Hecla Mining Company

If you'd like to ask a question during this time, simply press star followed by the number one on your telephone keypad. Thank you. I would now like to turn the call over to Anvita Patil. Please go ahead.

Good morning, Adam, and thank you all for joining us for HECLR's third quarter 2024 results conference call. I'm Anvita Patil, Vice President of Investor Relations and Treasurer. Our earnings release that was issued yesterday along with today's presentation are available on our website. On the call is Cassie Boggs, Interim President and Chief Executive Officer, Rob Krishnarov, Incoming President and Chief Executive Officer, Russell Lawler, Senior Vice President and Chief Financial Officer, Carlos Aguar, Senior Vice President and Chief Operations Officer, and Kurt Allen, Vice President of Exploration. At the conclusion of our prepared remarks, we will be all available to answer questions. Any forward-looking statements made today by the management team come under the Private Securities Dedication Reform Act and involve risks as shown on slide two in our earnings release and in our 10-K and 10-Q filings with the SEC. These and other risks could cause results to differ from those projected in the forward-looking statement. Any non-GAAP measures cited in this call and related slides are reconciled in the slides or the news release. I want to remind you, if you would like to have a call with management, You can do so by using the link under the section Virtual Investor Event in our earnings release I positioned yesterday. I will now pass the call to Cassie.

Thanks, Anveta. Good morning, everyone. I want to express both my excitement and gratitude that Rob has agreed to join us as the next president and CEO of HECLA. I've known Rob for 19 years, and based both on my experience in working with him and his proven track record of success, The board is confident he is the right person to lead HECLA, not only at this junction, but well into the future. Rob is a seasoned and successful geologist, having worked in the mining industry for three decades. He has broad experience across various geographies and operations. But more importantly, he is a leader who provides vision and fosters collaboration and teamwork by bringing diverse groups together. And that's what HECLA needs. So with these opening remarks, I'll pass the call to Rob both to introduce himself and to give some perspective on why he decided to join Heckler.

Well, thank you, Cassie. As Cassie noted, she and I have known each other for 19 years, and I really cannot think of a better leader to have led Heckler over the past six months. And really, that's one of the primary reasons I've chosen to join this team. As this opportunity presented itself, I evaluated Heckler and confirmed my understanding of the company. The independence, strong governance and complementary skills of the board were reassuring. And as you know, Heckler has a long and rich history of being a leader in the silver mining space with silver assets that are among the best in the industry when considering all the attributes. Additionally, I'm joining a well-seasoned and talented team. And in fact, let me be the first to congratulate Carlos as Heckler's new chief operating officer. Let's turn to slide three and I'll talk a bit more about why I chose to join Heckler. The value of a mining company rests on two key pillars, the quality of the team and the strength of its assets. Heckler is fortunate to have both. Our team is talented and dedicated and our assets are world-class with reserve lives exceeding a decade in every mine and nearly two decades at Lucky Friday. These silver mines are among the highest grade in the industry, really setting us apart from our peers. Equally important is Heckler's culture of innovation. So, for example, we pioneered and implemented the underhand closed bench mining method at Lucky Friday. And in fact, I'm excited to visit there tomorrow to meet the people who pioneered this mining method and to see it in action. We also boosted throughput and recoveries at Greens Creek and integrated generative AI into our drilling programs. And so this culture extends to our commitment to ESG practices, which is crucial for maintaining our social license to operate. A standard example is Keno Hill, where a year ago we prioritised the safety of our employees, contractors and the environment over production. We remain committed to responsible operations and valuing input and collaboration from the Yukon Government and the First Nation of Nacho Nyaktan. With strong exploration success, we're invested in the long-term future of this operation and in fact the entire district. Building on our foundation of stakeholder engagement and continuous improvement, in safety and environmental practices. Lastly, one of our most exciting attributes is our exploration potential. Beyond our active mines, projects like MIDAS and Aurora in Nevada and Libya exploration in Montana, they could create lasting value for our shareholders. With that, I'll hand the call over to Russell.

