TEPCO’s Nuclear Fleet in 2026

Decommissioning at Fukushima, Restart at Kashiwazaki–Kariwa — and the Skills This Moment Demands

Tokyo Electric Power Company (TEPCO) sits at the centre of two of the most consequential nuclear workforce stories of our era; the multi‑decade decommissioning of Fukushima Daiichi and the restart of Japan’s largest nuclear station, Kashiwazaki–Kariwa (KK). TEPCO’s own “Nuclear Power Generation” hub lays out the company’s fleet, its BWR technology base, and the post‑accident safety reform agenda, context that is vital for anyone building a career or team in nuclear today.

At Fukushima Daiichi, the company continues a complex, multi‑pillar decommissioning program that includes contaminated‑water management, spent‑fuel removal, fuel‑debris retrieval, and waste handling, all under an evolving Mid‑and‑Long‑Term Roadmap led with government oversight. The official progress dashboard details this structure while showing unit‑by‑unit status and risk‑reduction priorities.

At Fukushima Daini, separate from Daiichi but equally significant from a workforce perspective, TEPCO formally decided in 2019 to decommission all four units, a move taken to align with community expectations and to coordinate human resources alongside the Daiichi program; follow‑on filings with METI codified the change in business operations.

Meanwhile, in Niigata Prefecture, Kashiwazaki–Kariwa has entered the restart phase following years of safety and security upgrades and local consultations, with Unit 6 starting up on January 21, 2026, then pausing after an alarm in the control‑rod operation monitoring system, and subsequently rescheduling restart activities for February with commercial operation targeted for mid‑March subject to inspections. TEPCO’s long‑paused Higashidori ABWR project, for its part, remains on the map in company materials as an essential future source even as the utility publicly emphasises restarts over new builds in the near term.

The Fukushima Daiichi story is, above all, a demonstration of decommissioning at industrial scale. TEPCO describes a program that advances along multiple fronts, contaminated‑water measures, spent‑fuel pool activities, debris retrieval, waste management, and continuous safety improvements, with the risk‑mitigation plan and schedule adjusted as new technical findings arise. Within that program, the first trial retrievals of fuel debris at Unit 2 were conducted in November 2024 and again from April 15 to 23, 2025, using a telescopic device to grasp and containerize small debris samples, historic milestones that validate tooling concepts, handling methods, and remote operations needed to scale future retrievals. The Fuel Debris Portal centralises these updates and lays out data and timelines as TEPCO moves from trials toward larger‑volume retrievals across units.

Another pillar of the Fukushima effort, ALPS‑treated water management, has proceeded with international oversight. Since August 2023, treated and diluted water has been released in batches with the International Atomic Energy Agency (IAEA) conducting independent sampling, on‑site measurements, and multi‑country laboratory corroboration; a sequence of 2025 reports reaffirmed consistency with relevant international safety standards, and an IAEA‑led mission in February 2026 carried out additional seawater and fishery product sampling with laboratories from several countries to support ongoing transparency.

For professionals, this phase underscores demand not only for engineering and operations but also for radiochemistry, environmental monitoring, and public communication disciplines that can withstand international peer review.

Kashiwazaki–Kariwa’s return to operation is equally instructive for careers and teams.

As one of the largest nuclear sites in the world, seven reactors and more than 8 GW of capacity, the station’s upgraded systems and defences reflect years of investment to meet stringent post‑Fukushima standards. The recent Unit 6 timeline captures the reality of complex restarts; after the January 21, 2026 reactor startup, an alarm the following day in the control‑rod operation monitoring system triggered a pause and root‑cause analysis that traced the behaviour to a new inverter detection function; TEPCO adjusted settings and staged a resumption on February 9, with power generation and grid synchronisation planned for mid‑February and a temporary shutdown for checks before the final inspection toward mid‑March commercial operation, all subject to regulatory confirmation.

The political pathway has also moved in tandem, with Niigata Prefecture signalling acceptance of restarts for Units 6 and 7 in late 2025, coverage that reflects the culmination of technical, regulatory, and community engagement processes converging on a restart decision. For practitioners, that convergence translates into immediate demand for operations readiness, probabilistic risk assessment, equipment reliability, severe‑accident and security upgrades, human factors and training, and supply‑chain QA/QC, especially for ABWR‑specific systems.

Fukushima Daini, while quieter in headlines than Daiichi, is an equally durable employer of decommissioning skills. TEPCO’s 2019 decision and subsequent “Basic Decommissioning Policies” place workforce planning at the centre, explicitly acknowledging the need to sequence resources across both Fukushima sites and to involve local companies in dismantling and materials management to support regional revitalisation. That, in turn, builds multi‑decade opportunities in industrial safety, spent‑fuel logistics and dry storage, waste characterisation and packaging, contracting and procurement, and sustained community liaison – capabilities that will find markets far beyond Fukushima as the global D&D pipeline grows.

