Office for Nuclear Regulation

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Doosan Babcock - Evaluation of Adequate Deployment

Executive summary

Purpose of Intervention

To evaluate the adequate deployment of Doosan Babcock’s arrangements to manage their supply chain when considering relevant good practice and the regulatory expectations set out in NS-TAST-GD-077 ‘Supply Chain Management Arrangements for the Procurement of Nuclear Safety Related Items or Services’ (TAG 77).

Interventions Carried Out by ONR

I carried out this inspection to determine the adequate implementation of Doosan Babcock’s supply chain management arrangements and how these were aligned with relevant good practice and the expectations set out in TAG 77.  This was a follow up inspection to the previous one carried out on the 21st - 23rd March 2017 which assessed the adequacy of the supply chain management arrangements in place.  The scope of the inspection covered a programme of work comprising four individual projects for Sizewell B to replace carbon steel pipework with high density polyethylene on sea water cooling systems.

 I was satisfied that the principal objectives set for this inspection have been achieved.

The intervention was performed in line with ONR's guidance requirements (as described in our technical inspection guides) in the areas inspected.

Key Findings, Inspector's Opinions and Reasons for Judgements Made

Overall, I was satisfied that based on the evidence examined Doosan Babcock were deploying their supply chain management arrangements adequately; however a number of actions were identified for further information and one required Doosan Babcock to address their arrangements regarding succession planning.  The company agreed to incorporate the action into their improvement plan which was being developed to address shortfalls identified from the previous inspection. I asked for the improvement plan to be submitted to ONR by the end of May 2017.  My key findings are given below:

The recent improvements to the gated project delivery process had been adequately introduced and implemented over the life time of the programme of work; these improvements had enabled a consistent approach and efficiencies in the overall project control and delivery process.

The project definition document for the high density polyethylene project ‘A’ provided a clear strategy for project delivery including internal resource and subcontractor requirements.  The document was supported by a project execution plan, project delivery requirements Schedule, an adaptive quality plan and, inspection & test plan.  

Doosan Babcock’s approach to planning for quality assurance and control was satisfactorily described in the relevant project adaptive quality plan which detailed the arrangements for the control and monitoring of compliance with their integrated management system and customer requirements during the project lifecycle.

The arrangements for supplier selection and flow down of the client requirements through to Doosan Babcock’s subcontractors via procurement specifications had been adequately applied.

There was a good level of collaborative engagements between DB, its customers and suppliers; demonstrated by the examples given during the inspection for the development of technical specifications and implementation of lessons from joint OPEX reviews.

The company’s arrangements for supply chain oversight and their deployment were considered to be adequate; however, I requested copies of the surveillance programmes for the specific projects examined for completeness.

A succession plan for the engineering discipline required updating; Doosan Babcock agreed to incorporate an action on their improvement plan to develop a succession plan for all their key nuclear safety related roles.

Conclusion of Intervention

I have concluded that based on the discussions and the evidence provided on the 5th-6th April 2017 that Doosan Babcock had adequately deployed its supply chain management arrangements. The company demonstrated alignment between their customer requirements and the procurement specifications Doosan Babcock had placed on their suppliers. These arrangements were part of their integrated management system and were adequately incorporated into the gated project delivery process.  

It is my judgement that Doosan Babcock’s arrangements are adequately deployed and align with regulatory expectations described in TAG 77. I have assigned an IIS rating of Green.


The following recommendations are made: