Bob Blue: Yeah, we’re not giving that guidance, Nick. The language we continue to use is that we’re very specific on what we’re attempting to achieve for credit, and we’re also very specific on what we’re attempting to achieve with regard to evaluating efficient sources of capital, seeking to minimize any amount of external financing need. When we have our investor meeting, we will provide a full outlook on what our financing plan is and so, we’re just not in a position to give that guidance because the review is not complete yet.
Nick Campanella: Understood. And then, Steve, I think in your remarks, you said, the capital budget will be significantly higher than any in your history and I went back to your slides. I think you had like a $37 billion capital plan before you announced this strategic review. So, should we take your comment to say that you should be higher than that number, or is that even net of LDC sales and the offshore wind fell down? How should we think about that?
Steven Ridge: Yeah, Nick, let me provide a little guidance on that. So, from 2018 through 2022, our company had a capital budget on average of about $6 billion per year. When we last provided our long-term growth guidance which was the fourth quarter of 2021, net gas distribution so taking gas distribution capital out and you can go back and look at our Q4 2021 earnings debt for this, we averaged in ’23, ’24 and ’25 at the time about $9 billion of capital investment each year over ’23, ’24, ’25. We haven’t at this time given any update to that, but we’ve talked a lot about some of the drivers potentially increase those numbers. Another anecdotal piece of information is that year-to-date through 2023, our CapEx has been $7.2 billion, a year ago through nine thirty, it was $5.2 billion and for the full year 2022, it was $7.6 billion.
So you can see even in the result year-to-date how significantly increased our capital budget is an it I want to be clear about what’s driving that. What’s driving that is demand growth, policy directives and reliability investment many of which are already underway under writer programs at DEV as well as growth at our South Carolina utility. So more to come on that Nick, but we have a very strong demand growth driving on a very robust amount of capital investment in a regulated businesses.
Nick Campanella: Hey I appreciate that, thank you.
Operator: And our next question comes from Steve Fleishman with Wolfe Research.
Steve Fleishman: Yeah hey, good morning, thanks. So first just to repeat Shar’s question a little bit the offshore wind cell and Bob I think you said your objective is to find a partner that will have pro-rata risk sharing and do you — if you get the print that the people looking at it willing to do that?
Bob Blue: Yes Steve, we’re going to look at total picture on any deal. So I’m not going to tell you what any specific pieces of it may be while we sit here today. We’re going to judge any deal against the commitment and priorities that we set out at the beginning of the process to help improve our credit metrics because it to solidify our credit profile, does it enhance shareholder value, does it reduce the company’s concentration in this one project, is it consistent with our goal of reliable performance? Those are things we’re going to look at and again our objective is to get a true equity partner with pro-rata sharing a project cost. I can’t tell you today what the specific pieces of any deal maybe because it’s not done yet. That’s what we’re after.
Steve Fleishman: Okay. And just another question on the offshore wind the 92% fixed cost that’s great and you’ve made a lot of progress. I think one of the things if you look at issues with big projects over time is the suppliers end up having issues and can’t meet the obligation they came to either financially or they’re just delayed or whatever. So could you just talk to that issue since that’s often been an issue with big projects that have been problems to suppliers end up not coming through?