Thank you, Rob. I'll start on slide five. We previously provided our priorities for capital allocation during the year. And similar to the second quarter, we've made progress on these priorities during the third quarter. Carlos will speak more on our investment in Keno Hill during the quarter, but I want to highlight that we've invested approximately $40 million in capital at the mine during the year, with more than $14 million in the third quarter, while producing almost 600,000 ounces of silver this quarter, bringing the total to over 2.1 million ounces, which puts us on track to meet our guidance this year. As we saw an opportunistic market environment, we issued equity under our ATM program to pay down our revolver. At quarter end, we had $13 million drawn on the revolver and $22 million in cash on hand, giving us a net positive cash balance of $9 million. With the deleveraging from our revolver and an improvement in our adjusted EBITDA, we've also seen our net leverage ratio improve to 1.8 times compared to 2.3 times in the prior quarter. Moving to slide six, as you can see, we generated strong cash flows from our operations during the quarter, And consistent with our strategic priorities, we invested in our assets with a total capital investment of almost $55 million, split almost half between growth and sustaining capital. Slide 6 shows that we raised $57.3 million under the ATM and paid down $49 million on the revolver, further demonstrating our due leveraging. The last point on this slide is our SilverLink dividend. With our realized price of silver last quarter at $29.77, cash used to pair dividend with $8.7 million, which includes the additional one penny per share owing to the price of silver. As we move to slide seven, I'd like to highlight the exposure HECLA gives to investors to silver. As 44% of our revenue is derived from silver, and as we see increases in the silver price, it continues to contribute a greater share of our revenues. Another interesting development in the quarter is is what is likely the first time in decades we also generated a small amount of revenue from copper. Due to continuing monitoring and responding to changing market conditions, we've been able to transition the copper contained in Greens Creek's high-grade silver concentrate to now being a payable metal. This has similar results seen in continual development of zinc payability in this product over the years and further adds to the diversity and value of this product. Not only is it desirable as smelter feed for its precious metal content, but also provides benefits in terms of base metal content from zinc, lead, and now copper. Current proceeds from copper aren't projected to be significant, but we continue to explore opportunities to increase its impact. We continue to see strong margins at our Green's Creek and Lucky Friday mines, where during the third quarter, our consolidated all-in sustained cost per ounce compared to the realized price of silver provided a margin of 48%. This is slightly less than the previous quarter, primarily driven by a higher ASIC, which was due primarily to lower production. And as I noted previously, during the quarter, we were able to reduce our net leverage ratio to 1.8 times and do leverage significantly from the revolver. This was primarily driven by a $41 million increase in our adjusted EBITDA, ATM proceeds, and receiving the remaining insurance funds from the Lucky Friday claim. With that, I'll pass it all to Carlos.

