The Procurement Guide to MSP Cost Models

Why nuclear education isn’t translating into job-ready talent

The UK government’s recent overhaul of the nuclear system has moved focus toward faster build timelines and lower costs, with regulatory changes designed to remove delays that have historically slowed projects down. In parallel, the Nuclear Skills Plan increasing investment in nuclear education, particularly at postgraduate level, with the aim of strengthening the long-term talent pipeline needed to support this acceleration. This points to an assumption that if more people are trained, the workforce challenge will ease. But conversations across the nuclear industry suggest something more complex. Talent exists and interest in nuclear careers is growing, but there is a disconnect between how talent is developed and how the industry actually operates. As well as narrowed perceptions of the nuclear industry causing potential candidates to rule themselves out long before they’ve ever replied. The nuclear skills gap starts at entry level The nuclear sector continues to face a well-documented skills shortage and ageing workforce, increasing pressure on how new talent is developed. While universities produce strong academic foundations, particularly in engineering and physics, graduates are entering nuclear careers with a gap in exposure to the environments they are expected to work in. Nuclear is highly regulated and dependent on site-specific or procedural knowledge. New entrants need time to their translate academic knowledge into real-world capability and operational readiness in these safety-critical environments. That gap reflects the nature of the industry itself. As Rani Franovich, VP of Regulatory Strategy at Deep Fission noted during our conversation, much of that understanding is built through hands-on experience alongside operators, technicians, and safety teams on site. Nuclear careers are wider than STEM alone Access to nuclear careers is narrower in perception than it is in reality. The way nuclear careers are positioned still leans heavily on nuclear engineering pathways or specialised scientific roles. Whereas Nuclear projects operate as large-scale infrastructure programmes. As Rani Franovich, noted, “It takes a village to operate a nuclear power plant.” That village includes: Construction and skilled trade workers Regulators and policy specialists Project delivery teams Safety and compliance professionals Commercial and support functions When careers are framed too narrowly, large sections of the workforce never see themselves in the industry at all. Many potential candidates are ruling themselves out long before they ever apply. Making the talent shortage just as much an awareness gap as it is a skills gap. Interest in nuclear industry jobs isn’t translating into applications For many, nuclear still feels like a closed field. Highly technical, highly specialised, and only accessible through very specific academic routes. If someone doesn’t see a direct match between their background and that perception, they tend to rule themselves out without exploring further. That decision is often made before roles are fully understood and transferable skills are even considered. As Miguel Trenkel-Lopez put it, this isn’t a pure skills shortage. It’s a communication and awareness gap between what the industry needs and how those opportunities are understood. People with relevant experience in construction, infrastructure, project delivery, or other regulated environments don’t always recognise that their skills apply. At the same time, employers continue to look for candidates who already understand nuclear, reinforcing the idea that prior industry experience is a requirement rather than something that can be developed. The result is a mismatch on both sides. Talent exists and workforce demand exists. But they are not connecting early enough in the process. Nuclear capability is built through experience Nuclear capability isn’t something people arrive with fully formed. As Rani noted earlier, it’s developed over time through doing the job and gaining exposure to the operating environments. Jenifer Avellaneda’s path into nuclear reflects that. Her degree was in sustainable development engineering, not nuclear engineering. Her early exposure came through policy work at the International Atomic Energy Agency, followed by a transition into a technical role in probabilistic risk assessment. As Jenifer puts it, “you don’t need to be a nuclear engineer to come and work within the industry… We’re a super team here. Everybody’s welcome.” She describes a process of continuous learning, supported by mentors and hands-on experience. That pattern holds across roles. Supervised operations with simulation-based exercises and emergency drills as well as exposure to real systems build the level of judgement required in nuclear environments. The main obstacle into building this capability is creating clearer, more accessible entry points that reflect how the industry actually develops