Higashidori provides a useful reminder that Japan’s future options still include new ABWR capacity even if TEPCO’s near‑term strategy emphasises restarts. The company’s site description frames Higashidori as an essential future source for stability, environmental performance, and economics, while industry reporting in 2025 conveyed TEPCO’s focus on bringing idled reactors like Kashiwazaki–Kariwa back online before undertaking new‑build commitments. For career planning, that means individuals who can navigate both restart regimes and long‑lead development processes will be particularly valuable when the investment window reopens.

Across these programs, the skills mix that the moment rewards are shifting from narrow specialisation toward integrated proficiency at the interface of technology, regulation, and public trust. Decommissioning success increasingly depends on tele‑operated tooling, remote characterisation, cutting and segmentation, dose modelling, and graded QA in unique waste streams, combined with the kind of environmental science and data transparency required for IAEA‑grade corroboration and inter‑laboratory comparisons.

On the operations side, restart readiness favours engineers who can update PRA models, execute EOP/SAMG drills, integrate cybersecurity with physical protection, sustain configuration management, and tune human performance programs to BWR/ABWR specifics, a capability set made vivid by the Unit 6 inverter‑detection episode and TEPCO’s methodical diagnostic and governance response.

Regulatory and stakeholder fluency is no longer optional, either, as prefectural assemblies and local governments weigh consent; the Niigata pathway shows that consistent engagement and clear safety cases are part of the technical work.

Roles emerging as high‑impact in the 2026–2030 horizon reflect that blend. Decommissioning systems engineers who can integrate manipulators and crawlers, design mock‑ups, and drive ALARA outcomes in constrained, high‑radiation spaces are already pivotal at Daiichi.

Radiation protection specialists and environmental scientists who can manage dose fields while implementing marine sampling and ALMERA‑aligned chains of custody are in demand as international missions expand.

Waste strategy leaders who can characterise, condition, and route novel streams with meticulous QA are building templates that other sites will adopt.

On the restart side, BWR/ABWR‑savvy start‑up test engineers capable of running cold and hot functionals, diagnosing anomalies under schedule pressure, and documenting to regulator‑ready standards are essential at KK.

Finally, regulatory affairs and community engagement specialists who can sustain consent through precise safety communication and coordination with emergency‑planning stakeholders are now as core to program success as any technical discipline.

All of this sits within a global market that is tightening for experienced nuclear talent. The World Nuclear Association’s 2025 performance reporting shows nuclear generation reaching a new record of roughly 2,667 TWh in 2024, with more than 70 reactors under construction, momentum that amplifies competition for people who have lived restart or decommissioning cycles.

For candidates, the most persuasive currency is documented problem‑solving under oversight; the ability to point to a safety or quality gap you closed, with an evidence trail and artifacts that would satisfy a regulator or IAEA reviewer.

For employers, the investment case is clear: establish training pipelines that pair junior professionals with veterans of Fukushima D&D and KK restart preparations, because the window to transfer that institutional knowledge is open but not forever.

If you want to go deeper into the source material, TEPCO’s Nuclear Power Generation overview and it’s Our Business, Nuclear safety reform pages provide the corporate baseline, while the Fukushima Daiichi decommissioning dashboards and Fuel Debris Portal give program‑level granularity. For the restart picture, TEPCO’s Kashiwazaki–Kariwa updates and industry coverage from late 2025 through early 2026 trace the technical and local‑consent sequencing, and the IAEA’s ongoing updates and missions offer independent context on treated‑water monitoring and environmental safety. And for Fukushima Daini’s long‑horizon decommissioning market, the 2019 decisions and policy documents remain the foundation for workforce and supply‑chain planning.

The final takeaway is straightforward. For individuals, cultivate experience that shows you can deliver under high scrutiny, and learn to communicate your technical work in the language of verification and stakeholder trust. For organisations, build teams that marry restart readiness with decommissioning discipline, and formalise mentorship before today’s practitioners retire and the learning curve steepens again. TEPCO’s evolving story is more than news; it is a talent blueprint for the next decade of nuclear.

Picture: TEPCO

International Day of Women & Girls in Science

Why It Matters to the Nuclear Workforce

Observed every year on 11 February, the International Day of Women and Girls in Science (IDWGIS) was proclaimed by the UN General Assembly in December 2015 (Resolution A/RES/70/212) and first celebrated in 2016.