Thank you, Russell. I will start on the slide nine. Green screen, flagship mine. Green screen produced 1.9 million ounces of silver. Throughput of 2,314 tons per day was lowered due to five days of unplanned, sad new maintenance, where we had a failure of the variable frequency drive. The team's quick response helped address the issue, and we brought forward a portion of the scheduled maintenance for the fourth quarter during the downtime. In all, we had seven days of unplanned downtime, five of which were in the third quarter. Silver grades were lower in the quarter, but are expected to increase in the fourth quarter. Despite lower production in the quarter, revenues were higher compared to the second quarter at $117 million as we drew down on the prior quarter silver and zinc concentrate inventory deal. While production costs at Greens Creek remain stable, cash costs and all-in sustaining costs per silver ounce increased to 0.93 and 7.04 respectively, due to lower silver and byproduct production. This quarter, as Russell previously mentioned, we added copper as a payable metal in our silver concentrates. A small win, which will add better economics in the long reserve mine life of this operation. Strong metal prices and higher sales, coupled with stable costs, resulted in a strong free cash flow generation of 47 million and year today the mine has already generated more than 100 million in free cash flows primarily because of the implant milk shutdown of seven days we are lowering our production guidance slightly to 8.6 to 9 million ounces guidance for cash costs, and all in-sustaining costs per silver ounce. It's also revised lower as high prices for zinc and gold are expected to more than offset lower metal production. While the unplanned sack mill maintenance has impacted our production slightly this year, I am very proud of our team for handling their repair expeditiously. Green's Creek is the premier silver mine our flagship operation and positioning for a strong finish to the year. Lucky Friday, innovation driven growth. Lucky Friday produced 1.2 million ounces of silver with 3.6 million ounces produced over the nine months of the year. Our production over the first nine months was the highest over the past 23 years. Production was lowered quarter over quarter due to lower mill throughput and lower grades. While the mill throughput was 3% lower over the last quarter, it was the second highest throughput in the mine history after a record last quarter. Lower mill throughput primarily stemmed from the installation of new cyclones, which should help us consistently achieve a higher throughput. cash costs and all in-sustaining cost per silver ounce were 9.98 and 19.40, respectively, and trended higher due to higher maintenance costs for parts and mobile equipment and higher use of contractors in the quarter. We expect contractor costs to trend lower in the fourth quarter as we expect to achieve the forecast headcount. Costs here today have also impacted due to repairs and infrastructure upgrades this year after the fire last year in the secondary escapeway. Capital investments in the quarter totaled $11.2 million and included significant development in pre-production drilling, a key recoup primer for the UCB mining method. The mine generated free cash flow of $23.2 million in the third quarter. with 69 million generated due today. We completed the 50 million Lucky Friday insurance claim, collecting the remaining 14.8 million during the quarter. We are revising our production and cost guidance for Lucky Friday to reflect the strong but lower than expected production and higher cost in the third quarter. Our revised production guidance is 4.7 to 5 million ounces, with all in-sustaining costs now expected to be in $14.50 to $15 per ounce of silver range. Our capital guidance for the mine is affirmed at $45 to $50 million, with $37 million invested here today. Lucky Friday is our second cornerstone asset. And while the quarter was impacted by lower throughput and grades, we expect improved grades and mill throughput in the fourth quarter. Our investments in the mine over the past three years, including the UCB mining method, the service hoist to increase our hoisting capacity, and the core source bunker to decouple the mill from the mine, have established a foundation for this mine to be a 5 million ounce producer over the next decade. Casa Berardi, Executing a Surface Transition Plan. On slide 11, Casa Berardi produced 21,000 ounces in the third quarter at cash costs of $1,754 per ounce and all in sustaining costs of $2,059, both higher than the guidance range, primarily due to the lower production than planned, reflecting lower mill grades. Production costs at Casa Verde have remained stable as the team remains focused on cost containment. The team has continued a detailed stop-by-stop analysis to review further extension of the waste mine underground stops. Given the current strain in gold prices, we expect the underground operations to cease in mid-2025. We are reiterating the production, cost, and capital guidance of the mine, but our work at Casa Berardi is not done. We have made significant progress in transitioning the mine to a surface-only operation, where we moved 62% more surface ore and waste tons during the first nine months of this year compared to last year. Currently, approximately 70% of the mill feed comes from the 160 pit, In the second half of 2025, we expect the 160 pit to fill the mill. The pit should continue production until 2027 with production levels of the mine expected to decline once the underground operation sees production this year. We expect long-term value creation of the mine with a higher grade principal and width mine crumb pillar pit. Given the timelines around permitting, stripping, and the watering of the pits, we expect the production hiatus of the mine to be above five years. We expect the pits to generate significant free cash flow once in production. The mine has a long reserve line life ahead of it, and we have more work to do at this mine as we evaluate the mine's fit into our overall portfolio and other potential strategic alternatives. Keno Hill, largest silvers producer in Canada. Keno Hill produced approximately 600,000 ounces in the third quarter, with year-to-date production of 2.1 million ounces. Meat throughput for the first nine months of the year was 314 tons per day. by fell to 260 tons per day in the quarter as the mill was not operational for about 35 days due to delays in receiving an authorization for construction and a permitting for the dry stack tape facility as a result of the heap leach path incident at the Eagle Gold Mine in late June. Ultimately, all authorizations were received and we completed related design and construction work at the facility, and the mill restarted operations on October 26th. While the mill was not in operation, we continued mining activities, and as of October 26th, we have mined 2.5 million ounces of silver, including an ore stockpile of nearly half a million ounces. During this downtime, we also made upgrades in the secondary ball mill and the filter presses. For the quarter, expenditures on production costs, including ramp-up costs, were $25 million, within our guidance range of $25 to $27 million. Capital investment of $14.4 million were related to construction of dry stack tails, development, and equipment purchases. Due to permitting delays, construction of the cemented tails batch plan, which is instrumental in changing the mining method from overhand to underhand, has been delayed and is now expected to be completed mid-2025. Transition to underhand mining, which will improve safety and productivity of the mine, is now expected in 2026. I want to congratulate the Keenahill team for making significant improvements in safety, environmental, and mining practices. Inner Hill, 12 months, rolling all injury frequency rate was 2.82, a 27% decline over 2023. Inner Hill currently has a reserve life of 11 years. Our ability to successfully operating UConn for the next decade depends on, among other factors, a strong relationship with the Yukon government and the First Nation of Nachongyang Don. These relationships and continued investments are critical to operate and deliver long-term value at Kena Hills. With that, we'll pass the call to Kurt to speak about Kena Hills Exploration Resorts.

