Intro (00:00):

Do you have your shot glass? We have to get into the right frame of mind for this.

Greg White (00:17):

Hey, welcome everybody. Sustainability and supply chains impact on it are such an incredibly important topic these days. If you follow my next guest on LinkedIn, you can’t miss the initiatives that he and his company have to, to really contribute with action in, in terms of creating sustainability and all of their practices look waste. I’ve seen it waste carbon footprint, packaging returns, liquidation. All of these things are causing increasing damage to the environment. And we need companies that are, and people who are looking to solve this problem. So today my guests and I will show you how carriers and logistics and supply chain service companies can provide impact positive impact on the environment. And we’re going to show you by way of example. So by the end of this episode, you’ll not only know what’s being done today, but also what you can do right now.

Greg White (01:18):

And what’s planned for the future to increase sustainability in the supply chain. Now let’s bring in our guest, my friend, Peter [inaudible], chief commercial officer DB, Schenker, Norway, Peter has made tackling sustainability, a big portion of his charge. He’s in charge of sales and marketing for the company in that marketplace. And they’ve received a ton of accolades DB Schenker for their sustainability initiatives in the Nordics and continental Europe. So P I don’t even know where he is. Peter joins us from somewhere across the pond. He’s always safely of course, on the move. So let’s have him share his current spot and tell us a little bit about what he’s doing. So thanks for joining us, Peter, where in the world are you?

Peter Stangeland (02:06):

Thanks, Greg. I’m actually situated in Oslo, Norway, one of the best countries in the whole wide world, and that we are hours apart. That you’re biased, right? No, no, no, no.

Greg White (02:19):

I’m quite biased too. I’m a huge fan of Norway and particularly of Oslow, but you’re actually at your home right now, which I feel like could be a little bit lonely because you don’t, you’ve been sort of moving around right. Since you can work from anywhere, you do

Peter Stangeland (02:35):

See no, we haven’t in Norway or in many other countries been able to work at the office. So we haven’t been working from home the last year, but we have been fortunate. So we can alternate between our cabin and a home apartment so we can have a mix. And of course the wife is addressing that. We need to be not at home. They’ll lay it a whole week because she’s usually also traveling quite a bit. So it was her preferred location is at the cabin where she can go skiing and mountain biking or swimming or whatever. Yeah.

Greg White (03:09):

And you are half of what I like to call a supply chain power couple, right? Lorna stung on your wife is big. I don’t want to give away all of that cause we’ll probably have her on the show shortly, but you think she’ll do a show.

Peter Stangeland (03:22):

I don’t know. She might do one after. I have to give her some tequila first and I’ll

Greg White (03:28):

There we go. But you have kind of come into supply chain by way of the companies that you’ve worked with. And of course, and of course, Lorna runs, supply chain has run supply chain at a couple companies there in Norway.

Peter Stangeland (03:41):

Yeah. She has run a supply chain companies for the last, I’d say 20, 25 years, three PL or actually four PL logistics. And on my side, I’ve been, came from a degree with transport economics and logistics, and started working in within logistics. The last, I would say 25 years old. So with the military first and logistics also military. So has it been a good, what’s it called a good red thread through my history also,

Greg White (04:12):

Right. And military service is mandatory in Norway, correct? Yeah.

Peter Stangeland (04:17):

It’s mandatory for, let’s say as a normal soldier, or you can go to a officer’s training school, which is two years. So a training one year of training and one year of practical training where you, where you start as a Sergeant and then you can continue doing that and go to another officer’s training where you can be captain or major and just start a ladder.

Greg White (04:43):

Ah, so that if you go to OCS, it’s probably much like here in the States, you get out of the hard work, right? You just direct people, you direct people how to do things. So that’s an interesting discussion not to get too far off topic, but it’s interesting. I was just having a discussion with some us military vets. And I’m curious your perspective on this particular point, what they’ve found is that some of the logistics companies or supply chain, generally companies that they have applied to, they don’t see the connection between military logistics and manufacturing or physical goods or finished goods, logistics. What are they missing there? It seems like there’s, there is a logical connection. So what do you, what’s your take on that?

