And as you know, any downtime at something like Horizon is very costly. So they, they looked at it, they did that work during the turnaround very, very effectively. So, to me, the key in the oil sands is reliability. If you can produce reliability every day, you can make very good returns. Obviously if you miss something either through your PM program or your integrity program, it can be very costly in terms of unplanned downtime. So, I look at it, it’s setting us up well for that two-year run by them doing thorough reviews of our piping, of our equipment to make sure it can run reliably.
Dennis Fong: Great. Great, thanks. I appreciate you answering those questions. I’ll turn it back.
Tim McKay: Thank you.
Operator: Thank you. The next question comes from Menno Hulshof at TD Securities. Please go ahead.
Menno Hulshof: Thanks. And good morning, everyone. I will start with a question on the acceleration of the timeline for ramp up of new thermal capacity. You talked about strong execution, but was there anything that really stood out as driving that better than expected outcome? And I guess I’m asking that in the context of what still looks to be a fairly challenging operating environment.
Tim McKay: Yes, all the way along which is – it’s a very good question because really we’ve always said that the key to delivering good cost control is having very tight execution plan and then sticking to the plan. And so, the one thing with thermal is it’s very condensed. So, we have – it’s in all proximal areas and it’s very much the same pad adds, by having a very structured pad add design, you can do it cost effectively. So what we’re seeing is off the first pad, it took more time. And then as we keep doing these pad adds the teams are learning on ways to do the construction better and more cost effectively and timely. So, it’s just by doing things one after another, you can continually improve. And that’s kind of been our mantra all the way along, is that by keeping things simple, keeping them effective, you can continuously improve those operations.
Menno Hulshof: Terrific. And then moving on to natural gas drilling activity, I was just looking at the numbers year-on-year, it looks like you’re effectively tracking right in line with last year in terms of net wells drilled. What does the rest of the year look like in terms of planned activity? I know you typically address this in the presentation, but I don’t see the update on the site yet, so I’m going to ask that question. And then how many rigs are currently active relative to the beginning of the year, to the extent that you can comment on that?
Tim McKay: Sure. Well, today we have eight rigs. If you go back Q1, I said we’d probably be in the nine to ten rigs. So we’re a little less today, but that to me, that’s just a timing issue per se. But my feeling is and we’ve reduced the natural gas count, I see us continuing with that and to me the costs on the natural gas side for drilling, completions, the fracking, we’re, in my mind pressured here in the first quarter, and then to that other side pricing has come off. So I think, those will have opportunities maybe later in the year and we’ll see what how it looks here as we go into the – more in towards fourth quarter. But I don’t feel any pressure to accelerate natural gas volumes in the market here today.
Menno Hulshof: Thanks, Tim. I’ll turn it back.
Tim McKay: Thank you.
Operator: Thank you. Next question comes from Neil Mehta at Goldman Sachs. Please go ahead.
Neil Mehta: Yes, good morning, Tim and team. Just two quick questions here. First on managing inflationary forces, you can talk about where you are seeing areas of pressure and areas of relief, and then put that in the context of the $200 million budget bump this year. Which you talked a little bit in the prepared remarks about.