Thank you, Carlos. Slide 13 contains plan maps of our underground and surface diamond drilling target areas at Keno Hill. Underground drilling is focused on extending mineralization and resource conversion in both the Birmingham Bear and the Flamin' Moth Vein systems. This drilling continues to intersect high-grade silver mineralization over substantial widths and highlights the significant potential for high-grade silver mineralization in the district. Slide 14 contains longitudinal sections contoured by silver grade times thickness values through the Birmingham footwall vein to the left and through the Flamin' Moth vein number one to the right. At the Birmingham footwall vein, you can see the high grade intercepts received during the quarter show significant silver values and widths in areas that were previously interpreted as containing lower grades. These intercepts include 63.8 ounce per tonne silver over 10.2 feet. At the flame and moth drilling in vein one has intersected wide and high grade silver mineralization in areas that were previously interpreted to be barren and includes intercepts up to 71.6 ounce per tonne silver over 14.8 feet. Drilling in both veins will positively impact resource models and is providing more geologic information and confidence in our resource base. Three surface drills were also active on the property and are continuing to test multiple targets, including the Birmingham Deep, the Birmingham town site, Elsa 17 Dixie, Silver Spoon, and Inka target areas. These target areas have the potential for the discovery of large high-grade silver deposits. With each new exploration intercept, we continue to add to our understanding of the structural geology of our target areas and continue to demonstrate that the mineral potential of this highly prospective district remains significant. With that, I will pass the call back to Cassie.

Thanks, Kurt. So before I speak about guidance, I'd just like to spend a few minutes discussing our strategy, investment, and why we are in the Yukon. The geologic environment at Keno Hills specifically, and in Yukon more generally, is world-class. And while each generation has its challenges, the Yukon government, the First Nations of the Natchezonayak, and all other external stakeholders have historically been supportive of mining. But now, given the tragic events in June at the Eagle Gold Mine, which, like Keno Hill, is within the First Nations' traditional territory, some of the local community are questioning the emphasis on increasing production. We value the perspective of the First Nations and the Yukon government, and our ability to successfully operate in Yukon is premised on environmental stewardship, responsible mining practices, and sustainable mining for the benefit of all stakeholders. As such, we are prioritizing stakeholder outreach in the near term, and we expect our 2025 production at Keno Hill will remain at 2024 levels. We plan to use this opportunity to strengthen community ties, advance permitting, and improvements to infrastructure, including the new water treatment plant at Birmingham and the new cemented tails batch plant. With this space, we are on a long-term mission of building value at Keno Hill and in the Yukon. The strong geologic potential of the operation in the district is a critical driver of why we see Keno Hill to potentially join Greens Creek and Lucky Friday as cornerstone assets in our portfolio. And with the exploration success we're seeing, we remain confident that Keno Hills Reserve mine life will continue to grow. So moving on to slide 15 and talking about guidance. As Carlos described before, we're lowering our silver production guidance for Greens Creek and Lucky Friday and affirming Aquino Hills silver production. We are also increasing Lucky Friday's cash cost and all in sustaining cost guidance while reducing Greens Creek cost guidance. Overall, our consolidated silver and gold cost guidance remain unchanged. Capital and expiration guidance is affirmed as well. And before I open the call to questions, I just want to express our gratitude to all our dedicated employees. Your unwavering commitment to safety and environmental stewardship has been instrumental in establishing HECO's strong reputation and operational success. We're confident that your continued dedication will play a vital role in shaping a successful future under Rob's leadership. And with that operator, I'd like to open the call to questions.

At this time, I'd like to remind everyone to ask a question. Press star, then the number one on your telephone keypad. Our first question comes from Lucas Pipes with B Reilly. Your line is open.

Thank you so much, operator. Good morning, everyone. Rob, congratulations. Great to see. My first question is on the strategic side and maybe a touch early, but I wondered where HECLA is positioning itself. I think of three dimensions, gold versus silver, base versus precious, North America versus Americas as a whole. That's kind of been a traditional way of how I've thought about it. And so I'd be curious where you think HECLA would be sitting within that matrix. Thank you very much.

