Peter Donkersloot:

My role as CFO today is balancing between the short-term right now, which is the fuel situation after the Iranian conflict, a spike in the fuel, and how to balance that short-term issue with the long-term priorities of the company and making sure that we come out of this situation on top. Stronger than we entered is a top priority for us as well. Our relationship with the bank right now has to be much more than a transactional relationship, and I think J.P. Morgan excels in that. What happened in Iran, J.P. Morgan was very quick into giving us webinars, giving us teams meetings with the commodities team, trying to understand what is the view of what's going to happen. And that's very good for us because even though we're a large consumer of oil, we don't have a team of people tracking what's going on. One of my initial concerns was we're a big company for Panama, but then when we go to J.P. Morgan, due to the scale of J.P. Morgan, we're going to be a very small client for J.P. Morgan. But, we don't feel that way. I pick up the phone and I get two, three, four people that are willing to talk to me, are willing to connect me to the experts within J.P. Morgan. It's very easy to navigate through that. It makes my life and my job easier and my time better used.

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