N-2NSPI (NSEB) RIR 1 to 6
47 passages
NON-CONFIDENTIAL 1 Request IR-1: 1 classified either as U&U or as planned projects to be executed during subsequent 2 outages. 3 4 (ii) It is anticipated that future projects will have a similar work to that described in part 5 (c)(i). The...
AI summary The text discusses the classification of projects as either unplanned or planned, and outlines the scope and timing of refractory work on boiler systems, guided by NS Power's Asset Management Methodology. It emphasizes the importance of this work for safe and efficient boiler operation and minimizing unplanned outages.
- 5-Scroll floors both north and south will need repairs. 1 Request IR-3: 2 3 Reference to page 2 of 5, NS Power notes that "Therefore, executing this project during the 4 scheduled 2025 maintenance outage is ideal, as it allows for a comp...
AI summary The text discusses the need for repairs on the 5-Scroll floors in a power facility and requests an explanation of NS Power's Asset Management Methodology, including risk rating systems and equipment details. The response outlines the methodology's basis in the Strategic Asset Management Plan and the Asset Strategy Committee Process.
the document, this methodology is deployed through Asset Strategy Committees composed of subject matter experts, engineers, operations staff, and other stakeholders. These Committees are responsible for developing and maintaining Asset Man...
AI summary The document discusses the use of Asset Strategy Committees in developing Asset Management Plans and describes the operation of a circulating fluidized bed boiler at Point Aconi, highlighting its differences from conventional boilers and its benefits in terms of fuel flexibility and emissions control.
NON-CONFIDENTIAL 1 • Limestone Conveyor Belt Line – Transports limestone from the fuel yard to the limestone 21 maintenance schedule. Expected to remain serviceable through plant retirement. 22 23 • Circulating Water Pumps – Two original p...
AI summary The document describes the maintenance and expected service life of various components of a power plant, including the limestone conveyor belt line, circulating water pumps, piping, condenser, heat exchangers, and outfall. These components are expected to remain serviceable through the plant's retirement.
Ash Handling System • Bottom Ash Screws – Four screws remove heavy ash from the boiler via water-cooled troughs. All screws have been replaced previously, and current assets are nearing end-of- life. Short trough sections require replaceme...
AI summary The document discusses the current state and maintenance of the Ash Handling System, including the Bottom Ash Screws and Fly Ash Baghouse. It notes that the Bottom Ash Screws are nearing end-of-life and require replacement, while the Fly Ash Baghouse has been inspected and maintained with filter bags replaced as needed.
Asset Management System Procedure AMS Number NS POWER-AMS-001 AMS Title Asset Strategy Committee Process Effective Date June 9, 2025 Revision 1 NAME TITLE SIGNATURE DATE Author Erin MacNeil Manager, AM Operations June 9, 2025 Reviewer Dan...
AI summary This document outlines the Asset Strategy Committee Process under the Asset Management System (AMS) for Nova Scotia Power, effective June 9, 2025. It includes the AMS number, title, effective date, revision, and the names and roles of the author, reviewer, and approver.
2. Introduction All critical NS Power assets are supported by one or more Asset Strategy Committees (hereafter referred to as Strategy Committees, or Committees) whose overall mandate is to assess and manage asset risk, sometimes at the sy...
AI summary The introduction outlines the role of Asset Strategy Committees in managing and assessing risks for critical NS Power assets, including both system-level and individual asset-level risk management.
Strategy Committees at the time of writing are as follows: Air Quality Dam Structures Heat Exchangers Telecom Ash Residue Distribution Hydro Mechanical Turbines & Generators Boiler Dynamic Equipment Instrumentation & Controls Transmission...
AI summary The text lists various strategy committees, including their areas of focus such as Air Quality, Dam Structures, Heat Exchangers, and Telecom, along with subcategories like Ash Residue, Distribution, Hydro Mechanical, and Turbines & Generators. It also notes that the Fire Protection committee operates outside of EAM oversight.
