N-1Letters of Comment - Redacted
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\ \ EXTERNAL EMAIL / COURRIEL EXTERNE \ \ Exercise caution when opening attachments or clicking on links / Faites preuve de prudence si vous ouvrez une pièce jointe ou cliquez sur un lien Sir , I have heard the ns power board is looking to...
AI summary A Nova Scotian resident criticizes Nova Scotia Power (NSP) for requesting a 2.5% rate increase amid personal financial hardship, including data breaches and poverty. They argue that consumers should not bear the cost of NSP's corporate failures, demanding accountability and rejecting further financial burden.
Good afternoon I am writing to oppose this rate increase in its entirety. As one of those affected by the recent cyber security breach at NSP, I feel that we the customers are being asked to cover the cost of NSP's complete and utter lack...
AI summary Nancy Selig opposes a rate increase by NSP, citing a cybersecurity breach and lack of due diligence. She argues customers should not bear costs of NSP's failures, highlighting the company's monopoly and inadequate security measures. Selig emphasizes that customers have no alternative power suppliers and criticizes NSP's prioritization of executive bonuses over reliable service.
\ \ EXTERNAL EMAIL / COURRIEL EXTERNE \ \ Exercise caution when opening attachments or clicking on links / Faites preuve de prudence si vous ouvrez une pièce jointe ou cliquez sur un lien Hello, I wish to complain to the rate hike you agre...
AI summary Steve writes to express concern over Nova Scotia Power's rate hike, arguing that increased costs should be shared by shareholders, not solely taxpayers. He advocates returning NSP to a crown corporation. The email is forwarded by Sandra LeBlanc with a subject referencing a grievance about NS power rates.
5) The case for public control Electricity is a public necessity. Given the high rates, fossil-fuel reliance, cybersecurity lapses, and reliability shortfalls, I believe the Province should bring Nova Scotia's electric utility under public...
AI summary The text argues that Nova Scotia's electric utility should be under public ownership due to high rates, fossil-fuel reliance, cybersecurity issues, and reliability problems. The author emphasizes public interest over shareholder returns. The email chain includes multiple participants but lacks direct references to regulatory matters.
Dear board: I am 100% against NSP getting any increase in what they charge customers. I have been complaining about excessive bills all year, falling on deaf ears. Usage bills higher than last years, when the house has been unoccupied all...
AI summary Hilton Langille opposes NSP's proposed rate increases, citing excessive customer bills despite low usage. He argues NSP should absorb storm damage costs, suggests removing a board member, and proposes merging with Emera. The email references a forwarded message with an attachment and multiple recipients including the NSUARB and Premier.
N-52026-2027 GRA Appendix 1-6 - Redacted
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2027 - A. Simple Average of short-term debt outstanding- $284.3 million - B. Twelve-month Average of short-term debt outstanding- $336.5 million - C. Interest on short-term debt- $10.9 million Simple Average cost of short-term debt (C/A)-...
AI summary The text calculates the cost of short-term debt using two methods: a simple average and a twelve-month average. The simple average results in a 3.85% cost, while the twelve-month average yields 3.25%, based on provided figures for debt outstanding and interest expenses.
1.1. Nova Scotia Power Inc. NS Power is a full-service electric utility involved in all aspects of the electricity supply chain – generation, transmission, and distribution – across Nova Scotia. NS Power is a fully owned subsidiary of Emer...
AI summary Nova Scotia Power Inc. (NS Power) is a fully owned subsidiary of Emera Inc., providing electricity generation, transmission, and distribution across Nova Scotia. Regulated by the Nova Scotia Energy Board, NS Power uses diverse energy sources like hydro, coal, and wind to serve over 500,000 customers.
7. Step 7: Detail and Document Implementing Control Actions This section lists the various NS Power roles that will be involved in integrating climate considerations in order to fulfil this adaptation plan. Each role will have a list of sp...
AI summary NS Power's Step 7 involves integrating climate considerations into existing risk management processes through governance and asset management systems, ensuring roles from leadership to individual personnel address climate-related adaptation needs.
7.1. Roles & Responsibilities The governance of the Climate Adaptation Plan and the associated process will be managed within the following organization structure, utilizing existing resources. Effective implementation of the Climate Adapt...
AI summary The governance of the Climate Adaptation Plan relies on an organizational structure using existing resources, requiring cross-departmental employee responsibility for implementation. Specific roles and accountabilities are detailed in Figure 7.1 and listed textually.