talent. That includes early careers routes with structured training in operating environments and lateral entry from adjacent sectors through structured reskilling and deployment models. If hiring continues to focus primarily on those already within the sector, the nuclear industry risks overlooking talent that is already capable, just not yet positioned within it. Nuclear career pathways are non-linear by design Once people enter nuclear, movement across roles, organisations and even sectors is common. Careers don’t follow a fixed path. They evolve through exposure and experience as opportunities show up across the nuclear programmes. That flexibility is built into the industry itself. As Rod Baltzer, Chief Executive Officer at Deep Isolation highlights, many of the skills required in nuclear already exist in adjacent sectors. Areas like oil and gas, construction, infrastructure, defence and other regulated environments all develop capabilities that translate directly into nuclear settings, from drilling and site operations to project delivery and technical oversight. This cross-sector movement is how the industry builds capability at scale. What can feel like a fragmented or unclear entry point is how the workforce is developed. The challenge is that hiring often doesn’t reflect that. Roles are still scoped around prior nuclear experience, even when the capability needed could be developed on the job. A large portion of viable talent remains outside the sector. Oversimplifying energy systems is distorting the nuclear industry narrative The way energy is taught has a direct impact on how nuclear is perceived. In many cases, education reduces energy systems to a simple classification: renewable or non-renewable. That framework is easy to teach. It is also misleading. Miguel Trenkel-Lopez highlights how this binary is introduced early, shaping how young people think about energy before they understand the system as a whole. Nuclear energy in particular is frequently misrepresented when it is grouped too simply into “non-renewable” alongside fossil fuels in the same category. Without acknowledging, lifecycle emissions, fuel efficiency, waste management, and its role in decarbonisation. It is interconnected, shaped by geography, infrastructure, policy, and demand. Renewable doesn’t always mean sustainable The term “renewable energy” is often treated as automatically “sustainable”, but the two are not the same. Miguel points to examples where renewable energy can become unsustainable, depending on how it is delivered: “Renewable isn’t the same as sustainable biomass, for example, becomes unsustainable if forests aren’t replanted, and even solar can fall short if its materials or labour practices are harmful. True sustainability goes beyond labels; it’s about long-term environmental impact, resource use, and people and the wider supply chains.” When considering whether an energy source is sustainability depends on a broader set of factors including: Long-term environmental impact Resource extraction and supply chains Land use and ecosystem balance Labour practices and social responsibility This wider picture is rarely reflected in early education. The result is a generation entering the workforce with a simplified view of energy, and nuclear positioned incorrectly within it. Why careers in nuclear need reframing The assumption that more education will solve the workforce challenge is understandable. It’s just not enough on its own. Across the industry, there is no single point of failure. What shows up instead is a gap between how people are developed, how roles are described, how hiring decisions are made, and the experience people need to be job-ready from day one. Capability in nuclear builds over time. It comes from exposure to real systems, and learning alongside experienced teams on site. Yet many entry points are still positioned as if that experience needs to exist before someone even gets through the door. This all continues to present nuclear careers as to narrow who sees it as an option. People with relevant backgrounds in construction, commercial, supply chain, infrastructure, or other regulated environments often don’t recognise their place in the sector. The work isn’t out of reach. It just needs to be described in a way that connects to what they already do. Shifting that starts with how roles are framed and how entry routes are designed. More clarity around where someone fits. More openness to adjacent experience. Better visibility of the types of roles that exist across nuclear programmes. A closer reflection of how capability is actually built once people are inside the industry. The talent is already there. It just isn’t finding its way in. Hot off the Grid Rullion’s Hot off the Grid series brings these perspectives from in-depth discussions with professionals working across the nuclear industry. From regulation and operations to education and early careers, the same themes continue to surface. You can explore these in more detail through our YouTube series.

