That was part of — Erik tried to mention about a third of our impact in the quarter was some destocking in process minerals and it was the impact on sales both in transportation, logistics and China was about $6 million in the quarter. So, yes, some destocking.
David Silver: Okay. My apologies for missing that. I wanted to follow-up with D.J. You laid out the new satellite plant startup timeline very well. I was wondering if you could also just maybe reflect on the new project or the new opportunity funnel that you see. And in the past, you’ve been very good about not just the number of projects, but maybe which innovation or which technology they’re relying on. So, in the last couple of years, packaging grades have been introduced, the deinking technologies and I guess the PCC, GCC project. But if you could just talk about the outlook for the new project funnel as you see it here? And in particular, is there a particular new or expanding innovation that seems to be gaining more traction with potential customers? Thank you.
D.J. Monagle: Gladly, David. Thank you for the question. So, I mentioned the ones that are starting online and — coming online in 2023, but the commercial activity remains very robust and it’s spread around the world, but most of the opportunities remain in Asia. On top of that, the standard PCC still continues to be a pull for us. But as I’m looking at the pipeline now where before we would be, say, 90% pursuit of growth in printing and writing grades, now we’re closer to 50-50 printing and writing versus packaging. Of note, in the fourth quarter, we made some considerable progress with full scale trials of two new products in brown grades. One of those was with a major brown box manufacture in the United States. The other one — and that is our new product that I’ve alluded to that’s (ph).
The other product that we are excited about is we began experimenting it with some time ago, but it was NewYield, which is — that product that repurposes a papermaking waste stream. We have designed it for printing and writing grades and we were optimistic that we could modify for packaging grades and we’ve run some good trials in packaging grades in Asia. So, both of those hold promise for us for what, I would say, some near-term activity. So, we’re pretty excited about that. And then, on top of that, still there’s a great pull for the standard PCC products, if anyone is considering an upgrade for their quality of their paper. And if anyone’s considering putting in a new machine, we are one of the first calls they make and because of the strength of the brand.
So, that’s how I would summarize things, David.
David Silver: Great. Thank you for the color there. Appreciate it. Last question. I did want to ask about the CapEx budget. So, I think it was bracketed at $80 million to $90 million as we start the year. And I would ask Erik if he could just focus on the discretionary portion of that $80 million to $90 million? And whether you could call out what are the top couple of priorities in there? What’s getting the most discretionary capital out of your original budget for 2023? Thank you.
Erik Aldag: Yes. Thanks, Dave. So, I’d say that every year $30 million to $40 million of our CapEx spend is on sustaining our operations, improving our facilities. And that’s the amount that is less or non discretionary. So, we will likely spend that $30 million to $40 million in 2023 on sustaining and maintaining our operations. The rest of that, that we typically budget for, is growth, it’s cost savings projects. But as I mentioned, we’re going to be taking a really close look at market assumptions that we’re using for justifying those projects. And as far as — if there’s a discretionary bucket, that’s it. And if economic condition is changed, that’s where we’ll flex.