3. Scope This procedure outlines the major processes for which the Strategy Committees are accountable, namely: - a. Criticality Assessment (see NSPI-AMS-002); - b. Risk Profiles & Risk Mitigation Plans; - c. Documenting and reviewing Asse...
AI summary The scope section outlines the major processes for which the Strategy Committees are accountable, including criticality assessment, risk mitigation, asset management, maintenance strategy optimization, knowledge transfer, and leveraging new operational technologies.
Asset Strategy Committee Manager - Support the Strategy Committee leads in developing and maintaining Asset Management Plans (AMP); - Work with Senior Managers and Strategy Committee Leads to ensure Strategy Committees have an assigned Lea...
AI summary The Asset Strategy Committee Manager is responsible for supporting the development and maintenance of Asset Management Plans, ensuring alignment with policies and strategies, and facilitating effective committee operations and evaluations.
Asset Strategy Committee Leads - Lead the development, communication and/or implementation of the AMP, ensuring sufficient consultation with internal stakeholders outside of the Strategy Committee; - Provide functional oversight and leader...
AI summary The Asset Strategy Committee is responsible for leading the development and implementation of the Asset Management Plan (AMP), ensuring stakeholder consultation, providing oversight, and scheduling regular meetings to address risk assessments and industry best practices.
6.1.Asset Management Plans The purpose of Asset Management Plans (AMPs, sometimes referred to as asset strategies or maintenance strategies) is to capture the approach NS Power takes to the management of an asset class/group to achieve the...
AI summary Asset Management Plans (AMPs) are used by NS Power to guide the management of asset classes toward achieving performance goals. These plans consider risks, opportunities, and operational contexts, and are implemented at various levels of maturity across different Strategy Committees. They impact budgets and resourcing and are part of an iterative planning process.
6.2.AMP Reviews Strategy Committees are tasked with reviewing the AMP regularly, typically during the Fall/Winter meetings, and identifying areas of improvement to optimize the performance of the assets covered by the team. One of the firs...
AI summary Strategy Committees are responsible for reviewing AMPs regularly, with a focus on optimizing asset performance. Their initial priority is ensuring that assets have defined criticalities and maintenance strategies, as discussed in Section 6.3.
Maintenance Strategy Review When developing, updating or reviewing an asset's maintenance strategy, the Committee should utilize the reliability planning approach, as shown in the following figure. This 7-step process supports the developm...
AI summary The document outlines a 7-step reliability planning approach for developing, updating, or reviewing an asset's maintenance strategy, emphasizing the importance of a sustainable and reliable process.
Maintenance Strategy Optimization As part of continual improvement of maintenance strategies, strategy Committees shall look for opportunities to deploy more proactive and less reactive, resource-intensive approaches to the management of a...
AI summary The document discusses optimization of maintenance strategies at NS Power, emphasizing proactive approaches such as preventative, condition-based, and risk-based maintenance. It outlines various methods including predictive pattern recognition and health assessments, and mentions the use of FMEA as part of a Reliability Centered Maintenance approach.
Other AMP Elements Scope, Criticality and Condition, as described in 6.3, are utilized and reviewed regularly through regular Risk Profiling and Risk Mitigation planning. Other elements of the AMP including Risks and Opportunities evolve a...
AI summary The document discusses the evolution of other elements of the Asset Management Plan (AMP), including risks and opportunities, as the Strategy Committee matures and becomes aware of trends or external factors. These elements are regularly reviewed and discussed in Strategy Committee meetings and captured in the AMP as deemed appropriate.
6.3.Risk Profiles and Risk Mitigation Plans
AI summary This section discusses risk profiles and mitigation plans, focusing on asset management strategies, maintenance practices, and risk assessment methodologies such as FMEA and RCM.
Asset Management Mechanism NS Power utilizes a 5x5 matrix for evaluating risk across all asset classes, as shown in Figure 3. Combined with risk mitigation options, it is often referred to as the Asset Management Mechanism. The matrix is d...