Why your experience could be a fit for nuclear new build jobs

You might not think nuclear is a career for you. Most people don’t. The nuclear industry is often seen as a niche industry dominated by scientists and technical experts. However, nuclear projects rely on a much broader workforce, drawing on talent from construction, infrastructure, rail, energy, manufacturing and many other disciplines. Many of the people working in nuclear and nuclear new build jobs started their careers elsewhere, moving across with skills that transfer directly into large, safety-critical, complex programmes. If you’re considering your next move, this is a good piece to understand how nuclear projects work and where your experience could fit. Jump to: What are nuclear new build programmes? Types of nuclear new build jobs Where these roles sit across a project Moving into nuclear from other industries Early career routes into nuclear Why the nuclear workforce will keep growing Find your place in nuclear new build What are nuclear new build programmes? One of the biggest misconceptions about working in nuclear is that most roles require a nuclear background. In reality, nuclear new build programmes look much more like large-scale infrastructure projects, involving the design, construction, commissioning, and eventually live operations of a station. These programmes run over decades and require thousands of people across a wide range of disciplines While nuclear can sound highly technical, much of the work will be familiar to people with experience in infrastructure, construction, engineering or major project delivery. The difference is the environment the work sits within. Nuclear projects operate under rigorous regulatory and safety frameworks, where quality, assurance and compliance are built into every stage of delivery. Across the UK, this major nuclear new build programmes are already underway. Hinkley Point C is in active construction and has become one of the largest infrastructure projects in Europe. Sizewell C is moving into its next phase, preparing for major construction activity. Alongside this, programmes such as Small Modular Reactors, including the Rolls-Royce SMR, and the STEP fusion programme are progressing and will introduce additional projects and supply chains across the UK. Projects like these involve far more than housing a nuclear reactor. They include marine works, cooling systems, large reinforced concrete structures, turbine halls, substations, transport infrastructure, accommodation facilities, and complex digital control systems. This scale and complexity necessitate thousands of roles across engineering, project delivery, construction, digital systems, and operations. Much of that demand is met by people entering the sector for the first time. If you’re new to the sector, it helps to understand how these projects are structured and where different skills come into play. For an overview of the nuclear sector and its career pathways, read our guide to UK nuclear careers. Types of nuclear new build jobs So where do you actually fit into all of this? Nuclear new build programmes teams still look very similar to those on other large infrastructure projects, just operating within a different environment. It can help to break these projects down by the types of roles they actually require to understand where you might fit. Engineering roles Engineering sits at the core of new nuclear build projects. Civil engineers design and deliver major structures, mechanical engineers work on plant systems, electrical engineers manage power infrastructure and instrumentation, and nuclear site engineers and control experts manage complex operational systems. The difference is applying those skills within a more regulated environment. There is strong demand for engineers who are used to working in complex, safety-critical environments, particularly those coming from major infrastructure, energy, oil and gas, or defence projects. Project delivery and commercial roles Nuclear new build programmes operate at the scale of megaprojects. Project planners, programme managers, commercial managers, contract managers, and project controls professionals all play a key role in keeping delivery on track. People often transition into nuclear through these functions, bringing experience from other large-scale projects. Where managing timelines, budgets, and complex supply chains is already part of the day-to-day. Construction and site-based roles Construction is where workforce demand is most visible. Structural works, logistics, heavy lifting operations, quality assurance, and site management all contribute to delivering large-scale infrastructure on site. Many of these roles are filled by professionals with backgrounds in construction, civil engineering, or major infrastructure projects, bringing experience that transfers directly into the nuclear environment. Digital and systems roles Modern nuclear infrastructure projects rely heavily on digital systems. This includes simulation environments, control systems, cyber security, and digital monitoring tools used throughout both construction and operations. Digital and system roles are becoming increasingly important as projects integrate more advanced monitoring and operating systems. Supply chain and procurement Behind every nuclear new build programme is a large and complex nuclear supply chain. Procurement specialists, logistics professionals, manufacturing teams, and commercial specialists ensure services, materials, and components are delivered on time and to specification. For those with experience in supply chain or vendor management, this sector is a key area where skills transfer directly. Health, safety and compliance Nuclear projects also rely on a wide range of support roles, which are often less visible but equally critical to delivery. Health and safety, quality, environmental management, onboarding, screening, and workforce planning are all essential to keeping projects compliant and operating safely. Roles you might not expect Some roles on nuclear projects sit outside the