In 2026, this marks the 11th observance, with UNESCO’s theme “From vision to impact: Redefining STEM by closing the gender gap.”

Why this day exists

The Day recognises that science and gender equality must advance together to tackle global challenges, yet women remain under‑represented, about one in three researchers worldwide, and face persistent barriers from education through to leadership.

UNESCO’s latest snapshots also show women make up roughly 35% of STEM graduates globally, and only around one in ten STEM leaders is a woman, highlighting the long road from classroom to C‑suite.

The state of play: Key facts (global)

Share of women among researchers: ~31.7% (2021 global estimate); using the most recent comparable country set (2018–2021), ~33.7%.
STEM graduates: ~35% are women; progress has been slow over the last decade.

These figures matter for energy security, climate transition and health, areas where nuclear science and technology are pivotal.

Zooming in on nuclear: Representation & momentum

Workforce representation: Across OECD‑NEA countries, women constitute about a quarter of the nuclear workforce and are particularly under‑represented in STEM and upper management/executive roles.
Global headline: The IAEA reiterates that women account for “only a fifth” of the worldwide nuclear workforce and is scaling programmes to close the gap.

Talent pipeline initiatives are making a difference:

IAEA Marie Skłodowska‑Curie Fellowship Programme (MSCFP), launched in 2020, had 560 fellows by end‑2023, offering Master’s scholarships plus internships to help graduates move into nuclear roles.
By Sept 2025, cumulative support had grown to ~760 women from 129 countries, signalling accelerating uptake.
The IAEA Lise Meitner Programme (LMP), started in 2023, provides multi‑week visiting professional experiences to early‑ and mid‑career women at host laboratories and facilities worldwide.
The IAEA’s “Nuclear Needs Women” campaign consolidates these efforts and underscores the climate, health and food‑security case for inclusion. UK pipeline signals (relevant to employers and educators)

A‑level physics, a key gateway into nuclear, saw girls make up ~23.3% of entrants in 2024. Participation is rising, but parity remains distant.
The UK industry community has set bold targets; for example, Women in Nuclear UK continues to advocate actions aligned to the sector goal of 40% women in nuclear by 2030.

Why the observance matters for the nuclear sector

Skills & capacity: Advanced reactor deployment, decommissioning, isotope supply chains and nuclear medicine all depend on a larger, more diverse skills base; under‑representation is a lost innovation opportunity.
Safety & performance: Diverse teams improve decision‑making and risk awareness, core to nuclear safety, security and safeguards.
Net zero & societal impact: Inclusion directly supports energy transition, cancer care and food security, where nuclear technologies deliver measurable benefits.

Practical actions for organisations (that work)

1) Build the early‑career pipeline intentionally

Partner with schools and colleges to demystify physics and nuclear pathways; amplify female role models and offer site visits, job‑shadowing and technical tasters.
Promote sponsored Master’s routes and internships (e.g., signpost candidates to the IAEA MSCFP and create matching in‑house placements).

2) Recruit for breadth, assess for potential

Use skills‑based hiring and structured interviews; audit job adverts for gender‑coded language; ensure mixed‑gender panels in technical assessments. Evidence from NEA’s international dataset links inclusive practices to better retention and leadership progression.

3) Retain and advance

Establish sponsorship (not just mentorship), transparent promotion criteria and rotational assignments that give women P&L and operations exposure, stepping stones to executive roles where gaps are widest.
Support flexible work and return‑to‑practice programmes to reduce mid‑career attrition.

4) Measure what matters

Track representation by function and level, pay equity, promotion velocity and attrition; publish progress. (UK public bodies such as the NDA group now disclose gender metrics across entities—useful templates for broader industry reporting.)

How long has the Day been celebrated?

Proclaimed: 22 December 2015 by UNGA (A/RES/70/212).
First observance: 11 February 2016; marked annually on 11 February ever since.
2026 theme: “From vision to impact: Redefining STEM by closing the gender gap.”

For Nuclear‑Careers.com readers: how to engage this week

Host a spotlight webinar featuring women across reactor operations, decommissioning, fuel cycle, radiopharmacy and safeguards—tie to UNESCO’s 2026 theme with concrete case studies. [unesco.org]
Publish your metrics and a 12‑month action plan—intern to exec—aligned with the NEA’s evidence‑based recommendations. [oecd-nea.org]
Create an “MSCFP‑ready” employer pack (mentors, placements, visa support) to attract Fellows and LMP participants into your teams. [iaea.org]
Amplify UK pipeline partners (e.g., IOP, WISE, IET) and commit to sustained outreach where physics participation gaps are widest. [iop.org], [wisecampaign.org.uk], [theiet.org]

Nuclear Funding: Private vs Public

The Importance of Private Investment in the UK Nuclear Industry vs Public Money

The UK’s nuclear sector is entering a transformational period: ageing stations nearing retirement, major new projects like Sizewell C, and ambitious targets for up to 24 GWe of new nuclear by 2050. Public funding has been vital in kick‑starting this new build era, but private capital will determine whether the UK actually delivers at scale.

