The NSS remains a very complex endeavour. It's a multipronged approach within the NSS. It has three pillars and multiple strategic objectives.
The three pillars are the large ship construction; the smaller ship construction, those less than 1,000 tonnes; and then the refit and maintenance pillar. Across all of these pillars there are different mechanisms and initiatives to improve the way we build and procure ships and even how we design ships and work with the shipyards.
I will outline three pieces that we're specifically working on with the shipyards and within our own governance in Canada.
The first one would be a more sophisticated approach to controlling schedules, costs and scope. That's the earned value management mechanism that we have been using, mainly with the large shipyards and the NSS strategic partners to build large vessels. It's also being used in the refit and maintenance pillar with other shipyards across Canada.
The second one I'll mention is a more elaborate approach with risk management. We dive into risk management at project, program and strategy levels. We do that with the shipyards. We also do that within Canada with our own governance at the ADM level, deputy minister level and with central agencies in the audience, really bringing a comprehensive picture of all of the risks that exist in the NSS.
The last one that I will mention is governance, which I just touched on a little bit. We always strive to improve our governance. I find the governance is pretty tight, but there's always room for improvement. We have introduced, over the course of the NSS, specific executive governance committee meetings with the large shipyards and also for specific projects such as the ferry building project with Transport Canada and Chantier Davie. We have governance at the Government of Canada level and with the shipyards at the project and program level.
Thank you.