Ali Faghri: Sure, Stephanie. This is Ali. So if you look at the third quarter, our headcount was down slightly on a year-over-year basis, and that’s relative to shipment counts up high single-digits. So we did a great job managing headcount relative to the volumes in the network. Also, if you look at it at a labor hours perspective, labor hours were up less than 1% year-over-year, again, versus shipment counts up 8% year-over-year. And more importantly, that spread between labor hours and shipment counts accelerated through the year from low single-digits in the first quarter to high single-digits in the third quarter. Now as we think about the fourth quarter, we would expect total headcount and labor hours for 4Q to be roughly the same as the third quarter on both a quarter-over-quarter and year-over-year basis.
We’ve done a really good job again in managing productivity in the third quarter. We expect that to continue into 4Q and then into 2024 as well. So we are staffed for current volumes, and we have some headroom. If demand does increase, we want to make sure we’re staffed for that as well. I think the positive side is the labor market is looser than it has been in recent years. So we’re confident in our ability to flex up labor as needed. And we’re going to continue to manage headcount effectively relative to the volumes we’re moving through the network.
Stephanie Moore: Got it. Thank you. And then just a follow-up. Can you talk a little bit about as you think about kind of going into 2024, your thoughts in terms of incentive compensation, if maybe you’re looking to align metrics both from the top and then all the way down to the terminal level with kind of new targets? Any changes in philosophy there as you kind of prepare for 2024.
Mario Harik: Thanks, Stephanie. This is Mario. So this last year and the one prior in 2022 as well, we did change our incentive comp structure. It used to be only based on EBITDA growth on a year-on-year basis, but we had a good portion of the incentive comp plan switch to also focus on quality and on-time service. And that was part of the reason why we were able to drive meaningful improvement in both of these categories here through the course of the year since we started LTL 2.0. Now if you look moving forward, we are contemplating a change to switch from having EBITDA as being the compensation driver. And this is for field operations at the service center level and at the regional level to using OR expansion as being the key metric for profit improvement for the compensation program. We’re still in the early innings here, there’s still a few months here before we saw 2024, but that’s one change we are contemplating for next year.
Operator: Thank you. The next question is from the line of Scott Schneeberger with Oppenheimer. Please proceed with your questions.
Scott Schneeberger: Thanks. Good morning. Mario, I was hoping you could touch on CapEx. You mentioned it’s going to be above your long-term guidance range here in the end of the year for this year. And it sounds — I heard that it was going to be elevated again next year in the way you positioned it. Just kind of curious if that’s your anticipation? And is it predominantly tractor shares or new doors. Just if you could kind of hone in a little bit on where the excess spending will be? And curious if you’re spending anything in Europe because that is picking up. I know that, that’s an asset that may not be with you forever, but it’s — just curious if that’s an area where you’re having to increase CapEx as well. Thanks.
