Mark Bristow: You are definitely, so that is correct. The situation here is, at this stage, what we can say was certainly is certainty as we will break the 800,000 ounces. The answers we don’t make in next year, we will roll forward into the other years. So that is correct. But what we wanted to point out that despite the slower ramp up, our job is to get this mine complete and running. We will still beat the design, the long-term design production. And could it be significantly above 800,000 ounces? Yes. Would it be 1 million? No. So it is somewhere between the two. And we will tidy that up, Tanya with you when we speak to you in early February when we give the full guidance at that time. But we just felt that this is one that you need to be aware of.
Tanya Jakusconek: I just wanted to make sure that when you provide guidance for the next year in February, I don’t have this 1 million ounce production profile that?
Mark Bristow: Yes. That is why we have given you that guidance.
Tanya Jakusconek: And should I be thinking because of the revisions to the production profile for 2023 on lower production and higher costs and then sort of this push out of Pueblo Viejo. Should I be thinking that the capital returns should just mainly focus on dividends for the remaining part of this year and into next year versus share buybacks even though your stock is relatively cheap? Should I be thinking that way?
Mark Bristow: No. I don’t think you should be thinking anything like that. Right now, we have got a dividend policy, and that is, as soon as we get cash or net cash in the balance sheet at the end of the quarter, we will pay an the dividend and it is very clear, our guidance. And, Tanya, we have been very loyal to that strategy unlike any of our peers. At the same time, we can change that because if we buy back stock, then it’ll push the net cash position below zero and we won’t pay the dividend. So we can do both. We can do one or the other. We can do both. It is exactly but we need to get some, we need to keep a strong balance sheet because right now, as I pointed out, we are independent of the market. And I have been there before in these stages and it is not in our interest to stress our balance sheet when as you heard from Graham, we have got some significant capital ahead of us and that capital delivers real returns.
And so that is our focus. As we have always been our whole career. We worry about creating value from mining. World class ore bodies and not trying to buy our stock by paying more and more dividends on the back of increasing debt.
Tanya Jakusconek: So priority of dividend over share buyback is what I have taken from this?
Mark Bristow: No, it is not. It is either ore.
Tanya Jakusconek: And then my final question, if I could. I just wanted to come back to the health and safety. I’m just trying to understand, Mark, what’s going on with health and safety with these fatalities. We talked a little bit about it on another conference call last year. We had quite a number of fatalities and then another two. Can you just review with us, is it that procedures aren’t being followed, your procedures need to be updated? What exactly is occurring? I’m just trying to wrap my head around all of, what I’m seeing.
Mark Bristow: So the one fatality still hasn’t really been classified, the one in the United States. So that still needs a bit of work before we can talk in too much detail. But the fundamental aspect of this is operational excellence, Tanya. And when you get and it is the requirement to get people to concentrate, and to be properly qualified to do the job and be aware of what they need to do before they embark on any work. And when you go through these stages, you have got to spend a lot of more time in making sure that we are training our people correctly and that they are able to deal with the challenges of work underground and work in a heavy industrial environment or heavy industry environment. Like all accidents, there is some neglect in it, either not really doing a proper risk analysis before starting the work or that you overlook procedures and standards.
And the question, and it is easy for us to blame that. But it is, there is more to it than this when you manage health and safety. And just like you see our environmental strategy starting to work. It takes time in a big organization to really make sure that every person who comes in the gate and every person who works in this walks into a specific environment within that heavy industry is qualified to be there and is capable of working safely. And that is our big focus right now.
Tanya Jakusconek: Okay. So you have tightened your procedures, I’m assuming, in terms of 1Q…
Mark Bristow: Not tightened our procedures. We have introduced training schools, proper training minds in Nevada because a lot of, in America, you don’t have this philosophy of a technical qualification, so we are doing it ourselves. We have partnered with the technical training institutions, both in Northern and Southern Nevada. And in Africa, we have revisited that induction and making sure that our technicians like electricians are current, are kept current through our training programs.
Operator: The next question comes from Mike Parkin with National Bank.
Mike Parkin: Just a little bit of looking for some additional color in 2024 for PV. With respect to downturns, will there be kind of major downturns to get the conveyor fixed and up and running, get the new gearboxes and drive shafts replaced with the more robust units on the leach tanks. Would that all happen in Q1? Or I would imagine it is likely a bit of a back half weighted year for the asset. Just any kind of additional color you could provide would be fantastic.
Mark Bristow: So we can manage the downtimes in our current profile and all the leach tanks in the retrofits or the refitting of the new assemblages will happen before the end of the year. And then by that stage, we should be properly ramped up as far as process, flow sheet, that sort of thing. And then we have got a lower throughput in the first quarter, because we have engineered and interim solution, which gets us 70% to 75% of the way to our full design throughput. And that is independent of the current conveyor infrastructure. So to fix that and erect the new extension will not be impacted and certainly won’t impact the operation. And then we will switch over to the newly installed, conveyor, once it is all done and dismantle the temporary conveyor system that we have put in its place.
So that is why we are confident that we will crack the 800,000 ounces next year. And if we get it done earlier and we get the ramp up more efficient earlier it all helps to the point that Tanya was talking about, so we get more, not less, above the 800,000 ounce forecast.
