Jim Snee : Yes. Good morning. Ben. So, I mean, it varies category-by-category. As you know, we’ve got some categories where the elasticities are performing at more historical levels. I think probably our legacy grocery products, which show a big part of that being our new convenience meals pillar. But then we’ve got some others where we’re seeing elasticity, but not quite to the rate that we would have historically. The thing that is positive for us is, we’re not seeing anything above historical levels for elasticity. And so that, let’s say, a really, really good thing. The other part that we need to make sure we’re thinking about is our foodservice business. A significant part of our overall portfolio. That business — the demand continues to remain strong. Portfolio is well positioned, and that team is just doing a great job not only driving new demand, but also taking share.
Ben Theurer: Perfect. And then just on the CapEx number, can you elaborate a little bit on like what part of that is how much of that is maintenance? How much is maybe what you didn’t execute or initially may plan to execute in 2022 and then couldn’t how much a rollover, how much is maintenance and how much is really dedicated new CapEx for 2023?
Jacinth Smiley: Yes. So we have — in the plan for 2023, the $350 million of CapEx plan of that, the maintenance portion is fairly consistent with what we have on a yearly basis at about $125 million of that number. I mean in terms of rollover, we certainly have pieces coming over from last year, which is relating to our SPAM and on our China expansion that we’re doing.
Jim Snee: Yeah. And just on that note, Ben, as we’ve said in our comments, SPAM capacity will come online the early part of 2023. And then really the China capacity that Jacinth references will really come online until 2024.
Ben Theurer: Okay. Thank you very much.
Operator: Thank you. And our next question today comes from Ken Zaslow with Bank of Montreal. Please go ahead.
Ken Zaslow: Hey, good morning, guys.
Jim Snee: Hi, Ken.
Ken Zaslow: Two questions. One is, when you think about your pricing actions, which categories have you taken pricing to cover the cost? Which ones do you still need to take pricing to cover the costs? And then I have a follow-up.
Jim Snee: Yeah. I think as you think about our portfolio, again, going back to our legacy Grocery Products portfolio. We’ve taken significant pricing but haven’t quite covered down all of the inflation that we’re seeing. But as part of that, and you know this, Ken, is we’re being very sensitive to some of the price gaps that are out there in the category. So we’ve had to watch that closely. We’re seeing some of those gaps start to narrow as others are moving. So that’s a good thing. And then we are continuing to look at certain categories. But as always, we’re going to have to be very, very strategic. But I would say, as we think about our overall portfolio, that’s probably the biggest gap that we have.
Ken Zaslow: Okay. You gave guidance kind of on the top line. You didn’t give a feel for the operating profit, which ones of the divisions you’ll see even if you do high, low, medium, more than average, less than average. Any sort of commentary on the profit growth outlook by division would be quite helpful, just particularly given that you’re changing divisions, and we don’t have the same sort of history of understanding how those margins will kind of evolve. So any sort of commentary on that would be really appreciated?
