Lucas Pipes: Very helpful. Thank you. And — just one more follow-up on the labor front. How do you go about recruitment? Do you mostly recruit in state? Or do you go out of state? Curious how you kind of what the strategy is to get the people in there. I know it’s an industry-wide problem which is why I want to dig a little deeper to understand how you might have come in.
Jimmy Brock: We relied pretty heavily on our job fairs that we have and we try to get those somewhat locally close to where the mine is because I mean you have to have employees that’s not going to travel too far to work or you just can’t keep them. They’ll go someplace else. But one of the things that we’ve done pretty successful is use some of our managers that we have there that knows a lot of these employees. We try to use the internal mechanisms that we have as well as the job fairs and continue to pay very attractive wages, very attractive benefits. And one of the things that we have seen some success in lately is the job fairs that we’ve had done. And I think as things tighten up a little bit here we’ll see the labor market open up a little more than it has been in the past.
Lucas Pipes: Okay. Thank you, Jimmy. Last question for me I promise. You’ve always been very discipline when it comes to ranking your capital allocation priorities. You scrapped the dividend because you saw more bang for the buck on the buyback. You obviously were very diligent on paying down debt when you saw the best risk-adjusted returns there. And so I wondered if you could kind of provide an update today on how you prioritize what’s the best bang for the buck and then maybe if you could go down the list would really appreciate that hierarchy? Thank you.
Jimmy Brock: Yes, and thanks for the question. That is something that we are very diligent on. We have normal capital allocation reviews on where we are. We always try to return every dollar of capital to the highest rate of return. And it was critically important for us. It was always a priority to pay that debt down. And we had that targeted growth $200 million of gross debt. We achieved that kept increasing our capital allocation for share buybacks. And as I said in the prepared remarks when I look at it today the highest rate of return continues to be buying back shares. So I don’t think we’ll change our strategy on that. In fact as we’ve paid down our debt and got to these levels we committed to 75% of our free cash flow going towards share repurchases.
However, we may have opportunities to take that number up. It just depends on where we are at the quarter when we have those capital reviews. For an example, we paid the $24 million down on our second lien note it would have created an opportunity maybe for us to buy back shares. So we certainly, would take a look at that as we generate free cash flow on what we do with it.
Mitesh Thakkar: And Lucas, having the contracted base that we have gives us a unique benefit, that it gives us a lot of revenue visibility. And essentially, when you’re buying back your stock you’re buying an asset and you know what the cash flows look like, based on your contracted position. So I think, on a risk-adjusted basis, it makes a lot of sense for us compared to other opportunities, which might have inherent risks in them.
Lucas Pipes: That’s good to hear. Really appreciate all the color and detail, again best of luck.
Jimmy Brock: Thanks, Lucas. Sounds good. [ph]
Operator: This concludes our question-and-answer session. I would like to turn the conference back over to Nathan Tucker, for any closing remarks.
Nathan Tucker: Thank you, everyone for your time today, and we look forward to speaking with you on our next earnings call.
Operator: The conference has now concluded. Thank you for attending today’s presentation. You may now disconnect.