NS Power Executive Leadership Team - Ensures the Climate Adaptation Plan is compatible with the strategic direction of the organization; - Provides visible leadership and strategic direction for the climate adaptation planning and programs...
AI summary The NS Power Executive Leadership Team is responsible for aligning the Climate Adaptation Plan with organizational strategy, leading climate programs, reviewing performance, and ensuring accountability for plan implementation and risk management effectiveness.
2026-2027 GRA Direct Evidence Appendix 3B Page 45 of 54 REDACTED (CONFIDENTIAL INFORMATION REMOVED) Figure 7.1: Organizational Chart for Management & Oversight of Climate Adaptation Plan
AI summary The document includes Figure 7.1, an organizational chart outlining management and oversight of a Climate Adaptation Plan. Key entities involved include the Nova Scotia Energy Board (NSEB) and the Climate Action Leadership Program (CALP), reflecting regulatory focus on climate resilience and governance structures.
N-142026-2027 GRA OP 01-15 - Redacted
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Table of Contents (Cont'd) - ◼ Capital Additions Metrics - Capital Employed per Retail Customer - Total Plant Additions as Percent of Total Electric Plant - Total Plant Additions as Percent of Depreciation Expense - Production Additions as...
AI summary The document provides a table of contents for a regulatory proceeding, outlining various metrics related to capital additions, finance and accounting, human resources, supply chain, and information technology, as well as appendices covering technical details of energy infrastructure.
Factors Contributing to Performance ◼ NSPI has seen increased HR costs due to the need to attract, retain and train specialized employees. There is a general shortage of skilled trade employees in Canada resulting in the need for increased...
AI summary NSPI has experienced increased HR costs due to a shortage of skilled trade employees in Canada. The company must invest more in recruitment and internal training programs to attract and retain specialized workers. The HR cost metric is defined as the total cost to develop and manage human capital divided by the number of employees.
Summary Observations - ◼ NSPI has seen increased HR costs due to the need to attract, retain and train specialized employees. There is a general shortage of skilled trade employees in Canada resulting in the need for increased investment t...
AI summary NSPI has experienced increased HR costs due to a shortage of skilled trade employees in Canada. While NSPI's employee-to-HR-FTE ratio is favorable, the time to fill positions is longer than the industry median, though showing an improving trend.
(1) Information about each Director Nominee is current as of the date of this Circular, unless indicated otherwise. (2) In February 2025, the Board, on the recommendation of the Nominating and Corporate Governance Committee, approved chang...
AI summary This text discusses changes made to the Board's committees in February 2025, including the dissolution of the Health, Safety and Environment Committee and the Risk and Sustainability Committee, and the establishment of the Safety and Risk Committee. These changes were approved by the Board on the recommendation of the Nominating and Corporate Governance Committee.
Other Public Company Boards (last five years) - Keyera Corp. (March 2003 to present) - Methanex Corporation (October 2018 to present) Director Since: 2018 Independent Director Mr. Bertram joined the Emera Board in July 2018. He was appoint...
AI summary The text details Mr. Bertram's professional background and board memberships, including his roles at Keyera Corp. and Methanex Corporation, as well as his current positions on the Emera Board and various committees. His experience in leadership and corporate governance is highlighted.
2024 Board and Committee membership Attendance Total • Board 9 of 9 100% Management Resources and Compensation Committee (Chair) 5 of 5 100% Nominating and Corporate Governance Committee 3 of 3 100% Total Attendance 17 of 17 100% Total com...
AI summary The document outlines the 2024 Board and Committee membership attendance, showing full participation across all committees. It also details total compensation, DSU awards, and share ownership guidelines for Emera directors, including Mr. Demone's compliance with ownership requirements.
Mr. Tilk's track record of growing companies and leading multi-billion-dollar capital expenditure programs makes him an important contributor to Emera's Board. 2024 Board and Committee membership Attendance Total • Board 9 of 9 100% Risk a...
AI summary The document highlights Mr. Tilk's extensive experience in growing companies and managing large capital expenditure programs, emphasizing his value to Emera's Board. It outlines his 2024 board and committee attendance, total compensation, and share-based awards, including DSUs, and references Emera's Director Share Ownership Guideline.
Operating Company Governance Emera's operating companies also have robust and disciplined governance processes that align to reflect Emera's governance principles. In our largest operating companies, external, independent and local Directo...
