Webinar Recording

Reframing the Talent Shortage in Regulated Industries Webinar

Catch the full discussion between Dan Crerand, John Shepherd, and Miguel Trenkel-Lopez on whether regulated industries face a talent shortage or an over-reliance on scarcity thinking.

The discussion looks at how these challenges affect the wider energy and critical infrastructure sectors, including the growing workforce demand across the nuclear new build supply chain.

<h1><span style="color: rgb(84, 7, 91);">Reframing the Talent Shortage in Regulated Industries Webinar</span></h1>

The energy transition is accelerating, but the workforce needed to deliver it isn’t keeping pace.

Across the UK energy sector, organisations frequently point to a growing talent gap. From nuclear projects to renewable energy infrastructure, the demand for skilled professionals continues to rise faster than traditional hiring pipelines can supply them.

But what if the problem isn’t simply a talent shortage, but how the industry defines and accesses talent?

Featuring Miguel Trenkel-Lopez, Founder of Megawatt, and Rullion’s Train to Deploy Director, Dan Crearand, and Client Services Director for the Energy and Utilities industries, John Shepherd, our panel explored how shifting from a mindset of scarcity to one of abundance can help organisations rethink recruitment, attract new generations of talent, and unlock previously overlooked candidates.

Recording Timestamps

00:00 Introductions

02:59 Understanding the talent shortage challenge

05:08 Reframing the narrative: abundance vs. scarcity

11:28 Innovative approaches to talent acquisition

14:03 Megawatt: raising energy literacy through play

21:43 Train to Deploy: a new model for talent development

30:33 Q&A: practical solutions to talent challenges

31:18 The climate anxiety and job purpose connection

32:26 Bridging the gap: engaging young talent in energy

39:09 Tapping into hidden talent pools

41:00 Reframing recruitment: access and inclusivity in hiring

48:35 Integrating social value into business strategy

52:55 From scarcity to abundance mindset in energy sector

Closing remarks

Your questions answered

Here are a few of the questions we received from our audience:

There is undoubtedly a growing demand for skilled professionals across the energy sector, particularly in areas like nuclear, renewables, and power grid infrastructure. However, many organisations are beginning to recognise that the issue is not only a lack of talent, but how accessible those careers are to new entrants.

Broadening entry pathways by rethinking experience requirements and investing in training programmes can significantly expand the available talent pool.

The nuclear sector faces one of the most significant workforce challenges due to the scale of upcoming infrastructure projects.

Addressing the shortage requires a combination of strategies:

  • Expanding graduate and early-career pathways
  • Investing in retraining programmes for adjacent industries
  • Developing faster, more flexible training models
  • Building stronger partnerships between industry and education

Programmes designed to rapidly develop job-ready talent, like Train to Deploy can play an important role in accelerating workforce readiness.

Major nuclear infrastructure projects rely on a vast supply chain spanning engineering firms, specialist manufacturers, construction partners, and technical service providers. As the UK moves forward with new nuclear builds, the demand for skilled workers will extend across hundreds of organisations supporting these projects, as already seen with Hinkley Point C.

This means the nuclear workforce shortage cannot be solved by individual companies alone. Supply chain partners will need to work collaboratively to attract new talent, develop early careers pipelines, and invest in workforce training to ensure the sector has the capability required to deliver long-term critical infrastructure programmes like Sizewell C and the Rolls-Royce SMR.

Across the UK’s energy and infrastructure sectors, roughly one in three workers are aged over 50, highlighting the scale of the retirement cliff facing the industry just as demand for new skills continues to grow.

Replacing retiring expertise while supporting the transition to a low-carbon energy system means engaging younger generations is essential to maintaining the sector’s long-term capability.

Many younger professionals are motivated by purpose and impact. Connecting careers in energy to climate solutions, sustainability, and real-world innovation can make the sector far more visible and appealing.