areas people typically associate with the sector. On projects like Hinkley Point C, teams include marine specialists managing offshore logistics and environmental experts protecting habitats. It’s a much broader workforce than most people expect, with opportunities extending well beyond traditional engineering or construction roles. If your experience sits outside traditional nuclear roles, there may still be a clear place for it within the wider project. Where these roles sit across a nuclear project Nuclear new build projects develop over long periods of time, taking 15 to 20 years from early planning through to operation. As each phase progresses, the type of work changes, and so does the mix of roles required. Workforce demand on nuclear projects does not increase gradually; it builds in stages. Often accelerating quickly once construction activity expands. Early development teams may involve a few hundred specialists focused on planning, design, licensing, and regulatory work. As projects move into main construction, that number increases significantly. This pattern has already been seen on Hinkley Point C. As construction moved from early works into full delivery, workforce demand increased rapidly, with thousands of people required onsite to run civils, mechanical and electrical, construction, logistics, and project delivery in parallel. A similar pattern is now emerging at Sizewell C. The site workforce has already grown to more than 2,000 people per day as activity has progressed, with further increases expected as additional phases begin to overlap. During peak construction, projects of this scale can require around 10,000 thousands of workers on-site. This is a defining feature of a new nuclear build. Once a nuclear new build programme moves beyond construction, roles shift towards testing, commissioning and operational readiness, followed by long-term opportunities in maintenance, compliance and plant support once stations are running. This means there isn’t a single entry point. Opportunities open up at different stages depending on your experience and where nuclear projects are in their lifecycle. Moving into nuclear from other industries Because opportunities open up at different stages of a project, many people enter nuclear during periods of construction and delivery, bringing experience from other industries. The transition itself is often more straightforward than expected. In many cases, people move into similar roles to the ones they’ve already been doing, but within a different project environment. Common transition paths include: Oil and gas engineers moving into energy infrastructure projects Defence and aerospace engineers transferring safety and systems expertise Construction professionals moving from transport or infrastructure projects Digital specialists working on control systems and simulation platforms Location is also an important factor to consider. Nuclear new build sites such as Sizewell C and Hinkley Point C are based outside major cities, which can involve working on-site or relocating closer to the project. For many, this brings a different kind of experience. You’re closer to the delivery of major infrastructure, working alongside large multidisciplinary teams and seeing progress as it happens. For many, that is part of the appeal. You’re building experience in real time, working alongside specialists from different disciplines, and contributing to something you can physically see taking shape. It’s a different pace and a different kind of visibility on projects that will operate for decades. Early career routes into nuclear Nuclear new build is focused on building a future workforce just as much as it is about hiring experienced professionals. This means the sector is actively opening up to new talent. There is also a growing focus on improving workforce diversity and creating more inclusive entry routes into the industry. Projects such as Hinkley Point C have already trained thousands of apprentices; Sizewell C will support significant training, apprenticeship, and graduate opportunities as construction progresses. For those earlier in their careers, these routes offer the chance to gain experience within a live national programme from the outset. This often includes structured training and exposure to site environments and technologies, all alongside the opportunity to work with experienced teams across a wide variety of disciplines. Over time, that experience can open up different pathways across the different phases of a nuclear new build programme, so you’ll have opportunities to progress with the programme as it moves from construction through to commissioning and long-term operations. Why the nuclear workforce will keep growing The demand for nuclear skills is not being driven by a single project. It reflects a broader pipeline of work across the UK future energy systems as part of the wider energy transition. Where new nuclear stations are being developed alongside emerging technologies such as Small Modular Reactors and fusion programmes, like STEP. Projects like Hinkley Point C and Sizewell C sit within this wider programme. While each project runs over decades, they also overlap with one another, creating continuous demand across different phases. For many people, this points to a career path more stable than a short-term hiring cycle. Experience gained on one project can carry across to the next. That longer lifecycle supports ongoing roles in maintenance, compliance, upgrades, and plant support long after construction ends. Find your place in nuclear new build Nuclear new build isn’t limited to those who have built their careers in the sector. No matter if you already work in nuclear or are exploring how your experience could transfer, nuclear new build offers the opportunity to work on some of the UK’s most significant infrastructure projects. At Rullion, we support organisations and supply chain partners across the nuclear sector, helping connect people to opportunities across major projects like Hinkley Point C, Sizewell C, and the STEP fusion programme.

