RE:RE:MD&A If we assume that everything ran at full capacity in Q1 '23 (not '24) ie 32,000 boepd, and we add 4,000 boepd @ Oak ('23 prodn was 4,500 so assume 5,000boepd was capacity with 25MMcf of NG processsing with 20% liquids, NG processing there was bumped up to 45MMcf), and 7,500 boepd @ Wembley (Wembley produced 9,300 boepd in '23 with 34MMcf of processing capacity so prob not unreasonable to assume capacity was 10,300), then full capacity is now 43,500 and 90% of that (which is Q4 '22 to Q3 '23) would be slightly less than 40,000 boepd. Then you add CVS Albright and suddenly capacity is 58,500 boepd or 53,000 boepd @90%. (all wild guesses).
The other very interesting part is if and when everything is interconnected in Alberta, then you will eliminate the situations where you have spare capacity in one area but lack the right kind of wells there to make fully use of said capacity, while having the opposite situation in another area ie plant capacity is at full capacity forcing the company to shut in otherwise productive wells.
IOW, this would increase production both by fully making use of all the plants, but also increase production by prioritizing liquids rich wells. And usually but notvaprofitability because it gives the ability to favour liquids rich wells and allows to increase overall production (as you produce more oil outside the plant - for the same prodn oilier wells need less plant capacity).