The US nuclear energy industry is entering a new phase, and investment in nuclear infrastructure is increasing. New reactor projects are securing construction permits, and existing facilities are being earmarked for restarts or capacity increases. Similar developments are taking place across Canada, the UK, and Europe.
This is being driven by increasing demand for reliable power generation to support data centre development, while energy security and decarbonization remain governmental priorities. However, the expansion of nuclear power still depends on substantial investment and the ability to deliver complex construction programmes.
Understanding which milestones have been reached, and what they enable, will increasingly shape commercial decisions and workforce planning.
What Is Moving Forward in the US and North America
The US is pursuing several routes to expand nuclear capacity, from advanced reactor construction to increasing output from existing facilities. In May 2025, the administration issued four executive orders establishing new priorities for US nuclear energy policy, including an ambitious target to increase generating capacity from approximately 100 GW to 400 GW by 2050.
More importantly for the industry, the orders introduced measures intended to support reactor licensing and investment in technology and infrastructure development. Progress since then demonstrates how these policies are beginning to influence individual projects.
In March 2026, the US Nuclear Regulatory Commission (NRC) issued a construction permit for TerraPower's Natrium project in Wyoming, the first such permit for a commercial non-light-water reactor in the country.
This represents an important step for US nuclear energy because it allows authorised nuclear construction to proceed, subject to permit conditions. Commercial operation will still require further regulatory approval, but the milestone provides greater certainty for the project's engineering and construction programme.
Existing nuclear facilities offer another route to additional generating capacity. The US Department of Energy (DOE) is supporting efforts to restart previously closed plants, including Palisades in Michigan and the Crane Clean Energy Center in Pennsylvania. Alongside these projects, a federal initiative launched in 2026 aims to increase output from operating reactors through uprates.
These approaches present different delivery challenges. New reactor projects must establish the viability of their designs and construction programmes, while restarts depend on demonstrating that existing assets can safely return to service. Uprates require operators to assess whether equipment and plant systems can support additional generating capacity.
These differences influence where investment is needed and when specialist expertise becomes necessary.
The US is also addressing constraints beyond reactor construction. In January 2026, the DOE awarded $2.7 billion to strengthen domestic uranium enrichment capabilities, including production of fuel required by certain advanced reactors. Without sufficient fuel availability, even technically mature projects can face delays. Strengthening this part of the supply chain is therefore important to the longer-term expansion of US nuclear energy.
Canada provides a useful comparison. At Darlington, Ontario Power Generation received a licence in April 2025 to construct the country's first BWRX-300 small modular reactor (SMR). Further regulatory progress in March 2026 enabled additional construction activity.
As an early deployment of this technology, Darlington may provide valuable experience for other projects using the same design. For North American suppliers, this creates opportunities to apply lessons across markets rather than develop capabilities independently for every project.
How the UK and Europe Compare
Across the UK and Europe, nuclear development is also progressing, although countries are pursuing different technologies and investment strategies.
The UK's Sizewell C project reached financial close in November 2025, establishing the investment arrangements supporting construction of a new 3.2 GW nuclear power station. Financial close provides greater certainty for procurement and long-term supplier planning, although managing construction costs and schedules remains essential.
The UK's SMR programme is at an earlier stage. Rolls-Royce SMR has been selected as the preferred technology partner, with Wylfa in North Wales identified for the first development. Design activity is progressing, but further approvals and investment decisions remain necessary.
These projects demonstrate why nuclear momentum cannot be measured by announcements alone. Sizewell C has reached a stage where businesses can plan against a funded construction programme, while the SMR programme is establishing the foundations for future deployment.
In the European Union, the picture is more varied. Some countries are pursuing new reactors, while others are extending the operating lives of existing facilities.
In March 2026, the European Commission published a strategy to accelerate SMR development, with an ambition to bring Europe's first SMRs online by the early 2030s. Its Nuclear Illustrative Programme also estimated that approximately €241 billion of investment would be needed by 2050 to support member states' ambitions for existing and new large-scale nuclear facilities. Across Europe, national differences in regulation, financing, and project maturity will continue to influence where and when investment becomes commercially viable. Businesses need to assess the certainty behind individual programmes before committing.
What This Means for Nuclear Talent
The growing number of nuclear programmes does not automatically translate into immediate hiring demand. Workforce requirements depend on existing capabilities, and when organisations expect work to begin. Nevertheless, there is evidence of increasing workforce activity.
The DOE's 2026 Energy and Employment Report recorded approximately 2,300 additional workers in US nuclear electric power generation during 2025. In the UK, the Nuclear Skills Plan aims to support 24,000 new roles across civil and defence nuclear by 2030.
The most important question will be how workforce requirements will change as projects progress.
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1. Development and licensing
Early-stage projects need leadership and technical expertise capable of translating a proposed reactor programme into an approvable and financially credible project. The immediate requirement may be a relatively small team with substantial specialist experience, supported by external engineering and advisory partners.
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2. Engineering, procurement and construction
Once construction is authorised, attention shifts towards engineering coordination and supplier oversight. Experienced professionals from other major infrastructure and highly regulated industries can contribute in these areas. However, transferring into nuclear requires an understanding of the safety culture and regulatory obligations that govern the work.
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3. Commissioning and operations
Later-stage projects introduce further requirements. Employers must establish teams capable of operating facilities safely while retaining the technical knowledge developed during construction.
These transitions require careful planning. Recruiting too early can increase costs if programmes are delayed, while waiting until construction begins may restrict access to key capabilities.
For experienced professionals, the expansion of US nuclear energy and developments elsewhere create opportunities across different project stages. Understanding where their expertise fits, and whether additional nuclear training is required, will be important when considering new roles.
Preparing for the Next Stage of Delivery
The progress being made across North America and Europe provides reasons for confidence in nuclear development. However, not every announced project will reach construction, and delivery schedules will remain dependent on financing, regulatory decisions, and supply-chain capacity.
Effective workforce planning requires employers to align recruitment with project milestones, and at the same time identify opportunities to develop internal capabilities, or recruit from adjacent industries where experience is transferable.
At Brightsmith, we work with energy and infrastructure businesses to identify the leadership and specialist expertise needed to support growth and project delivery. Through executive search, specialist recruitment, interim talent, and workforce planning, we support organisations as their requirements evolve.
If you're preparing for the next stage of a nuclear programme or reviewing your workforce requirements, contact Brightsmith to discuss your nuclear recruitment and workforce requirements.