UK utilities hiring challenges employers cannot ignore in 2026

A couple of years ago, most discussions within the energy and utility landscape centred on targets and long-term ambition. At the Future of Utilities Energy Transition Summit, what stood out most was how much the conversation has shifted.Today, the conversation across the energy transition is far less about targets and far more about delivery, infrastructure, and workforce capability. UK utilities hiring is becoming one of the biggest risks to infrastructure delivery across the energy sector. Energy infrastructure projects, national power grid upgrades, and major energy transition programmes are all moving into delivery at the same time. However, many organisations are now facing the same challenge: projects are ready to move forward, but the utilities workforce required to deliver them is not in place early enough. The energy transition is no longer just a policy or technology challenge. It is increasingly a workforce planning, skills and delivery challenge across the entire energy infrastructure sector. Organisations that address UK utilities hiring and workforce planning early will be in a much stronger position to deliver projects on time and at scale. Why grid pressure and energy security are now driving hiring demand The industry has spent years talking about decarbonisation targets, but energy security and affordability are now major drivers of investment and infrastructure upgrades. For UK employers, this is changing the hiring landscape. National power grid modernisation and wider energy infrastructure projects require highly specialised engineering, commercial and project delivery capability. These are not new skillsets, but demand is now outpacing supply across the utilities workforce. Projects are not slowing down because ambition or funding is missing. They are slowing down because the right people are not in place early enough. This is leading to: Longer time to hire for critical infrastructure roles Increased competition between utilities, consultancies and contractors Greater reliance on contingent or project-based talent Growing pressure on utilities recruitment teams to secure talent earlier in the project lifecycle One statistic discussed at the event highlighted how quickly change can happen once economics shift. In China, around 50% of new cars sold are now electric vehicles, not primarily because of sustainability policy, but because electric vehicles have become the most economically viable option. As James Saoulli, CEO noted during discussions at the event: “If you want to drive change, you often have to start with the consumer and the economics. When it becomes the most viable option, that’s when things really start to move.” The same principle applies to energy infrastructure and the national power grid. Once technology becomes economically viable and scalable, adoption accelerates quickly, increasing pressure on infrastructure delivery and the utilities workforce needed to support it. Energy system complexity is rising faster than talent pipelines The UK energy system is becoming significantly more complex. The national power grid is now managing renewable generation, distributed energy, battery storage, electric vehicles and new nuclear capacity, all while maintaining energy security and affordability. This complexity is changing the types of roles organisations need within the utilities workforce. Employers increasingly need professionals who can operate across engineering, commercial, regulatory and digital environments rather than within narrow specialisms. Pierre Morvan, Head of Client Services EMEA, shared at the Future of Utilities event: “You’re also seeing new people coming into the space, learning and engaging, which is great. But more importantly, nuclear is taking on a new role within the energy mix. It’s becoming more directly connected to end users, rather than just acting as a link to the grid.” Talent pipelines have not evolved at the same pace as energy infrastructure projects. This is contributing to the UK skills gap and widening the talent shortage across the utilities sector. Utilities recruitment teams are increasingly looking for: Engineers with commercial awareness Commercial specialists who understand infrastructure constraints Project managers with energy infrastructure experience Digital and data specialists working within utilities environments The issue is not always a lack of people. Often, it is how organisations define roles and how they access talent from adjacent sectors with highly transferrable skills, such as rail, national infrastructure, construction, and technology sectors. Digital and AI capability is becoming core infrastructure in utilities and energy projects Digital capability is now core to energy infrastructure and utilities operations. Asset data, forecasting, AI and digital platforms are becoming central to how the national power grid operates and how utilities companies plan infrastructure investment. This creates another utilities recruitment challenge. Utilities organisations are now competing with technology companies, financial services and other sectors for digital and data professionals. As a result, the utilities workforce is changing. Utilities companies are no longer just infrastructure organisations. They are increasingly digital, data and technology organisations. This shift is changing how organisations approach utilities recruitment, workforce planning and long-term capability development. Another major theme