Peter Stangeland (05:30):

That’s a strange question because here in, in, on the other side of the pond, military education and military experience is highly validated in, in, in the civilian companies. And it’s sought after it’s difficult to say, but they probably don’t have enough insight in what kind of logistics operations that are done and being planned. It’s not easy to move a battalion from a, to across the world, uh, without, uh, knowing something or planning something a month ahead. We would ships with planes, with trains. And when it comes to an Harbor, you have to do any permits you needed from a to B after from the Harbor tool where the battalion is going to be placed. It’s difficult. I’m not sure what the challenge is.

Greg White (06:23):

It, it seems instinct instinctive that it would be very closely related or at least you could find some relation between those things. Right. I think of it this way, this, this is my thought around military is military people have to make, they have to make instantaneous life or death decisions with inadequate information very often. Right. And to me considering particularly some of the, some of the disruptions we’ve faced in the last year or so, it seems like that’s a perfect set of training for supply chain these days.

Peter Stangeland (06:59):

Yeah. I’m not sure why supply chain is not, uh, from the military side is evaluated, uh, like a great asset, but, um, quite neat.

Greg White (07:09):

It’s just having heard that it’s hard for me to believe that any company would not be able to bridge the gap. Right. Is there something, yeah.

Peter Stangeland (07:18):

They carry a staff, which is well-trained, well-mannered good insight in what and how and why we get all of these things you are trained for only thing you, you don’t know when your train is how and when you’re actually going to use it, but you’re prepared for anything. Right?

Greg White (07:42):

The act on a moment’s notice because off, it’s not like the military is telegraphing, what’s going to happen, right.

Peter Stangeland (07:49):

Smoke signals anymore.

Greg White (07:54):

Well, so let’s shift gears a little bit because I am, I mean, I know you have the sales and marketing experience and responsibility for Norway, but I, I feel like sustainability is such a big part of that. And what’s truly impressive about what I’ve seen and, you know, I’ve been connected with you for a while, but what I’ve seen is that what DB Schenker is doing and what you’re involved in is it’s important and impactful action. It’s not a paper commitment you don’t have. Of course you do. I’m sure have the commitment to be carbon neutral by X date or whatever, but you can actually virtually every day, see what you all are doing to move towards that. You’ve got, you know, what immediately comes to mind is you’ve got, you’ve got battery, uh, uh, electric EVs, right? Doing some of your deliveries around town.

Greg White (08:43):

You’ve got those cool little bicycle that are last mile delivery, um, vehicles. Um, so there’s clearly a commitment and yet it, and it’s demonstrated with after initiative. So having said that, I want to broaden that a little bit bigger. So I’ve been to Norway a few times as you know, my second favorite country on the planet. And sustainability has always been in the forefront of Norway and there some of the biggest purchasers by capita of electronic vehicles, people use scooters. They’ve used electrics for why, why do you think that the Nordics has so readily embraced sustainability?

Peter Stangeland (09:24):

Very, I think from a Nordic perspective, uh, the sustainability focus came in very early because all our income in Norway, Sweden, Finland, and Norway, and let’s say are based on what mother nature gives us. It’s either water, power, wind, power, oil, gas, fish, forestry, and we are seeing closely very often what the challenges of nature is with, uh, changes in the nature, ice melting and so forth. As you mentioned, the governments have had our eyes on this changes in nature for a long time. And they have also understood that we need to stop or delay the changes in the nature. So with the creation creation or focus on sustainability, it has come to help our next. Let’s say grandchildren to even have a great place to live in. As you know, as you guys might know is also that the Nordic countries by themselves are quite small. So the path from political talks to actions are quite short and fast. If the politicians want to. And in this case, they have wanted to be a part of the change and the solution. So the government in the, especially in Norway have put in a lot of, let’s say, lower taxes or taken away taxes, especially on electric vehicles, the country buying the most Teslas for the last X number of years have been Norway. And that’s based on no taxes on, on, uh, on, on the Tesla. It doesn’t matter what model.

Greg White (11:12):

Yeah. And I think there’s a couple of great call-outs there one your country has the population of some of the smaller States in the U S right. I think your population is about the same. It’s about 4.4 million. Is that right? Is it okay? Okay, so that, so that makes you about the size of, and not, not that makes you about the size of Alabama in the States in terms of population. So you’re right. That creates a lot of efficiency. I mean, I’ve stayed in Oslow, I’ve stayed near the state house and the palace, and it’s all very, very proximate there. If you want to go talk to someone in government, you could literally knock on a door and do that. Yeah, you can. Right. And I think I, and as you stated, I think it’s interesting, as you can imagine, like, so many of us I’m watching, watching all of the sort of Vikings shows on that’s why I have the beard on Netflix. Right. Well, and I attempted it. I did attempt it that’s as good as I got right there, But, you know, you can see that in the history of the Danes and the Norwegians, particularly that they were seeking places to be able to plant and grow more than more than any thing else. Really. So you are in the forefront. I had not really thought about it. That perspective you are in the forefront of nature. And there’s a little bit of irony because a lot of your GDP comes from fossil fuels, right? Comes from oil.