Well, thanks very much, Lucas. In terms of the strategy, Let me just start out by saying we've got two flagship mines and two mines that haven't really met our expectations. And so really our focus is going to be on organic growth and really focusing on maximizing the value of what's really quite an extensive portfolio. And in particular, making sure that Keno Hill follows a measured path to optimum production and profitability. So reaching that point is going to take a bit longer than we initially anticipated. And as in our release, An important precondition is really some of the remediation of past work and completing several capital projects, improving the safety of our people, environmental compliance, and most importantly, coordinating with our most important stakeholders, the First Nations of Nacho Neotan and the Yukon government, and really looking to obtain their support and input. Moreover, there's going to be an increasing renewed focus on cash flow generation at all of our assets and not just production maximisation. Regarding geographic spread, right now we want to stay focused on Canada and the US. You know, while there's large mines and deposits in Mexico, granting of permits in that country, even on operating mines, has come to a standstill. And so when you look at the additional security risk That's become unacceptable for Heckler. And right now, we're not really prepared to speculate that the conditions are going to improve. We prefer to focus on safe jurisdictions where our investors can be reassured that there's a clear path to obtaining the required permits and the production and the cash flow continues uninterrupted so long as we meet our commitments, obviously, and have social licences. So we'll continue to evaluate the situation in Mexico, but right now we're going to continue to focus on our own assets, internal growth in the US and Canada.

Rob, this is very helpful. I appreciate that color. And on the point of cash flow, how should investors think about allocation? Is it back into the business, be it operational improvements, CapEx exploration, or is there... also a priority towards debt reduction.

Thank you very much. Well, we're obviously not comfortable with our debt, and we will address that in due course. But our attention is to allocate capital to make sure that Keno Hill and Casa Berardi are performing to the optimum levels.

And maybe if I just add a little bit, well, you know, the continuation of investment at Greens Creek and Lucky Friday clearly will also continue as, you know, those mines are the mines that we're using the cash flow from to invest in those mines of Casa and Keno Hill as well. But, you know, clearly investing in our business needs to be one of our first priorities, including exploration as well.

So in the context of higher metal prices currently, any – any access to maybe where the budget was would not necessarily go towards the balance sheet. It would probably go first and foremost towards operations. Is that reasonable?

I would look at it right now. We will continue to invest in our operations, both capital expiration. You saw during the quarter we paid our revolver such that we're almost net zero at the end of the quarter. We really wanted to get off the revolver just because You know, revolvers are great, but they're best undrawn, right? And so we were able to do that. You know, the market was conducive to do that. And, you know, as we move forward, we'll look to, as we generate more cash, we'll look to build a cash balance. So there will be a bit of a balance between building a cash balance such that that net leverage ratio continues to come down. But, you know, our future is going to be organic growth, like Rob had mentioned, at these assets. So we'll need to continue to invest in them as well.

Rob, congratulations again and to the entire team. All the best of luck. Thank you.

Thank you, Lucas. Our next question is from Heiko Ely with HC Rainrite. Your line is open.

Hey there. Thanks for taking my question, Rob. Congratulations on your appointment. As you probably already know, I just want to say you have a very talented team around you. I've covered Hekla for going on a decade at this point. I'm looking forward to meeting you in person and obviously also congratulations to Carlos on this promotion. Even though it's your first day, so maybe even a little bit more of a general question, but what have you been seeing with labor costs in the fourth quarter thus far? And I'm not sure if you can, you know, maybe give some granularity by asset, but if you can, that would be great. And otherwise maybe just a little bit of a more general answer of what you're seeing.

Thanks, Hiko. I'm going to hand that one over to Russell and perhaps Carlos to comment.

Well, our labor costs in two of the four mines are close to 55%, and that includes usage of contractors. So as you know, in the third quarter, and according to our jurisdictions, most of the capital projects are executed. So during that period of time, of course, we have an extra people executing all the projects. And that's why we are expecting for, so once that construction drops a little bit in the last quarter, we are expecting a decrease in the use of contractors in the near future.

And I, you know, I don't have a whole lot to add to that, but, you know, Carlos did mention one of our larger drivers of cost is labor. You know, 45 or so percent is internal labor. Then you add some contractors on top of that, but. Yeah, what we did mention in the release was that we expect to see the contractor labor come off in the fourth quarter as we both fill our roles, and as Carlos had mentioned, complete some of the work that was done in the third quarter.

Fair enough. And then maybe just building on the last question here, Rob, with your background, I did a little bit of Googling earlier today, and obviously HECLA disclosed some of your past Let's talk about your longer term plans for the farm. I mean, I assume there's been some talks made with the board even before your appointment. But I mean, are there any meaningful changes in regards to, we talked about capital allocation earlier, but besides that, M&A for the future, that kind of stuff that we should expect to see?

With regards to M&A, I'll continue to engage with the board. And most importantly, I think it's really important that we actually are very clear on what our M&A criteria are going to be. And so we'll have that discussion, establish some parameters, some guidelines, and really have a disciplined approach to that. In my past life, I've been involved in a fair bit of M&A, and it's really important that we have a thorough due diligence. So if we choose to proceed, we're only going to do that subject to a full and thorough due diligence. and a fully informed board. M&A is best done from a position of strength, but we're not there yet. I believe that we can add value to our existing assets by focusing on the internal growth that I spoke about and really maximizing the value of our existing portfolio. So really, it's going to be more introspective. Make sure that all of our assets are performing. And then at some point in the future, with the blessing of the board and very clear direction, we'll consider M&A.

Fair enough. I assume you don't have a favorite asset yet, do you? Too early.

I mean, it's hard not to love Greens Creek because it's, you know, it's just a fabulous asset. I have to say, even though we've, you know, Keno Hill has been a slower ramp up than we expected. I love the exploration potential there. I really do. I think that's got district scale exploration potential. And in fact, I like the Yukon as well.

Very good. I'll get back in queue. Thanks so much and congratulations again.

Thanks very much. Our next question comes from Mike Parkin with National Bank. Your line is open.

Hi, guys. Thanks for taking my question. Could you just clarify how long the mill Aquino was offline in the third quarter?

We were down 35 days during the third quarter.

Okay. And then with the tailings, you kind of had previous notes in like your Q2 that the tailings capacity would be know met by the end of this year with the work you're doing what kind of capacity have you been able to add and are you able to still complete do further construction into year end or is it kind of weather dependent and you're having to wait till the spring to resume work so we are going to continue expanding the current and dry stack tailings capacity at the end of this year and the following year and we are going to end with

over two years of capacity to continue the operation.

Okay, so you're not weather dependent or strained? No. Okay, great. And then one other one, Rob, like you've obviously given us quite a bit of color in terms of what you're thinking of, but as you get more comfortable with the assets, Do you foresee giving a broader market update on the path forward for Heckler in terms of once you've had the time to visit the sites, really get into the numbers? Is there that thought to come out with, here's where I plan to take the company, or is it going to be just a bit more piecemeal and we'll get updates on quarterly earnings, that kind of thing?

That's a good question, David. As you can imagine, I'm going through an intense onboarding. I've already been to CASA, and I'll be visiting the other three operations in the next three weeks, actually. In fact, tomorrow I'm going to Lucky Friday. Once I get a clearer picture, the thinking is going to evolve, and I'd like to think that at some time, when it makes sense, we'll have an investor day and more fully articulate our vision. Okay.

You guys have quite a massive project pipeline that hasn't been talked about much in the market. Are you planning to do any type tours of those assets? And is there a thought towards possibly rationalizing that portfolio down to core projects and potentially letting loose some of the non-core post review?

Yeah, absolutely. I mean, while the cupboard is full and we're blessed with many projects, we can't really service all of them and do them justice. And so one of the things I've been talking to Kurt about is the need to really focus on the ones that can deliver near-term and medium-term value and those that perhaps might be best managed in the hands of other operators who will give it probably the attention that it deserves. So yes, we will rationalise the portfolio. and focus on the very best assets.

Great. Looking forward to the updates and welcome aboard.

Thank you very much. Our next question comes from Sean Wondrak with Deutsche Bank. Your line is open.

Hey, thanks for taking my questions and welcome. It was just a couple of months ago at our high yield conference that I had asked how serious HECLA was about repaying the revolver. So really nice to see the opportunistic pay down there. There was a comment made earlier on the call not comfortable with debt. Is that fair to assume, you know, that was referencing the coupon, or is that referring more to the size of the facility?

