Workforce readiness emerges as a key enabler of Canada’s nuclear buildout

Canada’s nuclear sector is entering a period of renewed activity, driven by refurbishments, life-extension projects, and the potential deployment of new reactors across multiple provinces. While these projects represent a significant opportunity for clean energy development and long-term job creation, a new workforce study shows that labour availability will be a decisive factor in whether projects can be delivered on time and at scale. 

A workforce assessment commissioned by the Canadian Nuclear Association examines labour demand and supply across the nuclear value chain from 2025 to 2050. The study assesses two scenarios: one based on planned and signalled projects totalling 22.3 gigawatts, and a second reflecting the estimated requirement for 50 gigawatts of new non-emitting baseload electricity by 2050. 

Workforce shortages expected to emerge around 2030 

One of the clearest findings from the study is that workforce shortages are expected to begin around 2030, with pressures intensifying into the early 2040s. This timing reflects the convergence of two trends: an aging workforce and increasing construction and operational activity associated with new nuclear projects. 

Between 20 and 31 percent of the current nuclear workforce is expected to reach retirement age between 2030 and 2035. This creates near-term risks to continuity in skilled trades, engineering, operations, and technical leadership roles. Given the long lead times required to train, qualify, and license nuclear professionals, the study finds that replacement capacity will not keep pace without early and targeted action. 

Skilled trades and engineering roles face the most acute gaps 

Across both scenarios, workforce gaps are most pronounced in skilled trades and specialized engineering roles, which are critical throughout construction, refurbishment, and operations phases. The study identifies persistent shortages in occupations such as ironworkers, industrial electricians, steamfitters and pipefitters, mechanical engineers, and engineering managers. 

While some occupations involve relatively smaller numbers of workers, the study notes that highly specialized roles, including radiation protection and certain technical and regulatory functions, may pose disproportionate challenges. These positions often require extensive training, certification, and security clearance, making them difficult to scale quickly. 

Workforce demand varies by province and project sequencing 

Workforce demand is unevenly distributed across regions. Ontario faces the highest absolute demand due to ongoing refurbishments and planned new build projects. New-to-nuclear jurisdictions, including Saskatchewan and Alberta, face steeper challenges relative to their existing workforce capacity. 

The study finds that project sequencing across provinces will significantly influence the severity of workforce shortages. Simultaneous peak construction activity could intensify competition for labour, while improved coordination and labour mobility could help smooth demand and reduce pressure on regional labour markets. 

Education, training, and mobility systems are misaligned with future needs 

The study highlights a persistent misalignment between workforce needs and current education and training systems. Nuclear-specific training programs remain limited, apprenticeship pipelines are constrained, and practical, job-ready experience is not consistently integrated into training pathways. 

These challenges are compounded by interprovincial credential recognition and licensing barriers, which restrict the movement of skilled workers across regions. The study finds that Canada is underutilizing transferable skills from adjacent sectors such as mining, oil and gas, aerospace, and other regulated industries, particularly in provinces preparing for new nuclear deployment. 

Expanding participation is critical to workforce sustainability 

Participation from women, Indigenous Peoples, newcomers, and youth remains low across much of the nuclear workforce. Barriers identified in the study include limited awareness of nuclear career pathways, geographic and relocation constraints, and uneven access to inclusive training opportunities. 

Without expanding participation, the available talent pool will remain constrained, exacerbating projected workforce shortages. The findings underscore the importance of inclusive, place-based workforce strategies that align local training with real employment opportunities, particularly in communities near proposed project sites. 

Workforce capacity is now a delivery risk 

Taken together, the findings point to a broader conclusion: workforce readiness is no longer a secondary consideration, but a core enabler of nuclear project delivery. Without coordinated action, workforce shortages risk delaying projects, increasing costs, and weakening Canada’s ability to scale nuclear energy in line with climate and energy security objectives. 

At the same time, the study reinforces that nuclear development represents a significant opportunity to create high-skilled, high-paying, long-term jobs across Canada, provided workforce planning keeps pace with project timelines. 

Introducing the MADE for Nuclear workforce strategy 

In response to these findings, CNA has released the MADE for Nuclear workforce strategy, which outlines a coordinated approach focused on four areas: labour mobility, attraction and retention, diversity and inclusion, and education and skills alignment. 

The strategy emphasizes practical actions that can be led collaboratively by industry, governments, educators, and communities to strengthen talent pipelines, reduce barriers to workforce mobility, and better align training systems with future nuclear workforce needs. 

Why this matters 

For industry stakeholders, the study underscores that early and coordinated workforce planning will be essential to managing project risk and sustaining sector growth. Workforce availability is increasingly intertwined with regulatory timelines, cost certainty, and investor confidence. 

As Canada’s nuclear ambitions continue to evolve, ensuring that people, skills, and systems are ready will be as important as the projects themselves.