Peter Stangeland (12:39):

We are pumping a lot of oil and a lot of gas out of the Northern sea. And that’s actually, what’s making Norway one of the richest countries in the world. Right. And if you, if you see the irony in that, that we are funding a lot of the other countries in the world, and with oil and gas, we have taken this next leap to be self-sufficient with the wind power or solar power will not be able to, there is a target from the government, not have fossil fuel cars in Norway within some years. And based on that, that’s how we’re funding our democratic socialism. That, that it’s, it’s, it’s an interesting perspective to have.

Greg White (13:22):

Yeah. The only beef I have with Norway is they stopped selling beer at eight, eight o’clock in the stores, in the stores. Yeah. I remember

Peter Stangeland (13:32):

Have a good supply chain upfront, Greg, then

Greg White (13:37):

The store was completely stocked with beer. It was just, uh, it was at eight Oh five on two Homan where I was staying in an Airbnb that I realized I was already too late. So I had to take my box of cereal and my jug of milk back up to my room. And

Peter Stangeland (13:54):

Like when it’s bank holidays in Norway, you can’t even buy anything or alcohol then in the stores either. Yeah. Yeah.

Greg White (14:03):

That’s similar in the States. And of course it’s state by state here, but it’s very similar here. So you have to plan ahead. And I think that probably lends by the way to your ability in terms of logistics, excellent. Is having to plan ahead for things like that. So let’s talk a little bit about, about you and about DB Schenker and, and your sustainability initiatives. So tell us about your team, your, your role relative to sustainability and why you, you know, tell us a little bit about your enthusiasm around that as well.

Peter Stangeland (14:39):

Yeah, sure. As the chief commercial officer for DB Schenker in Norway, my main goal is, or objective of the day is sales and marketing. And we discussed in the management team and back in, uh, 2017 to 18 that we wanted to be make to make a difference, to be a front runner, as you said, within sustainability in the Norwegian market, because we had seen what the government were looking for and we thought we were aiming for the what’s the position we can be take as a front runner within the sustainability in the market, within sales. It’s, it’s a positive thing to have something that the other competition doesn’t have. And then leading the sales team in Norway was, it was, let’s say it’s been a good pleasure for us to have the, the example of sustainability actions and a focus we had from ourselves, our achievements, and not at least the, the election that we were election elected, the European ambassador for the European green capital in Oslo with 2019.

Peter Stangeland (15:52):

Wow. Nothing we paid for. There was a achievement and, and, um, a phone call I got after we introduced the, the electric bikes, as you mentioned, the electric cargo bikes in 2018 and the, the municipality of Oslo, they saw how we were working and our let’s say, and they were, they were involved in our future plans for making the world’s first emission free distribution center in Oslo. And, uh, in 2018, Oslo was the European green capital of Europe elected by the European union. And they had three big ambassadors. And one of them was us. The biggest CO2 player in Norway was elected and the ambassador, which made us very proud. And at least we all were proud. And I was fortunate also to be an ambassador and myself to be a part of different congresses and team members or team meetings. So we could discuss sustainability on the bigger scale with bigger companies and smaller companies. They even started a carpenter carpenter companies in Oslo in 2019, which don’t use any trucks anymore. They only use cargo bikes. So the steps have been, been a huge help

Greg White (17:19):

Carry lumber to your job site on your cargo bike. I’m curious about it,

Peter Stangeland (17:24):

Stack them up high and, or take them on the long. Let’s say you stack them long because you don’t, you’re not building new houses, you’re reading houses or apartments in the city.

Greg White (17:40):

Well, and I mean, Oslow has no shortage of traffic constrictions and that sort of thing. I mean, I’ve, I’ve driven in Oslow right? So I try never to, but I have, and there are so many physical barriers in Oslow mountains and fjords and, and, and shoreline and whatnot. So I could see where you, where companies have have adapted. And, and in fact, you guys have used some quite interesting techniques for building. I mean, they’ve repurposed old containers for buildings in parts of it.