across the Future of Utilities discussions was the changing role of the consumer in the energy system. Smart homes, solar, battery storage and electric vehicles are turning households into energy producers as well as consumers, with the ability to generate electricity and sell it back into the grid. James commented, “One of the most interesting sessions was hearing how homes will increasingly become energy producers rather than just consumers. This is extremely exciting!” This shift towards distributed energy, smart systems, and digital infrastructure means the utilities workforce of the future will need a much broader mix of engineering, digital, commercial, and data skills. The workforce conversation is changing, whether employers are ready or not One of the biggest shifts across the industry is how organisations are rethinking what a “skills shortage” actually means. Often, it is not simply a lack of people. It is how narrowly roles are defined and how rigid hiring criteria have been applied. The conversation is slowly shifting from talent shortage to talent access, development and workforce planning. Some organisations are addressing the UK skills gap by investing in training and development programmes to build capability rather than waiting for fully experienced candidates to become available. This is leading to more organisations: Hiring from adjacent infrastructure sectors Investing in training and development Building internal capability rather than relying only on external hiring Improving workforce planning linked to project timelines At the same time, ageing workforces, immigration policy changes, and global competition for technical talent mean organisations will need to be more creative in how they build their workforce over the next decade. What this means in practice What’s coming through consistently in the conversations we’re having is that hiring is still happening too late in the cycle. Teams are being built once projects are already underway, which is where delays start to creep in. By the time the gap is visible, the timeline is already under pressure. Bring workforce planning forward The organisations moving fastest are approaching this differently. They are mapping hiring against project timelines from the outset, rather than reacting once delivery has already started. That shift is important because it exposes another issue. When hiring is left too late, employers tend to fall back on very narrow role definitions in an attempt to reduce risk. This often makes roles harder to fill and slows things down further. Hire for capability, not just background There is a growing gap between how roles are defined and what the work actually involves. Projects now cut across technical and commercial boundaries, but hiring is still often based on tightly defined, role-specific experience. That mismatch is limiting access to talent. What we are seeing work is a shift towards capability. Employers that are open to transferable skills are accessing a much broader pool of people who can operate across that complexity, particularly when the right support is in place. Build capability, not just buy it There is still an assumption in parts of the market that the external talent pool will meet demand. For many specialist roles, that simply isn’t happening at the pace required. The organisations making progress are addressing this by building capability alongside hiring. That includes bringing people in from adjacent sectors and developing them to meet project requirements, rather than waiting for fully formed candidates to appear. This approach is helping teams become less dependent on an already stretched external market. We explored this in more detail in a recent webinar on reframing talent shortages. Embed digital into core teams A similar pattern is playing out with digital capability. In many organisations, it still sits alongside delivery rather than within it. That creates a disconnect between the tools being developed and how projects actually run. Where digital capability is embedded into core teams, it is improving decision making and helping projects move more efficiently. Where it isn’t, the impact is far more limited. The Future of Utilities The energy transition is often discussed as a technology or funding challenge, but increasingly it is becoming a workforce and delivery challenge. Across the UK and Europe, energy infrastructure investment and national power grid upgrades are all happening at the same time, and UK utilities hiring and workforce planning across the energy sector will be major factors in whether projects are delivered on time. Pierre shares, “What’s clear across Europe is that there’s strong agreement that renewables and nuclear are both key parts of the future. Even here in Amsterdam, speaking to companies from across Europe, you can see the same challenges and the same opportunities being discussed everywhere.” There is a lot of opportunity in the sector right now. That came through strongly last week. It remains one of the most attractive and meaningful areas to build a career. But the organisations that will succeed over the next decade will be the ones that treat workforce planning and capability development as a core part of their workforce strategy, not a downstream problem to solve once projects are already underway. Because increasingly, projects are not delayed by funding or engineering challenges. They are delayed because the right teams are not in place early enough. Workforce strategy is becoming infrastructure strategy.