The Canadian Nuclear Association commissioned a study to assess the workforce needed to support the future demand for Canadian nuclear power. The critical period will be over the next five years. Ontario, Saskatchewan, New Brunswick, and Alberta are currently increasing nuclear capacity. However, about 25% of core technical workers will reach retirement age by 2030. The Canadian nuclear industry will have to respond to this development to be able to complete future projects, both those already in the planning stages and those under consideration.
The good news is that future projects can lead to the creation of high-value jobs. The report indicates that skilled trades, specialized engineering, and support functions will be in high demand. The ability to take advantage of the opportunities depends on effective policies and incentives.
Above and beyond the prospect of an aging workforce, the industry will have to deal with:
- Global competition for skills and expertise as nuclear power is seen as an increasingly valuable low-emission electricity source.
- A potential shortage of skilled trades professionals beginning in 2030.
- Evolving technology, such as small modular reactors, digital twins, data centers, and AI-driven innovations, that will require novel skillsets.
Canada’s training systems, credentialing processes, and labour mobility structures are not adequate to avoid impending shortages. Gaps are especially acute in skilled trades and technical leadership. Participation also remains low among women, Indigenous peoples, youth, and newcomers to Canada. Without urgent, coordinated action, these pressures will delay projects and increase their costs. They will also undermine Canada’s competitive position in the next generation of nuclear development.
The Canadian Nuclear Association has concluded from this study that we must transform our talent development systems. From now until 2050 we have the opportunity to lead the buildout of clean, reliable nuclear energy, support regional economic development, and provide jobs for the next generation. The CNA’s strategy (“MADE”) encompasses four human resource dimensions:
• Mobility
• Attraction and Retention
• Diversity
• Equity
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