Organisations can help attract the next generation by:

  • Improving energy literacy
  • Highlighting the range of roles available
  • Showing clear pathways into critical infrastructure industries

Access is one of the most powerful ways to address the talent gap. By expanding recruitment beyond traditional pipelines and considering candidates from different backgrounds, industries, and career stages, organisations can unlock new sources of talent that might otherwise be overlooked.

Inclusive hiring practices help address the structural causes of the UK skills shortage just as much as they support diversity.

Key takeaways

To address the talent shortage, regulated industries like the energy sector needs to adopt an abundance mindset

The talent shortage narrative may be limiting progress

While demand for skilled professionals is rising across many regulated industries, focusing only on talent scarcity can prevent organisations from recognising untapped talent pools.

Access matters as much as skills

Traditional hiring requirements exclude many potential candidates. Expanding early careers pathways, apprenticeships, and entry-level routes into the industry can unlock access to multiple avenues of talent that might otherwise be overlooked.

Purpose attracts the next generation

Younger professionals are often motivated by work that connects to climate solutions and real-world impact. Initiatives that improve energy literacy, such as educational tools like Megawatt, can help make the sector more visible and accessible to future talent.

Training models need to evolve

Traditional education pathways alone cannot meet the pace of workforce demand. Workforce development models such as Train to Deploy show how organisations can invest in structured training that develops the specific skills needed for critical infrastructure roles.

Collaboration across industry is essential

Addressing the nuclear workforce shortage and wider skills gap will require collaboration between employers, educators, and training providers to create new entry routes and scalable training solutions.

An abundance mindset unlocks talent opportunities

By shifting the narrative from shortage to possibility, organisations can identify new ways to attract, train, and retain talent.

Train to Deploy Toolkit

Build your future workforce sustainably

Solving the energy sector’s talent challenges requires more than traditional hiring approaches. The Train to Deploy toolkit is a great first step in exploring how organisations like yours can accelerate workforce development, reduce hiring risk, and build sustainable talent pipelines.

<h2>Build your future workforce <span style="color: rgb(189, 51, 131);">sustainably</span></h2>

Continue the conversation

For organisations looking to go further, John Shepherd works with employers across energy, nuclear, and critical infrastructure to explore workforce challenges and design solutions that build long-term capability.

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

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.

By Rullion on 02 April 2026

NEWS
Rullion strengthens fusion presence with Culham Campus office

Rullion strengthens fusion presence with Culham Campus office

Rullion has relocated its Fusion team to a new office at Culham Campus, strengthening its presence at the centre of the UK’s fusion community. The team has long supported organisations based at Culham, but establishing a new home on campus marks a deeper commitment to the fusion sector. As the site continues to grow as a hub for fusion research, technology development, and commercial collaboration, being embedded within that environment enables closer working relationships across the wider fusion ecosystem, including organisations such as the UK Atomic Energy Authority (UKAEA). John Shepherd, Client Services Director, shared his perspective on strengthening Rullion’s presence at the heart of the fusion sector: “Culham Campus sits at the centre of the UK’s fusion community. Having our team based here reflects how important it is to work alongside the organisations driving this technology forward. Fusion represents a major opportunity for the future of energy, and delivering it will depend on building a workforce with highly specialised skills. Our role is to support that growth by connecting organisations with the talent they need, both in the UK and internationally.” Rullion is a proud member of the Fusion Skills Council and continues to play an active role in addressing the workforce demands facing the sector. As fusion moves from research into increasingly complex engineering and commercial programmes, access to specialist capability is becoming more significant. The team supports both contingent hiring and permanent hiring across highly technical disciplines, including: Plasma Physicists Tritium Fuel Cycle Engineers Cryogenics Consultants Tokamak specialists Robotics Engineers Alongside this, Rullion has expanded its international recruitment capability, supporting global mobility and bringing expertise to the UK where it is needed. This enables fusion organisations to access talent from established scientific and engineering markets including: Australia France Italy Switzerland By basing the team at Culham Campus, Rullion is reinforcing its position as a leading recruitment partner within the fusion sector and strengthening the relationships that will shape the next phase of fusion energy development.

By Rullion on 04 March 2026