And we’re on track, we’re actually ahead of plan on all those metrics. We have these goals for water, waste and carbon elimination. The biggest challenge we face now in my mind is climate. So what I always think to myself is, what problem are we solving with any investment? You know, things are often great financial ideas, and if I can’t figure out what problem we’re solving, I’m not usually very excited. What gets you excited, about the company, about your role, about the future? You can keep who you are and what you’re all about, but do it in a different way and be willing to take risks and experiment for new generations. I think that the secret of being around for 125 years is not being so wedded to the past that you can’t change. And so every generation of the company has tried to evolve from its roots, you know, keep the intent of making the world a better place, doing well by doing good, being a positive contributor to society. And so he invested in broadcast … and we’re lucky that he did, because if we were solely a newspaper business now, the economics of newspapers have gotten so challenging, we wouldn’t be where we are. Governor Cox was a newspaper man through and through … but his son believed that people wouldn’t be reading newspapers forever. And the reason we have (survived) is because we’ve always changed. About 3% of businesses survive into the fourth generation, for a variety of reasons. Their children don’t want to do what their parents did. … Most of them don’t make it to the second generation. So the company is a fourth-generation private family business, which is an unusual thing. On valuing tradition while being committed to innovation … Having us up here to go see the old farm where he was born, go meet with the original business, you and the other folks that are keeping the journalism flame alive, is an important thing to revisit your roots and understand where it all began.
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