Peter Stangeland (18:16):

Well, the new distribution center in Oslo, the Oslo city hub is built a 40 foot containers, all use sea containers that was put together like the game of Tetris. And it was built and opened in May, 2019. We’ve had press and visits from over 40 50 countries during 2019, even the transport authorities in New York has been there to see what we have done in little Norway, but since we made it, uh, open it in may, uh, in may, uh, 19, we have doubled the size since, because we have now introduced a hundred percent emission free distribution in Oslo as the first capital in the world, DB Schenker is delivering emission free to all customers, all kinds in, in Oslo now in 2021. So we are very proud of that.

Greg White (19:11):

That’s, that’s an incredible accomplishment because that not only goes to the, to the delivery vehicles, but also how you produce and consume power in, in the distribution center. Correct?

Peter Stangeland (19:22):

Yeah. This whole, this whole sustainability part from our side was a management decision, which was bold. We plan to have, we wanted to be a hundred percent emission free in a city by city and take city for city. They experienced first that the electric cargo bikes was the way to start. Because as you mentioned, Greg, traveling in, in bigger cities with congestion, it’s, uh, it’s difficult to have a delivery van. Yeah. Cargo bikes. They can go on the sidewalks and go down all areas where you can park a car. You don’t have to look for parking, you have to pay for parking. You can just drive your bike to the shop or store and or the apartment and deliver the goods there. So after we got, uh, many of these bikes, we also needed some electric mats. So we bought some, uh, Mon TGE mans in 2019, we bought eight of them first in Oslo. And then in 2020, when we doubled it, uh, the Oslo city hub, we doubled the size in, in also made 2020. We also had the orders for the first Volvo electric trucks in, in the world. So we, we received in the fall in 2020, uh, the three first electric, uh, full city distribution trucks from all low. And, uh, it was actually, the ribbons were cut off by our prime minister in Norway, right. And our company is global CEO in service. So that was a great day for us.

Greg White (21:04):

So clearly you, you take a lot of pride in that, because I recall when you posted about that, right, you were giddy frankly, about it. I mean, it was, it was, it was clearly, you were having fun with it really obviously proud for your company, but I think just generally proud about this, these sustainability initiatives. So what I mean, what kind of, I mean, were you brought up this way? I mean, did your parents introduce you to this? Was it kind of the gradual?

Peter Stangeland (21:31):

Oh, I think I was brought up in a car family. My family owned a car dealership. So perhaps I’ve seen too much emissions change.

Greg White (21:44):

You’re rebelling against your roots.

Peter Stangeland (21:48):

I think that the change for me has been that the see that we are in a position that our, our act actually makes a difference. And as a manager in the company, you are able to set a target, a stretch target that can change and help for the future for the, our kids. And, uh, to, to be able to be working for a company that has such a high focus on sustainability and invest in sustainability and to see actually how that makes my girl, baby girl, um, 12 proud to see that the company is actually doing something and it’s noticed in Emedia and it’s the whole, her whole class knows that, uh, what company her father works for because they are working with sustainability and putting environmental focus on, on the agenda.

Greg White (22:45):

That’s outstanding. What a great example for your kids, right. To be able to do that. And I think to see your parents contribute to that has, is of course, encouraging to her, but just such a great example. So much of that is learned at home, right. Or it has to be relearned outside the home. So, um, I’m just impressed by watching you do that, watching you report on that clear clearly it’s, it’s as much about the sustainability aspect of it as it is about promoting DB Schenker. I mean, and I think that’s an important aspect of it because you clearly take a lot of joy in, in what you guys are doing. Um, and DB Schenker. I mean, I think you all are, you’re performing above and beyond the legal requirements, right? This is your initiatives are well above. What’s required by

Peter Stangeland (23:36):

