Transforming nuclear delivery through talent and technology

Markets

Nuclear

Chris Conboy

Managing Director, Nuclear & Power, EMEA, Warrington, United Kingdom contact form+44 1925 23 8139

As countries around the world commit to ambitious new nuclear targets, supply chains across the world are mobilising to respond to the scale and urgency of what lies ahead. Meeting these goals will take more than building new reactors: It demands a fundamental rethink of how we deliver projects and, just as importantly, how we attract and recruit the talent that will drive our sector forward.

Delivering Differently: Harnessing Technology

Project delivery in nuclear is not what it used to be. Digital tools are now central to how we design and build, with significant progress in how we leverage data to inform decisions and unlock efficiencies, from design and digital rehearsals in construction phase to predictive maintenance and automation at every stage of the project lifecycle. Robotics are improving safety and speeding up decommissioning.

This digital shift is transformative, but technology alone will not solve our challenges. The pace required in the sector means far closer collaboration across the supply chain, working collectively to deliver as one team towards common goals and project outcomes.

At project level, the benefits of collaboration are well-documented: research by the UK’s Construction Leadership Council calculated closer alignment during planning and design phase of projects could unlock around 20% in cost and time efficiencies, streamlining delivery and compounding the benefits of replication and modern methods of construction on out-turns.

Transforming nuclear delivery through talent and technology

Plugging the skills gap

The IAEA estimates the sector will require 200,000 to achieve the global goal of tripling nuclear capacity by 2050. The nuclear sector’s future depends on our ability to attract, retain, and develop talent to build a bigger and more diverse industry, and we can’t rely on traditional recruitment methods alone.

The industry needs to attract people from a wider range of backgrounds and disciplines to ensure we have the perspectives to solve complex problems, the skillsets to realise the potential of data and technology, and leaders that build better relationships and working cultures to provide better outcomes for projects and our industry as a whole.

Earlier this year, AtkinsRéalis ran a two-day ‘Hackafuture’ event, replacing interviews with a two-day hackathon. No engineering degree or specific qualification was required to enter, and we advertised outside the usual nuclear channels, attracting hundreds of entries (none of whom had considered nuclear as a career beforehand).

The results were clear. Out of 600 applicants, there was a 50:50 gender split. 100 took part in the event and the ten winners were offered a permanent role and are now working in our UK teams. It’s just one example of recruiting for digital roles, but it shows how thinking differently about recruitment has had a big impact in how we make the sector an attractive destination for people who would never have traditionally considered nuclear as a career choice.

Plugging the skills gap also means building new partnerships and supply chains that leverage a global talent pool and bring together technical skills form around the world. At AtkinsRéalis, our Global Technology Centre in India is a prime example: combined with investment in systems and technology for seamless cross-border working, we’re connecting nuclear projects around the world with experienced engineers and highly qualified professionals from a country where over a million engineers graduate each year.

A Call to Action for the Nuclear Sector

This is a truly exciting time for the sector, but as we look to the future, the message is clear: the nuclear industry must deliver and recruit differently if we are to meet the challenges and seize the opportunities ahead.

But there is more to do. We must continue to innovate in how we deliver projects, harnessing technology and global talent to drive efficiency and excellence. We must be bold in how we recruit, reaching out to new talent pools and creating pathways for people from all backgrounds to build rewarding careers in nuclear.

Whether adopting new behaviours or speeding up digital transformation, this need to do things differently demands a shift in culture at organisational level and across the sector.

By doing things differently—by embracing technology, collaboration, and diversity—we can secure the future of our industry and ensure that nuclear remains at the heart of a sustainable, inclusive, and prosperous energy future.

Looking Ahead

The message is simple. The nuclear industry must change how it delivers projects and how it recruits talent. There is real momentum in the sector, but there is more to do.

We need to keep innovating in project delivery. We must reach out to new talent pools and create pathways for people from all backgrounds. By focusing on technology, collaboration, and diversity, we can secure the future of our industry and help build a sustainable energy future.