AI summary NS Power uses a 5x5 risk matrix to evaluate and mitigate risks across its asset classes. Assets with risk scores of 15 or higher are considered high risk and require mitigation. The matrix is part of the Asset Management Mechanism, which is documented in the Capital Expenditure Justification Criteria (CEJC) and approved by the Nova Scotia Energy Board (NSEB).
The condition criteria in the NS Power risk matrix can be defined in terms of probability of failure, as described in the CEJC and shown in Fig.4. Condition Description Rare 1 Failure or occurrence is rare (0-10%). Available data, past exp...
AI summary The NS Power risk matrix defines condition criteria based on the probability of failure, ranging from 'Rare' to 'Almost Certain,' with specific thresholds and explanations for each category, as outlined in the CEJC and visualized in Figure 4.
The criticality criteria in the NS Power risk matrix can be defined in terms of consequence of failure, also as described in the CEJC and included as Figure 5 below. For additional information on Criticality Assessment, refer to NSPI-AMS-0...
AI summary The criticality criteria in the NS Power risk matrix are defined based on the consequence of failure, as outlined in the CEJC and illustrated in Figure 5. Additional details on Criticality Assessment can be found in NSPI-AMS-002.
Asset Risk Assessment As noted above, Criticality and Condition are utilized to assess the risk associated with an asset through the Asset Management Mechanism. Generally, the criticality is assigned for an asset once, and does not change...
AI summary The document outlines the process of assessing asset risk through criticality and condition evaluations. Criticality is generally fixed but may change under specific circumstances. Condition is determined using performance data, health assessments, and maintenance records. The risk level is calculated by multiplying criticality and condition, with high-risk assets requiring mitigation.
Risk Mitigation and Options Analysis Cost minimization is a key consideration whenever NS Power is developing a risk mitigation plan for a given asset. The aim is to do the right work at the right time to deliver the right level of service...
AI summary This section discusses risk mitigation strategies for high-risk assets at NS Power, emphasizing cost minimization and selecting the right approach based on criticality, condition, and mission. Options include operating limitations, re-design, monitoring, critical spares, refurbishment, and replacement.
Multi-year Investment Plans One deliverable of the Strategy Committee, for the sustainment of the assets within the Strategy Committee's purview as well as for financial and resource capacity planning, is to develop a long-term investment...
AI summary The Strategy Committee is tasked with developing long-term investment plans for assets under its purview, relying on data such as asset lifespan, failure rates, and condition assessments to inform financial and resource planning.
Event Reviews NS Power maintains an incident reporting database, which indirectly contains a log of asset failures with corrective actions, and some of these incidents are learnings applicable to locations and individuals across the Strate...
AI summary NS Power uses an incident reporting database and Generation Equipment Reporting (GER) to track asset failures and equipment events, sharing learnings and corrective actions with the Strategy Committee. These systems support external benchmarking and NERC compliance.
Recommendation Reviews The GE Asset Performance Management (APM) software is the central repository for a number of types of recommendations, but particularly those generated through: - RCAs - Dam Inspections - Technical Advisories (TAs) -...
AI summary The GE Asset Performance Management (APM) software serves as the central repository for various types of recommendations, including those from root cause analyses, dam inspections, technical advisories, and NERC activities. Notifications and updates are managed through the EAM team, with open recommendations reviewed periodically by Strategy Committees.
Technology/Vendor Reviews Third party vendors and service providers may be invited to Asset Strategy Committee meetings, which provides participants with an opportunity to learn about new tools and technologies or the capabilities of a par...
AI summary Third-party vendors and service providers may attend Asset Strategy Committee meetings to showcase new tools, technologies, or capabilities, providing participants with opportunities for learning and engagement.
6.5.Strategy Committee Scorecard The Asset Strategy Committee Manager will evaluate the Strategy Committees annually, and populate a scorecard to communicate their maturity, and progress towards development of deliverables, and implementat...
AI summary The Asset Strategy Committee Manager evaluates Strategy Committees annually using a scorecard to assess their maturity, progress on deliverables, and implementation of strategic asset management activities. Appendix B outlines the assessment criteria.