It’s above and beyond there. Uh, especially if for Norway, DB Schenker globally has been using Norway as the front runner and the area for what is possible. And as we are active, then here representing Norway, the municipality in, in, uh, in Oslo have been putting a lot of higher and higher demands on the procurement of pens and paper. And how are these pens and paper delivered to all the municipality office all around the city. And so if you’re doing medical supplies, furniture, how are the, all of these things delivered to our offices? And when the municipality comes in and put in, in a procurement situation, all your goods have to have to be delivered a hundred percent emission free the way to, to reach a higher, let’s say, carbon neutral place for our cities in the future. It has to be a demand and, um, and has to be a demand. And today’s situation is that the challenge is to get enough emission free vehicles, because produced enough all the, on the electric side, all the power, all the investments by the car manufacturers are going to the hour, your car or my car and not on the distribution side, um, bigger goods. So, uh, Volvo and Scania are now doing Amman are doing a lot more now, but they are, they are five, 10 years behind in capacity, not in the solution, but in capacity

Greg White (25:22):

That makes your initiative with the bikes that much more important, right? I mean, obviously you can’t, you can’t haul semi size goods with those things, but being able to, to kind of handle the last mile and work your way back, at least you’re, you’re doing what you can.

Peter Stangeland (25:39):

All we have been doing in Oslo is cities. Eh, hub is the last mile deliveries. And now that we have been able to get more and more electric vans and trucks, we are now taking this to other cities in Norway as well. It’s not also the whole is not finished, but we are at the level we are very proud of and satisfied with, and then we’re taking it to the other cities in Australia. And then

Greg White (26:05):

So obviously the seeking out of sustainability is not perfect. And as you said, it’s not even, we don’t have the capacity to enable everything we want to do today, but you are doing a lot and you have progressed significantly. So share with us a little bit about what other companies can learn and how they, how you’ve created success and, and are continuing to move forward in sustainability. And, and, you know, tell us a little bit about what, what, what you think is required in a company to sort of break through, to enable a sustainability mindset and initiatives. I think

Peter Stangeland (26:44):

The, as I mentioned, Harris earlier to one of the biggest targets is to make a target, which is not a paper target. It’s going to be an actual target that you will want to reach and preach to your staff. You have to be showing them and that we are actually meaning something, what it does it, does it take a new resource? Does it need for you to hire some new people, to put the extra focus on it, to keep it focused on a daily, on a daily basis, do it, but put targets, which is probably not reachable within the first year or two, but you have to have a stretch target that you perhaps might in a year have to move because you moved further ahead because you are developing too fast or faster than you expected because you get your staff on board. If you don’t get your staff on board, then, then it’s going to be tough. And the only way the staff comes on board is that you have to show them by passionate that you really mean it. We’re in it for a long ride and not, not for a PR stunt in the media for two weeks

Greg White (27:53):

Deeds, not words, right? So do you all have sort of a tiger team or a focus team on sustainability?

Peter Stangeland (28:03):

We have a team, uh, sustainability team working, uh, from the team has been developed more in 2020 from the beginning. It was some people doing it next to their normal job, but they did a heck of a job. And, uh, they got the very good result for us in your land team in Norway. But now we have, you need to be putting more structure in it. Now we’re developing two more cities because this, uh, Oslo city health is next door, biggest terminal and headquarters in Oslo. So it was easier to, to let’s say, play with resources, but now we’re going to more and more cities than way we need a structured approach and a structured team that is working on it, dedicated everything.

Greg White (28:55):

So basically you’ve kind of built a franchise model. It seems like you you’ve got this group of people with a playbook, right? You send them out to some of the literally hinterlands of PR. I’m assuming you’re selling

Peter Stangeland (29:09):

The challenge is that when we started, we didn’t know where to go. Yeah. We just had a target. We, we didn’t have a clue clue. Someone will beat me for that, that sentence where, where, and how we were. We were going, we wanted to be the best on sustainability in Norway. We wanted to be the front runner. That was our target. Why or how and how we will get there. We didn’t know, but we managed to get there because we let the team have a bride and Biden scopes and were able to do it. Now we’re going to do more cities. And then the structure, we know what we know what we have done, and now we can build on what we’ve done and take the good, good steaks out and develop that further to a new system. Or perhaps it’s the same. We don’t know, but it’s not too many cities where we get a possibility to have a huge distribution hub. That city center on Schulman.

Greg White (30:11):

Yeah. Oh, it is there. Wow. I think if people knew the sort of remoteness of that, they would understand too Holman used to be a prison. Right. And now it’s quite a posh resort area. Correct. And, and there’s their actual actually some physical barriers, a canal because it’s effectively an Island. I think

Peter Stangeland (30:34):

It’s a, it’s a created Island. And if you remember, you saw some big passenger ships going there. That’s where the hostile city hub is

Greg White (30:45):

Outstanding. Help some of our community out there who hope to develop an initiative. I think you’ve given them some great takeaways here, but what were some of the struggles or the learnings that you guys had that you think would be valuable to share with, with folks who listen to this?

