But as we’re looking every week, to your point, to control our cost, those are ones that we adjust literally on a weekly basis. There may be a place as we fast-forward three months, four months, six months, where you may use them and very small numbers. But our goal is to reduce our borrow-outs as quickly as we possibly can. As far as the nonfuel cost, it follows the same recipe that we’ve shared before, One, we just finished talking about it, which is how we think about our labor costs and ensuring that we’re being conscious of that. Two, you go to your next expensive cost or, at least outside of fuel, is you’re going to look at your locomotive fleet. The reduction that we’ve made in the quarter is a strong move in the right direction. The reduction we’ve been made in July is another strong move on top of that, and we look forward to reporting to that in future quarters.
So all eyes on we want to grow the business, and we need to be volume-variable until we see more of that growth coming.
Jennifer Hamann : Yes. And Amit, just to build on what Eric is saying there is, if you look across all of our cost categories, setting depreciation side, we know we have opportunities within all of those to be more efficient. As we continue to improve cycle times, that has a very direct flow-through in terms of our car hire expenses on the purchased services and materials side. Eric mentioned the locomotives, but there’s other opportunities we have in there to work on our cost. And even comp and benefits with some of the headwinds that we know we have, there’s opportunities to be more productive and use that crew base more efficiently. And to your point, volume can certainly be a friend when it comes to the cost structure. But I think the fact that you’ve seen us make some progress as volumes are going down, and you saw us build train length even as volumes came down and in particular, intermodal volume, those are the things that we’re going to keep working on here — well, always, but certainly in the back half of the year to continue to drive better efficiency and get better alignment between the resources and the cost structure and the volumes that we’re moving.
Operator: Our next question is from the line of Bascome Majors with Susquehanna.
Bascome Majors : Lance, as you wrap up your eight years as UP’s Chairman, President, and CEO, how do you expect the push and pull of the senior decision-making process between marketing operations and HR change with those roles split between 3 people and Beth elevated from just leaving the HR and sustainability efforts into that newly stand-alone President position?
Lance Fritz : Yes, Bascome, thanks for the question. First, you got to note, Jim Vena is our CEO. He runs the company, that reports to Jim. So I don’t anticipate any meaningful dislocations or push-pull created by org structure. And having said that, there’s some natural creative tension in the business all the time. There’s creative tension between the operating team and the commercial team. There can be creative tension between the team that is controlling versus the team that’s spending. Just — you can name any number. The most important thing is we’ve got a fabulous operating executive joining us as our CEO. He’s got a great track record, and he’s going to be laser-focused on making sure that we’re providing the best service product to our customers so that we can translate it into growth.
He’s going to do a very good job of making sure the team works together. We’re working well together today. I anticipate we’ll be working well together a month from now. And Beth’s role is going to be making sure that she’s supporting all of that effort effectively through workforce resources through the work we do with communities, through the work we do in DC. So I anticipate better, not worse, as we move forward.
