target. Roger, I will say and we’re taking all of that into account when we are bringing down our overall guidance for the year. So, you can kind of do the math right. If year-to-date, we’ve lost about $6 million from Ober-Schmitten and I’m bringing down my guidance by 10, that should give you a rough idea of how much more is left to go on the P&L side in our view.
Roger Spitz: Okay, so that — and that’s probably all of the sort of shut down, shut down costs or net or I should say net shutdown costs because you have some assets in inventory to sell. That’s the way to think about the cost of shutting this down. Well, that’s good, great. That’s it, thank you very much.
Thomas Fahnemann: Okay.
Operator: Well now take a follow up from Mike Ginnings with Angelo Gordon.
Mike Ginnings: Hey guys, just one last point on the fires, first glad to hear there was no injuries. Was there any damage to the facilities or be any knock-on impact in Q3 or future quarters, be that either positive from insurance proceeds or negative from kind of increase impact on sales or repair costs?
Thomas Fahnemann: No, no, nothing, Michael. I mean what happened, I mean it’s bad that it happened, but thanks God we were — we have systems in place. So, we had a couple of little damage. We had downtime and all that, but it’s all done and this is the 3 million, No spillover, no insurance, all that it was below the deductible and all that. So, that’s all taken care of and you should not see anything there.