AI summary Emera's operating companies have strong governance processes that align with Emera's principles. External, independent, and local directors are added to the operating company board until they form a majority. The chair of each board is typically Emera's CEO or an executive, and the board aims for diversity in experience and background.
Board of Directors Charter The Emera Board is responsible for overseeing the management of the business of the Company and for providing stewardship and governance for its long-term success. The Board of Directors Charter (included in Appe...
AI summary The Emera Board of Directors is responsible for overseeing the company's management and ensuring long-term success through governance, strategic planning, risk management, and financial performance.
CHAIR OF THE BOARD The Chair provides leadership to the Board, in order that it may fulfil its duties effectively, efficiently and independent of management. The Chair's role is to ensure the Board and shareholder meetings function effecti...
AI summary The Chair of the Board provides leadership to ensure the Board functions effectively and independently of management. The Chair oversees Board Committees, represents the Board to senior leadership and stakeholders, and participates in the recruitment of Directors. Karen H. Sheriff was appointed as Chair in February 2025, succeeding Ms. Sheppard.
Director's Occupation The Directors have also instituted a policy that requires them to submit their resignation as a Director if there is a significant change in their principal occupation. The resignation is then considered by the Board,...
AI summary Directors are required to resign if there is a significant change in their principal occupation, and the Board evaluates whether the resignation should be accepted due to potential conflicts of interest or other relevant factors.
Limit on Directorships Public company board membership for each Director Nominee during the last five years is included in their profiles in the section entitled Director Nominees . In February 2025, the Board, on the recommendation of the...
AI summary The Board has implemented a policy limiting the number of public company boards that Directors can serve on, with External Directors limited to three and Management Directors limited to one. This policy was amended in February 2025 to include these restrictions, and current Directors comply with these limits.
Board Renewal The Board oversees processes for renewal of the Board, which balance many factors, and have as their ultimate objective the fulfilment of the fundamental responsibility of the Board to provide stewardship and good governance...
AI summary The Board is responsible for its own renewal, ensuring good governance and stewardship for the Company. The process includes a robust director recruitment process, regular assessment of the Board's skills, and annual performance evaluations of the Board, its Committees, and individual members.
REDACTED (CONFIDENTIAL INFORMATION REMOVED) 2026-2027, GRA OP-13 Attachment 1 Page 43 of 115 While Emera has no formal term or age limits for its Directors, absent certain circumstances as determined by the Board, in the normal course, a D...
AI summary Emera has guidelines for director tenure and renewal, including no formal term or age limits, but directors who would be 72 at the Annual Meeting or have served over 15 years typically are not re-nominated. The company limits planned departures to no more than two directors per year to ensure renewal and continuity.
2024 ASSESSMENT The current Chair of the Board, Ms. Sheriff, interviewed each independent Director as part of the 2024 Board and Director performance assessment and solicited general feedback from each Director. A series of questions were...
AI summary The 2024 Board and Director performance assessment was conducted by the Chair, Ms. Sheriff, involving interviews and feedback from Directors. A report with proposed actions was compiled and finalized in a Director-only session. The CEO assessment was also discussed separately, and Ms. Sheppard's performance as Chair was evaluated by Ms. Sheriff, with recognition of her contributions to corporate governance.
2025 OBJECTIVES While performing the Board and Director performance assessments, Directors proposed areas of future focus as it relates to strategy, management succession planning and Board effectiveness. These included: - · Work with mana...
AI summary The 2025 objectives focus on improving corporate strategy, executive succession planning, and Board effectiveness through the implementation of a new committee structure, administrative improvements, and adherence to the Board succession plan.
SUSTAINABILITY MATERIALITY ASSESSMENT Emera is committed to transparency, accountability, understanding stakeholder expectations and improving disclosures on the material sustainability priorities that matter most to stakeholders. Those su...
AI summary Emera conducts a sustainability materiality assessment to identify key sustainability priorities, categorized as strategic, core, and evolving. These priorities are reviewed annually with the SMC and SRC to ensure alignment with stakeholder interests and business impact. A full update is conducted every three years.
GOVERNANCE The organization's governance around climate-related risks and opportunities
AI summary The text discusses the organization's governance framework related to climate-related risks and opportunities, focusing on how the organization addresses these issues through its governance structures.