7. Forms/Templates to be used See Appendix A for the AMP Template.
AI summary Section 7 outlines the forms and templates to be used, directing readers to Appendix A for the AMP Template.
Internal References - NS Power Strategic Asset Management Plan (SAMP) - NSPI-AMS-002 Criticality Assessment - QP-E002 Root Cause Analysis - QP-G044 Generation Equipment Reporting
AI summary The text lists internal references to documents and processes related to asset management and maintenance strategies within Nova Scotia Power, including the Strategic Asset Management Plan (SAMP) and various assessments and reports.
9. Change History Revision no. Effective Date Significant Changes Revised By 0 Jan.1, 2023 This is a new procedure R. Doiron 1 Jun.9, 2025 General revision, issued for use E. MacNeil APPENDIX A: Asset Management Plan (AMP) Template
AI summary This section outlines the change history of a procedure, including its initial creation and a general revision. It also references an Asset Management Plan (AMP) template in Appendix A.
Asset Management Plan Strategy Committee: Committee Name Last Updated: Review Date
AI summary The document outlines the Asset Management Plan (AMP) under the Strategy Committee, with a focus on asset management processes and strategies. It includes references to various maintenance practices such as Preventative Maintenance (PM), Condition Based Maintenance (CBM), and Predictive Maintenance (PdM). The document mentions the Strategic Asset Management Plan (SAMP) and the Nova Scotia Energy Board (NSEB).
2. Scope The scope provides a more detailed listing of the assets overseen by the Strategy Committee, and provides clarity around the boundaries for the AMP. For example: The following air pollution control equipment are included within th...
AI summary The scope section outlines the assets managed by the Air Quality Strategy Committee, including specific air pollution control equipment. It clarifies that the asset list is maintained in the Computerized Maintenance Management System (CMMS), such as DirectLine and Maximo, which are used for Power Production and Energy Delivery, respectively.
3. Asset Group Objectives While organizational objectives indirectly guide the objectives for an asset class, specific considerations here may be related larger asset context such as retirements, modernization or emerging risks. For exampl...
AI summary The section outlines the asset group objectives, emphasizing the influence of organizational goals on specific asset considerations, such as retirements, modernization, and emerging risks, with an example from the Transmission Reliability Team.
4. Asset Risk Ranking As further described below in Section 6.3, NS Power utilizes the Asset Management Mechanism to evaluate the risk associated with an asset, consider that with a view to asset mission, and determine if mitigating action...
AI summary NS Power uses an Asset Management Mechanism to assess asset risk based on Criticality and Condition, considering asset mission and determining if mitigating actions are required. This process is further described in Section 6.3.
4.1.Criticality Assessment This sub-section is used to summarize the criticality of the assets under the purview of the committee, including specific factors or unique location specific considerations. The System of Record for asset critic...
AI summary This section outlines the process for assessing the criticality of assets managed by the committee, emphasizing the use of the CMMS as the system of record and the role of the AMP in providing clarity and summaries of criticality by groupings.
CDA Dam Classification Criticality Rating Population at Risk Health & Safety Environment and Cultural Values Infrastructure and Economics Extreme 5 Permanent > 100 Major loss of critical fish or wildlife habitat. Restoration or compensatio...
AI summary The table outlines the classification and criticality ratings for the CDA Dam, considering factors such as population at risk, health and safety, environmental and cultural values, and infrastructure and economic impacts. The classification ranges from 'Extreme' to 'Low,' with corresponding impacts and mitigation considerations.
4.2. Condition Assessment This sub-section clarifies what how the Committee evaluates the health of assets within its purview. For some asset groupings, this may be a formula. For others, the evaluation may be more qualitative. The approac...
AI summary This sub-section explains how the Committee evaluates the health of assets, noting that the approach may vary between formula-based and qualitative methods depending on data availability and quality. An example from the Transmission Strategy Committee is mentioned.
