Dave Oldreive: Yes. Thanks, Manav for the question. We do have a very strong refining network here in Suncor with refineries in just great locations to make money in this business. If you look at the third and the fourth quarter, I mean, it was — as Kris mentioned, July, even with the impact of the cyber attack, our refining business ran over 100% of capacity. And we expect largely to run close to capacity through the balance of the year. We have two small turnarounds planned, small hydrocracker turnaround in our Edmonton facility and a reformer turnaround in Montreal. Both of those have solid plans in place. We expect to deliver those on time and on schedule and on budget. And with that, I would see strong performance for the refining business for the balance of the year.
Rich Kruger: Dave, can you comment a little bit to as you look at things — as you look at, okay, so what can we do better? And we’ve talked about turnarounds, if you want to comment on that. But I think you’ve said we’ve got a good network, good locations. A big part of it is where we are. So now, what are we going to do to make it even better?
Dave Oldreive: Yes. Thanks, Rich. Look, we have a strong refining business. We do have opportunities to be more focused in that business to leverage stronger work processes, stronger adherence standards and to really drive operational excellence across that business. If you look at our Commerce City refinery, we had our event back in December, which we took most of the first quarter to recover from, but we did deliver and back up online. We had turnarounds that went longer than we’d like in Commerce City. But we know how to fix that. We’ve got new leadership in place. I’m committed to help fix that refinery to get that business really focused on excellence. So, that’s an opportunity for us. But what I really like about our refining business is the ability to take our molecules and fully integrate them from our upstream assets through our refineries, particularly Edmonton refinery, where we have some really unique optimization, integration opportunities, but all the way through to our company-owned retail sites at the pump that molecule is integrated, all the value is kept within Suncor and not lost to others in that value chain.
That’s a real competitive advantage for us.
Rich Kruger: And I think just to add on to that, we talked about, in particularly, we focused on refining, but I want to just reiterate that retail. We talked last quarter, announced just before the quarter, the Canadian Tire deal, for example. I think things like that where we can further benefit from our ability to confidently provide volumes strengthen the brand, try to ratchet up on the value per leader, value per barrel, whatever, it’s those synergies that I think also, as I’ve talked to Dave and he’s new in it, I can see him right now, you guys can’t see him, but he’s kind of salivating down there at the end of the table on what we see as continued opportunities.
Dave Oldreive: Absolutely. Our retail business is solid and where we invest, we get really good results, really good business, great to see it integrated company-owned and ability to continue to capture that short for the long term for our business. So, really excited to continue to optimize that part of our business.
Manav Gupta: We completely agree, you have one of the best integrated downstream models out there. My quick follow-up question here is you have taken ownership of the Syncrude, you have announced some good measures over there. The cash cost Fort Hills came down meaningfully quarter-over-quarter. Syncrude was still a little on the higher side. Is there a plan to make the Syncrude cash cost even more competitive from where we are right now? And I’ll turn it over after that.
Rich Kruger: Peter, do you want to comment on the segment’s cash cost in the — in particular, per barrel basis…