ACTIVITIES OF THE NCGC IN 2024 The NCGC met three (3) times in 2024. In accordance with its mandate as set out in the NCGC Charter, the NCGC performed the following key functions in 2024: - 1. Oversaw the recruitment process that led to th...
AI summary The NCGC met three times in 2024 and performed various governance functions, including overseeing the recruitment of a new Board member, reviewing compensation and governance policies, and recommending amendments to several corporate governance documents.
LEADERSHIP AND SUCCESSION The Board shall oversee policies and practices to enable the Company to attract, develop and retain the human resources required by the Company to meet its business objectives. The Board shall appoint executive of...
AI summary The Board is responsible for overseeing leadership and succession planning, including appointing executive officers, setting performance expectations, evaluating performance, approving compensation, and managing succession planning for key executive positions.
101354Board Decision
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asked to maintain its current return on equity of 9.0% for ratemaking purposes, with an earnings band of 8.75% to 9.25%. This request was supported by the customer classes in the settlement agreement. [16] Dr. Cleary acknowledged in a rece...
AI summary Nova Scotia Power (NSP) requested maintaining a 9.0% return on equity (ROE) for ratemaking, supported by customer classes. The Board rejected a 7.6% ROE proposal, citing financial harm to NSP, worsened credit ratings (S&P), and deviation from Canadian utility standards. The Board upheld the current ROE and capital structure as fair and in public interest.
Powers and duties - 5 (1) The Energy Board has those functions, powers and duties that are conferred or imposed upon it - (a) by this Act; - (b) by the More Access to Energy Act ; - (c) respecting the production, transmission, delivery or...
AI summary The Energy Board's powers and duties are defined by multiple acts, including the More Access to Energy Act and Public Utilities Act, and may be expanded by the Governor in Council through regulations. The Governor in Council can also assign powers to the Energy Board, discontinuing existing boards during the assignment period.
n s. 42(1) which states: - 42 (1) Every public utility shall be entitled to earn annually such return as the Board deems just and reasonable on the rate base as fixed and determined by the Board. … - 23 The concept of a utility securing a...
AI summary The Nova Scotia Utility and Review Board (NSUARB) determines that public utilities are entitled to earn a 'just and reasonable' annual return on their rate base, as defined by the Public Utilities Act (PUA). Rates must ensure this return after covering operating expenses and allowed capital expenditures, while preventing extravagance through strict oversight of rate base composition and allowable costs.
es an objective measure of success on that initiative. Like many are forced to do in their daily lives, members of the public want NS Power to do everything possible to keep costs down where possible. [101] The Board also finds that NS Pow...
AI summary The Board denied NS Power's request for increased OM&G costs, citing higher-than-industry OM&G costs per FTE and insufficient justification for additional staffing, particularly for DEI programs. The ScottMadden study showed NS Power's OM&G costs were 21% above the industry median. The Board also noted NS Power did not evaluate internal vs. third-party service models for DEI functions.
Repeal and substitution by amendment or revision - 24 (1) Where an enactment is repealed and other provisions are substituted by way of amendment, revision or consolidation, - (b) a reference, in an unrepealed enactment to the repealed ena...
AI summary The text discusses the repeal of an old pay plan for Nova Scotia Power (NSP) and substitution with a new one, creating a conflict with maximum Deputy Minister pay limits. The Board allows recovery of 100% of the SO5 scale for the CEO but 90% for other executives, maintaining a 10% differential pending regulatory amendments. Compliance filings are required.
3.8.5.1 Findings [631] It is clear that Ms. Palmer has some misgivings about other aspects of NS Power's cost-of-service methods, but in light of the settlement agreement, she elected to focus on the minimum system vs. basic customer issue...
AI summary The Board acknowledges a settlement agreement but emphasizes it does not determine public interest in accepting it. Ms. Palmer focused on minimum system vs. basic customer issues, while the Board directs NS Power to address her concerns in a future application. Synapse is encouraged to raise cost-of-service issues for Board consideration.
ts available until reliable operation of replacement generation has been established and that decommissioning activities are not expected to begin until after 2029. [Exhibit N-23, GT IR-26, pp. 1-2]. [718] In a recent application for Linga...
AI summary NS Power is keeping Lingan 2 in cold reserve until replacement generation is operational, expected after 2029. The Department of Energy opposes sustaining capital costs for Lingan 2, urging the Board to assess the need for additional investment.