Well, if Peter wants to move a Komatsu 980 or Cat 797, and he wants to move them from one to another, he’s got to ask people. Well, Peter doesn’t like to ask people. Peter just likes to do it and get on with it and save money. So, there’s opportunities there, but I’m being a little tongue in cheek, but they all come down to value. Aligned partnerships can be highly, highly successful. I think the interconnect pipeline at Syncrude is a real good example of that. It was a long time of coming. There was some badass that used to be at Imperial that made that problematic. Well, he retired and got it done. And so the opportunity when both sides can benefit, which is what we’re about, creating partnerships that value and again, 100% ownership, operatorship is ideal, but we’re not always there.
And if we get there a move there, it’s because both parties will see value in such a deal.
Kalei Akamine: That’s very helpful, Rich. I appreciate that. My second question is on the breakeven that you touched on earlier. Just wondering if you can quantify where that is today, following those cost reductions and where you think it could go organically. And do you think that level would be low enough, or would you consider supporting it with additional downstream? And I’m thinking back to last November when you guys decided to keep the retail segment because it helped bolster your cash margins.
Rich Kruger: Yes. I’m a bit of a numbers guy. So I was playing around with numbers last night, and texted an email and back and forth. And I got to tell you, on the calculation of breakeven I was $0.50 off from what Troy’s experts in IR came up with. And I would say we’re kind of — and you guys put out a lot of stuff depending on what you put in or what period look at whether it’s dividends or sustaining level, we’re kind of in that $50 a barrel range, plus or minus a little bit. And is it — what you said is that — I always like it to be lower because I like the resiliency that provides and I like the incremental or supplemental free cash flow and the options that go with that. So, that will continue to be a big focus area for us as we get to be a simpler, more focused organization as we prioritize operational improvements, whether they’re turnarounds, mine fleet, whatever they happen to be to strengthen the Company and give us more and more optionality on it.
Repeat the second — the tail end of your question a little bit. So, you got me going on breakeven because it’s very much the way I look at things. And the — the second part of your question, Troy is scratching a little note for me — sure I get it, Downstream. Yes, Downstream. The benefit of being an integrated company like ours is the natural hedge that goes with it. So, if the downstream growth, whether that’s in retail, whether that’s in partnerships in retail, whether that’s looking at the pots and pans we have at our four facilities, could be midstream assets, to me, all of those are on the table to look at how we further strengthen, increase our resiliency, increase our cash flow. I don’t have a corresponding list right now to say, here’s what those things would be.
But I’m looking to my left at a fellow named Dave, and it won’t be too long before I say, Dave, let’s talk about your list because I think that’s really part of the benefit of kind of our identity, who we are with the level of physical integration and the synergies that go with that.
Kalei Akamine: I appreciate that. And just to be clear, the $50 that you mentioned, that’s a WTI number? And what’s the WTI…