Peter Stangeland (31:04):

The struggles we had was, um, uh, that first struggle was what are we going to do? Do we have the equipment? Do we, how are we going to set up a distribution center in, in, in closer to closer to, to let’s say the recipients of the last mile, because on, when we started with the electric bikes in the distance, they could travel every day, couldn’t be extra or exceeded during the way. And, and, um, I would say the biggest struggle was to, to, to actually set the target and how, how bold do you want to be? That was our, that was the biggest struggle because anyone can say, put a target that, Oh, we didn’t reach the target, but we want to have a ball target that we wanted to reach. We wanted to struggle for it. And, uh, we, we made a home run because everyone was behind it, behind it and supporting it.

Greg White (32:06):

That’s classically Norwegian. Isn’t it to want to struggle for something. I mean, I w I wonder if, well, I mean, truly, I think culture comes, comes significantly into these kinds of initiatives. And I wonder if other companies, they need to have that kind of level of commitment. They need to know that they’re going to struggle. They need to accept that they’re going to have some pain, some missteps, some delays, some disappointments,

Peter Stangeland (32:30):

Right? You said, you said, you said a word. I should have mentioned culture. Yes. It’s a culture of team. You have to create a culture that you’d want to be, you want to be a partner that others look up on. I think while we want to be like them. Yeah. And that’s a culture part. You have to, all companies have a culture, even if there is good or bad or perfect, or developing here and there. But if you want to go on to introduce something, a new way of thinking and new way of working, then you have to change the culture. And if the company is not motivated to change for change their culture, then it’s difficult.

Greg White (33:11):

Yeah. It’s you’re right. And as you said, culture, you either, you either have an intentional culture or you have an accidental culture either way. You have a culture, but cultures that are truly productive, I’ve found are very, very intentional. Like you’ve described. Is there someplace that folks can learn more about what you all are doing? I just feel like the framework that you all have and the initiatives that you all undertake and the method by which you go after, it would be really valuable. Is there a particular site or a playbook or something like that that you all share?

Peter Stangeland (33:46):

Uh, we, we share on our, uh, global websites and the national website for DB Schenker, Norway. And I can also put out, give, send you an, a link, so you can put that in the text here.

Greg White (34:00):

Okay. Outstanding. Yeah, that’d be great. You’ve given us some great takeaways, I think. Is there anything in particular as kind of a last salvo that you would like people to take away from this, or to know that as they tackle these, uh, sustainability initiatives,

Peter Stangeland (34:18):

Stop talking act

Greg White (34:21):

Really? That is brilliant. It seems like you all did that. As you said, you didn’t know exactly what you were going to do. You just knew you wanted to be best and engage the team, empowered the team, built it into the culture and enacted, do something. Even if you do it wrong. Right.

Peter Stangeland (34:44):

Well, we didn’t do the same. They didn’t do the things right. At first time, as you mentioned, also, it has, it has to be an option to fail. If you don’t fail, you don’t learn. And if we don’t learn, we don’t develop. And then if we don’t develop, then we could lock the door and throw away. The key has to be room to fail.

Greg White (35:05):

Outstanding. I want to, I want people, I want to share with my takeaways with folks and that is have a target and decide how bold do you want that target to be, as Peter said, write real physical targets, not paper, not a plan, real physical targets, pick something that you want to do and work towards that, engage and empower your team to be able to tackle those initiatives, build it into the culture and then go do it. What was the last thing that

Peter Stangeland (35:38):

You said? You said not talking those toppings. Yeah.

Greg White (35:43):

Very good. Well, thank you. I appreciate you joining us. Where can folks connect with you as if I don’t know, but they may not.

Peter Stangeland (35:51):

You could find my profile on LinkedIn then push connect or link.

Greg White (35:58):

I think it’s a great idea. First of all, it’s uplifting what you post around that. It’s great to know that you are, I would argue possibly in the forefront of the world, certainly in the forefront of Europe, in terms of doing things and promoting and continuing to push forward in creating sustainability initiatives far above what is required. And I think that is incredibly commend commendable as well. Thank you for joining us, Peter. I really, really appreciate it.

Peter Stangeland (36:29):

Thanks Greg, for having me.