Why scarcity is a myth and opportunity abounds for nuclear's workforce strategy

Projects like Sizewell C and SMRs will shape not only the future of energy but also the nuclear workforce. The industry must act now to reframe its employer brand and meet future demand, writes James Chamberlain of Rullion.

With recent government approval for Sizewell C and Rolls‑Royce’s contract to develop Small Modular Reactors (SMRs) in the UK, nuclear energy is entering its most ambitious growth phase in decades. These projects, alongside the ongoing build at Hinkley Point C, will define the sector’s future and the talent strategy that underpins them. There is a pressing need, now more than ever, to rethink how we attract and build the workforce that will deliver them.

Flipping the script on nuclear talent

After many years in the nuclear sector, I’ve heard countless discussions about skills shortages and the so-called “war for talent.” While these challenges are real, I believe we’ve been looking at them through the wrong lens. Instead of focusing on scarcity, we should embrace an abundance mindset.

The scarcity myth: more damaging than you think

At Rullion, I’ve seen remarkable interest in nuclear roles firsthand. Our data shows that between January and April 2025, the 'Nuclear' job filter on our website was used over 1,060 times. By the end of June, that figure had almost doubled to 2,090.

This sharp uplift in just two months reflects the sector’s growing momentum and heightened candidate interest following major announcements like Sizewell C and the SMR programme. Roles such as Decommissioning Team Lead, Senior Safety Case Engineer, and Nuclear Safety Case Developer continue to draw strong applicant numbers.

These figures show that people are eager to join our sector. In the UK, nuclear employment has surged, with the South West workforce tripling from 8,500 in 2014 to over 27,000 today, largely driven by projects like Hinkley Point C (NucNet). In France, the industry employs around 220,000 people, and in the USA, the sector added more than 1,800 jobs last year alone.

At the same time, we do need to recognise the pressure points ahead. Three large capital programmes - Hinkley Point C, Sizewell C and the first SMR factories - will be competing for many of the same skills in the second half of the 2020s. However, these challenges do not have to define us. With a proactive approach and an abundance mindset, we can turn this competition into an opportunity to grow and strengthen the workforce, rather than retreat into a narrative of shortage and limitation.

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Candidate experience: a make-or-break factor

While technical skills shortages dominate headlines, I believe the real competitive edge lies in how we treat candidates. Lengthy processes, poor communication and unclear timelines can quickly erode interest. In contrast, organisations that simplify application stages, engage openly, and move decisively are securing top talent faster sometimes in under a month.

Candidate experience isn’t a “nice to have”. It is a decisive factor in winning and retaining the people we need. In my view, it's one of the most underappreciated levers to address the sector's immediate and long-term hiring challenges.

Yet many employers struggle with lengthy, rigid recruitment processes and overly narrow candidate criteria. In my experience, it’s crucial to prioritise a strong candidate experience. When we move quickly and engage openly, we secure top talent far more effectively.

Widening the net: beyond traditional nuclear experience

Adopting an abundance mindset also means broadening our view of transferable skills. Over 90% of oil and gas workers in the UK have medium to high transferability into nuclear (RGU Report). By investing in training programmes and fast-track schemes, we can “nuclearise” talented individuals from other sectors rather than waiting for the perfect “nuclear-ready” CV.

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Closing the gap – Turning pressure into opportunity

The pressures ahead are real, but they can be transformed into growth opportunities if we act boldly. In the short term (2025–28), we will see intensified demand for nuclear-cleared engineers, welders and project managers.

In the medium term (2028–35), these gaps can be contained if we fast-track apprentices and returners through Sizewell C and SMR academies, cross-train talent from adjacent industries, and continue to improve candidate experience to keep new entrants engaged and motivated.

Looking to the long term (post-2035), a strong modular build capability, a robust apprenticeship pipeline and emerging export markets mean the UK has the potential to become a net exporter of nuclear skills rather than a market defined by shortages.

Key takeaways for employers:

• Align project peaks now to avoid bidding wars for the same welders and QSs in 2027.
• Invest in transferable skill programmes, like Rullion’s Train to Deploy solution, to rapidly convert cross-sector talent and mitigate the “nuclear ready or nothing” risk.
• Leverage apprenticeship and regional outreach pledges; Sizewell C’s 1,500 places set the benchmark.
• Keep the abundance narrative front and centre. Interest is already there; our data proves it. Remove friction and talent will follow.

Handled well, Sizewell C and the Rolls-Royce SMR programme need not deepen skill gaps. They can be the launch pad for a modern, mobile workforce that powers UK and European nuclear ambitions for decades to come. The question isn’t “Where is the talent?” but rather “How can we be the sector of choice?” By shifting our perspective, we can unlock the abundance of skills and potential waiting to join us.

ABOUT THE AUTHOR

James Chamberlain is the Nuclear, Utilities and Energy Practice Director at Rullion, a family-owned workforce solution provider specialising in regulated and technical sectors across the UK and Europe.