One of the things that we've tried to message to the market is that over time what we do want to do is look to deliver. This isn't something that we would necessarily, you know, do, you know, kind of, larger overnight necessarily. But over time, we do believe that the leverage ratio is too high. And so the 2.3, we saw come down to 2.1 and we'll look to build that cash balance, like I said earlier, and look to bring that down. But, you know, we'll look to also balance that with the investment in our assets. Like I had mentioned previously, the exploration, but then also the capital development and the projects that need to take place with the assets.

I mean, is there any kind of a more formal net leverage target or a band which you'll seek to operate within?

You know, historically, we've said two times, less than two times, which we're at that level now. Historically, though, if you go back, you know, we would run one times or less much of the time. I'd like to see us, you know, be able to build that position back up again. And, you know, those things take time. You know, certainly we're in an environment where the prices should be helpful with that though.

Right. And then as we think about moving into next year, is there any reason to believe that CapEx will be materially different relative to 24? I know it's a little early. I'm not sure if you can comment on that yet.

Yeah, I would suggest, you know, we'll come out with our full detailed guidance next year. You know, we've, We've kind of directionally said where we expect Keno Hill to be, et cetera. But, you know, as it goes for those details, we'll come out with guidance next year, early next year.

All right. Thanks for taking my question. Thank you.

Again, to ask a question, press star 1 on your telephone keypad. Our next question comes from the line of Joseph Rieger with Roth Capital. Your line is open.

Hey, everyone, and Rob, welcome to the team. Thanks for taking the questions, guys. So I guess a lot of my questions have already been touched on, but just on Keno Hill, as you guys switch the mining method, how much cost savings maybe on a per ounce basis are you expecting from that?

We still don't know. We need to evaluate. But the main purpose is, you know, the safety. That's the main proposal, the change of the mining method, which is going to occur until 2026. But as of today, we don't have any estimate about the reduction in cost because the main top priority is the safety.

Okay. And maybe a bigger picture question then. In the event that you guys aren't, for one reason or another, able to ramp up production there, whether it be due to First Nations issues or anything else, and the costs don't come down significantly, is there any risk in anyone's eyes that that asset would need to be curtailed in the current price environment? Or is there a certain price environment where you would consider that?

Yeah, I think, Joe, I think maybe even a quarter ago we talked a little bit about this as it relates to our commitment to the Yukon. And I think that, you know, clearly with Cassie's remarks on, I think, the last slide that we had presented, you know, we're committed. And as well as, you know, Rob mentioning as he was asked about what his favorite asset was and his view on the Yukon. We look at the Yukon as a district that we're invested in and we expect to be there for the long term. We do believe that we need to make, you know, investment in that operation both in a number of ways, right? That's both the community, it's infrastructure, it's environmental practices and infrastructure, safety, et cetera. And we're going to do those things and expect to see those results.

Okay, fair enough. And then kind of just adding on to these big picture questions about the whole company, obviously debt reduction is the focus. Any thoughts about changes in dividend policy or a timeline on when we might see you guys kind of empty a little bit of the cupboard of these longer term assets?

Well, I'll speak to your first point on that. The dividend policy, we believe, gives our shareholders exposure to silver. And I think that, you know, many of our shareholders like that exposure. It's it's clearly, you know, it's the dividends are approved by the board. And so as a result, you know, they're they're, you know, it's a board discretion as to how that goes goes. But we do believe that it does give that exposure to to silver as it relates to emptying the cupboard. You know, maybe defer to Rob, but I think that's probably, you know, I don't know. I'll defer to you and let you maybe answer that as it relates to the I think you're talking about the rationalization of the portfolio.

Yeah, what the timeframe is.

Yeah, it'll be when opportunities arise, I guess is what I would suggest, right?

Yeah, I mean, I would like to visit some of those assets and personally understand what the opportunity is and whether we should be focusing on it. Really, the priority right now is the operations. So perhaps sometime during the, I'm going to guess Q2, I'll have a clearer picture.

Okay, I look forward to the updates. I'll turn it over. Thanks, everyone. Thank you, Jason.

I will now turn the call back over to Rob for closing remarks.

Well, thank you, everyone, for your questions. This concludes the call, and we look forward to engaging with you again soon. Have a good day. Ladies and gentlemen, that concludes today's call.

Thank you all for joining. You may now disconnect.