Darren Woods: Yes, sure. And thanks for the questions. That’s something that frankly the organization has spent decades kind of working. I’ll start by just — I bucket it in three distinct buckets. First, it starts with the design and build out of the project itself. And so, having a projects organization with the capability that we’ve built and strengthened here over the last several years, we end up with facilities that have the right design and are built the right way so that we’ve got a really good platform to optimize and a good opportunity to squeeze to find opportunities to maximize and optimize the production coming out of the facilities without compromising any of the design specifications, staying well within safe operating envelopes.
And we’ve done that over the years in a lot of our facilities. And I think this project organization even extends that capability with the skills that they bring to the project development and the build out. And then I’d say the second bucket is our operations organization and the focus that they put on maximizing utilization and production. And I think the mindset in the company is, once you’ve got steel on the ground, you’ve got this capital. The operations job is to run it reliably, run it safely, run it in an environmentally responsible way, but at the same time maximize the value of that steel in the ground and they’ve done a tremendous job of that. And it’s not one big thing. It’s a lot of little things that that organization stays focused on and pushes.
And again, we’ve seen that not only in Guyana, but really all the capital projects that we’ve been bringing on the organization done a great job of making sure that we’re maximizing the value of the capital that we’ve invested. And then the third bucket I would say is our technology organization. And again, we’ve taken the step to consolidate all of our technology organizations and move from what was a business oriented construct to a capabilities construct. And so, we’ve got our best people brought together working on our biggest opportunities. It’s really driving innovation and creativity. And this close partnership that technology now has with the business and the shared commitment to drive value leads to more technology getting out in the field and assisting the operations group and squeezing.
So I’d say all those are coming together. My expectation is, as I mentioned in my prepared remarks that, we’re going to see the first two FPSOs get above 400,000 barrels a day as we continue to optimize and we’ll do that in a very safe and environmentally responsible way. My expectation is when the third boat comes on with [indiscernible], we’ll see similar levels of improvement there. And frankly, the expectation that we have for ourselves is that, as we build — go forward and continue to build these projects, we’ll continue to find the same kind of benefits and optimization opportunities with the projects and it comes back to this inherent capability that we built into our businesses.
Stephen Richardson: Thanks so much.
Darren Woods: You bet.
Operator: We’ll go next to Ryan Todd with Piper Sandler.
Kathy Mikells: Good morning, Ryan.
Ryan Todd: Good morning. A question maybe on — back on the upstream. I mean, even given the pricing environment, upstream performance that we’ve seen for the quarter, not just for you, but for the other peers that reported this week, have been a little weaker than expected with much of that seemingly driven by the global gas environment. Can you talk about drivers or headwinds that you maybe saw during the quarter on pricing relative to headline markers, maybe headwinds in trading or any other potential drivers there and how those might evolve over the remainder of this year?