Condition Factors - Inspection results (foot patrols, drones, LIDAR) - Age, corrosion, and structural integrity - Weather and wildfire exposure - Maintenance and failure history Where the committee oversees a collection of different assets...
AI summary The document discusses condition factors affecting various assets, including inspection results, age, corrosion, weather exposure, and maintenance history. It outlines specific considerations for chemical piping and RO/EDI equipment, emphasizing data monitoring for asset health and future capital decisions.
5. Risks and Opportunities This section captures emerging risks or opportunities identified and monitored by the Strategy Committee. These emerging items may have an impact on operating or maintenance strategies for the in-scope assets. Ri...
AI summary This section outlines emerging risks and opportunities identified by the Strategy Committee, which may impact operating or maintenance strategies for in-scope assets. Risks include regulatory changes, material sourcing challenges, and performance trends identified through Root Cause Analysis (RCAs), audits, and other sources.
6. Asset Group Strategy The asset group strategy includes both operating and maintenance elements, and describes the regular activities and processes undertaken by NS Power to monitor and manage an asset such that it meets the asset and or...
AI summary The asset group strategy outlines the operating and maintenance processes NS Power uses to monitor and manage assets to meet organizational and asset objectives.
6.2.Maintenance Strategy This section refers to all activities designed to monitor or sustain asset performance including, but not limited to: - preventative maintenance (PMs) - condition-based maintenance (PDM, such as vibration analysis,...
AI summary This section outlines the maintenance strategy for asset performance, including activities such as preventative and condition-based maintenance, predictive analytics, and spares strategy. It references specific quality processes for boiler equipment maintenance guidelines.
7. Review Frequency The Strategy Committees define their AMP review frequencies, though this is typically annually.
AI summary The Strategy Committees define their AMP review frequencies, which are typically conducted annually.
8. References References should include any internal and external resources used to inform and guide the AMP. This may include industry standards from ASME or IEEE, relevant Regulations, reports from industry organizations such as CEATI or...
AI summary The section outlines the types of references to be included in the AMP, such as industry standards, regulations, reports from organizations, and audit or RCA reports. These references inform and guide the development of the AMP.
APPENDIX B: Strategy Committee Scorecard Criteria Strategy Committee Function 1 – Not Functional 2 – Developing 3 – Implemented 4 – Advanced Strategy Committee Status No meetings in last 12 months Only 1 meeting in last 12 months Two meeti...
AI summary This appendix outlines the criteria for evaluating the performance of a Strategy Committee based on its functionality, annual AMP review, membership composition, and the formalization of AMPs. The criteria are rated on a scale from 1 to 4, reflecting levels of development and implementation.
1 Request IR-5: 2 3 Based on Nova Scotia Power's historical data: 4 5 (a) What is the typical service life expected from the proposed refurbishment? 6 7 (b) Could you please specify the date of the most recent refurbishment or replacement...
AI summary Nova Scotia Power provides details on the service life of refractory systems following refurbishment, citing historical data and operational experience at Point Aconi. The typical service life is estimated to be 3 to 5 years, with some refractory in lower-wear zones lasting over 20 years. The most recent refurbishment was completed in 2024 under CI C0060244.
1 (c) At the time of the 2024 refurbishment, the anticipated service life for the replaced 2 components was also 3 to 5 years, consistent with NS Power's condition-based 3 maintenance approach and risk assessment methodology.
AI summary The 2024 refurbishment included replacing components with an anticipated service life of 3 to 5 years, aligning with NS Power's condition-based maintenance approach and risk assessment methodology.
(b) NS Power's Asset Management Methodology, governed by the Company's Strategic Asset Management Plan and implemented through the Asset Strategy Committee Process (NSPI- AMS-001), provides a structured, enterprise-wide approach to managin...
AI summary NS Power's asset management strategy includes annual planned maintenance outages at the Point Aconi Generating Station to inspect and maintain refractory components. Refurbishment or replacement occurs only when necessary, ensuring maintenance is risk-informed and aligned with broader asset management goals.