Joseph Spack: Okay. On the 225 million higher EV sales, if I look in 2023 and in your appendix, it actually looks like it was pretty evenly split between the different segments. Is that what we should expect to continue in 2024 or is any of that growth targeted more towards one segment versus another?
Jim Kamsickas: I think the growth continues to be relatively balanced. I mean, I think that, we continue to see a lot of puts and takes even throughout the years relative to where we’re seeing, growth or demand. And I think that that probably continues, but I don’t think there’s one segment that’s over weighted.
Joseph Spack: But is it still the case just broadly, right, where you sort of first started with this technology in the commercial vehicle segment where that’s sort of still the largest, I guess, profit contributor? And then you need to sort of continue to scale in the other segments as that growth comes through?
Jim Kamsickas: Yeah, there’s some of that. I think, when you think about some of the places where the growth is coming from, yeah, we continue to see it in, we continue to see growth in the CV market. But I think the other thing you should think about is, as I sort of rethink through that, right, I think we will see a little bit more growth in the light vehicle segment than we will in off-highway or CV this year, if you’re trying to weight it. Some of that’s due to some of the production lost in the LV business last year from the UAW strike.
Joseph Spack: Okay. And last one, sorry, if I missed this, but did you say how much of the $450 million in CapEx is for electrification?
Timothy Kraus: No, we don’t break out the CapEx between ICE and EV.
Joseph Spack: Okay. Thank you.
Jim Kamsickas: Okay. With that, thank you very much for joining the call. As always, we appreciate the privilege of your time. Just to recap from my standpoint, from a business perspective, collectively it’s been a life and death life and death collided every day as a company that’s trying to survive product portfolio disruption as well as a three to four year COVID/UAW driven industrial crisis but I would offer the Dana has more than survived these two once-in-a-life-time generational challenges. In fact, I think we’re used to it is the events to significantly strengthen the company. Arguably, it’s terminology. I’d like to use call it the crisis is a terrible thing to waste. By doing that, we focused on the processes. We focused on the business.
We focused on the customers. And as you can see, as it relates to creating long-term shareholder value, we believe you’re starting to see it come through in the numbers, and you’ll continue to see it come through the numbers. So thank you very much for your continued support and interest in Dana, and we’ll talk to you all soon.
Operator: That does conclude today’s conference. We thank you all for joining, and you may now disconnect.
