That region of the world tends to be one of the first that sees the aggressive imports to try and move volume and keep production up on the plants that we started in China. Brazil, probably a little less. The Brazilian market is more locally supplied, and I’d say the pressure has been less in Brazil. But I think what we’ve seen is that activity stabilize, and we expect second half volumes to incrementally improve.
Vincent Anderson: Okay. No, that’s very helpful. And maybe just specifically on price, I know raw materials are a significant component of that. But did you make a conscious effort to prioritize price over volume in some of these areas with the expectation that the competition would be pretty transient and you’d exit in a better position? Or do you expect your prices to have to react to this competition?
Scott Behrens: No. Your former statement is correct. So once we assess the situation, we acted appropriately with pricing measures to ensure that we could stabilize volumes.
Operator: And our next question comes from Dave Storms from Stonegate.
Dave Storms: Just hoping you could discuss the current customer acquisition environment and kind of what you’re seeing on that front?
Scott Behrens: Yes. Within the Surfactant industry — or Surfactant business, I should say, there’s still a lot of new customer acquisitions that are happening. I’d call it — the first half, there’s definitely a higher level of churn within our Surfactant business as you’ve had competitive activities, customers looking for lower prices. But on the flip side, we’ve — the acquisition of new business has done very well and has not been constrained or hampered by any issues as it relates to pricing in the marketplace. So I characterize this as a much higher churn environment, but the new customer acquisitions continue at an acceptable pace from our perspective.
Dave Storms: Very helpful. And then just turning to the balance sheet. Your net debt was down slightly sequentially quarter-over-quarter. Just curious how comfortable you are with the 31% level or if debt repayment is expected to take center stage once Pasadena is up and running?
Luis Rojo: Yes. So as you saw, right, I mean we have invested in the business in the last few years because we believe in our end markets, we did INVISTA acquisition. We have 2 big programs in low 1,4 and Pasadena. The good news is that a lot of that investment is behind us, right? These are investments for the next 5, 10 and 20 years. These are not investments for the short, short, short term only. So we need to look at them with a long-term view that these are the right investments. And again, the good news is that we are past the biggest cash outflows. And from here, we need to continue improving the business so we can continue deleveraging a little bit the balance sheet to invest in other new opportunities that for sure will materialize. We have talked in the past a lot about , and we will continue to be in the future more acquisitive, and we will continue looking for opportunities.
Operator: [Operator Instructions]. And our next question comes from David Silver from CL King & Associates.
David Silver: Yes. Scott. A couple of areas maybe of focus, but if you wouldn’t mind, I’d like to maybe start with the customer destocking activity and kind of your perspective on that. So like a number of companies, you did have a lot of — you did have a meaningful impact from customer destocking this quarter. But I guess there’s probably maybe the devil might be in the details there. But if you were to characterize the destocking activity, would you say it’s from the Tier 2 and Tier 3s where you cited some price competition regionally or would you say this is maybe the bigger merchant market customers? And for whatever reason, they seem to be carrying more inventory into this into the seasonal period than was anticipated.
