Topic:"Operating Expenses" in M12550

CONFIDENTIAL (Attachment Only) 1 In addition, some remote sites in Phase 6, such as 91V Fourth Lake, present site 2 accessibility constraints and require increased travel time and coordination with 3 other internal and external resources,...

AI summary Phase 6 of the installation project involves remote sites with accessibility challenges, requiring more coordination and travel time. Installation methodologies have evolved with increased pre-work, planning, and testing, leading to higher labour costs due to more comprehensive commissioning and specialized resource involvement.

NON-CONFIDENTIAL 1 (iii) Operational Access & Logistics: 2 3 a. Distance to the primary crew depot or service centre used for this work 4 (approximate km by road, if available). 5 6 b. Please identify substations with access constraints th...

AI summary The document outlines operational access and logistics considerations for RTU replacement, including distance to service centres, access constraints at substations, and asset-specific information. It also provides a detailed table of forecasted travel, site setup, and labour costs per RTU by resource type.

Request IR-8: - Reference : In Appendix A, p. 40, Midgard discusses the average commute time for RTU - replacement project staff. Related to operational efficiency in dispatching staff and other resources, - NS Power has reported on the in...

AI summary The document requests Midgard to describe the team's familiarity with IBM Maximo and Salesforce software, evaluate their potential to improve operational efficiency in the RTU Replacements Program, identify evidence of cost minimization by NS Power, and recommend balancing operational efficiency with learning-curve benefits.

elivery, 8 including engineering support and civil activities, while all associated 9 telecommunications/networking and installation/commissioning services were performed by 10 internal resources. 11 12 Internal resources provide strategic...

AI summary The document discusses the strategic value of using internal resources for RTU replacement and substation work, emphasizing benefits such as familiarity with NS Power's systems, improved task efficiency, and continuity in technical capability. It highlights how internal labor supports better coordination and troubleshooting, even when contractors are involved.

Midgard Evidence – Exhibit N-3: - Compared to Phase 5, the Phase 6 material costs per RTU increased by only 10.2%. Regular Labour costs per RTU increased by 36.8%, suggesting either greater technical scope or reduced workforce efficiency....

AI summary Phase 6 material costs per RTU increased by 10.2% compared to Phase 5, while regular labour costs rose by 36.8% and overtime labour increased by 228%, indicating higher technical complexity or reduced workforce efficiency and increased reliance on overtime.

8 Request IR-8: 7 27 9 In Appendix A, p. 40, Midgard discusses the average commute time for RTU replacement project 10 staff. Related to operational efficiency in dispatching staff and other resources, NS Power has 11 reported on the initi...

AI summary The document discusses operational efficiency improvements in the RTU Replacements Program, specifically focusing on the use of Maximo/Salesforce software by NS Power. It requests Midgard to describe the team's familiarity with the software, its potential impact on efficiency, evidence of cost minimization, and recommendations for balancing efficiency with learning-curve benefits.

1. Please provide Midgard’s opinion of NS Power’s choice to use sequential execution rather than multiple crews based in different parts of Nova Scotia (multiple crews could provide greater operational efficiency). (Please ensure that this...

AI summary The text consists of a series of questions directed to Midgard regarding NS Power's operational and scheduling decisions for the RTU Replacements Program, including the use of sequential execution, phased implementation, and potential cost savings from earlier project filing and operational efficiency measures.

data in Exhibit N-3(i)(C) and supporting data provided by NS Power that are not explained by existing formulas in the workbook, please provide support for those differences as well. Request IR-8: In Appendix A, p. 40, Midgard discusses the...

AI summary The document includes requests for clarification on data discrepancies, the familiarity of the Midgard team with specific software used by NS Power, and the potential for operational efficiency improvements from implementing Maximo/Salesforce. It also asks about evidence of cost minimization and recommendations for reconciling efficiency with learning-curve benefits.