Below is an evidence‑backed breakdown of why both are needed and why private investment is increasingly indispensable.

1. Public Funding Sets Direction but Cannot Shoulder Nuclear’s Full Capital Burden

Large‑scale nuclear relies on enormous upfront spending. The UK Government has committed £14.2 billion to Sizewell C, alongside £2.5 billion for SMRs and £2.5 billion for fusion R&D, signalling strong political commitment to nuclear as a strategic national asset.

However, even with this support:

Nuclear projects take a decade or more to build.
Capital requirements run into tens of billions.
Public budgets face competing pressures, from health to defence.

This reality makes private investment a structural necessity, not a preference.

2. Private Capital Accelerates Delivery and Reduces Reliance on Government Borrowing

The UK’s electricity market is liberalised, making major nuclear investment “problematic” without private capital.

Private finance:

Spreads risk across investors rather than government balance sheets.
Enables multiple large projects to proceed simultaneously.
Attracts global expertise, particularly from established operators and infrastructure funds.

Government green‑lighting land availability, such as at Sellafield to “attract private investment,” reflects the shift toward unlocking institutional capital for nuclear projects.

3. Contractual Models (CFDs, RAB) Help Unlock Private Money

The government increasingly relies on market mechanisms such as Contracts for Difference (CfDs) to stabilise investor returns. CfDs are seen as essential to de‑risking nuclear investment and reducing commercial uncertainty, especially for projects like Sizewell B’s and C’s long‑term operational frameworks.

This creates a blended model:

Public money reduces early‑stage risk.
Private money funds construction and long‑term operations.
Stable policy frameworks unlock institutional investment at scale.

4. Private Investment Drives Economic Growth and Regional Regeneration

The nuclear industry’s economic footprint is expanding rapidly, far beyond what public funding alone could drive.

A 2025 Oxford Economics study shows:

The sector grew 25% to £20 billion in economic value vs three years prior.
Jobs increased 35% to 87,000, with 256,000 supported across the wider economy.
Significant regional uplift in the Southwest, East of England, and Northwest, often in deprived areas.
These numbers underscore a core truth: private investment multiplies the impact of public funding, creating large‑scale, long‑term economic benefits.

5. Meeting Net Zero and Security Goals Requires Private Participation

The UK aims for nuclear to supply 25% of electricity by 2050, but most current capacity will retire within a decade.

Meeting future needs requires:

Continuous investment in new gigawatt‑scale reactors.
Rapid deployment of SMRs.
Workforce and supply‑chain expansion.

Imperial College’s Energy Futures Lab emphasises that bridging the nuclear capacity gap will require “substantial investment,” including diversified private funding sources.

Without private investment, timelines will slip and the UK risks deeper reliance on volatile gas imports.

6. Public Funding Provides Stability—Private Funding Provides Scale

Public funding ensures:

Strategic national priorities (e.g., energy security).
Early‑stage R&D and regulatory evolution.
Support for unproven technologies (fusion, SMRs).

Private funding ensures:

Construction at pace.
Cost discipline and long‑term efficiency.
Market‑driven innovation and commercial accountability.

Together, they form a dual engine: public sector sets the roadmap, private sector delivers the mileage.

Conclusion: A Hybrid Funding Model is the Only Path to a Nuclear Resurgence

The UK’s nuclear revival, Sizewell C, SMRs, fleet extensions, cannot succeed through public spending alone. Government leadership provides vision, credibility and early‑stage capital. But private investment delivers the scale, speed, and economic multiplier effect required to build a resilient, low‑carbon nuclear backbone for the 2030s, 2040s and beyond.

A strong nuclear future for the UK depends on both sectors working in tandem. The challenge now is ensuring regulatory clarity, revenue certainty, and policy continuity so investors have the confidence to step in at scale.

Sources: world-nuclear.org, imperial.ac.uk, niauk.org, indexbox.io, orrick.com

Proposals to Extend Sizewell B Operations

Sizewell B: A Defining Test for the UK’s Nuclear Future

A Strategic Pivot Toward Long-Term Nuclear Reliability

Across government, industry, and the specialist press, one message is unmistakable, Sizewell B is becoming the cornerstone of Britain’s nuclear resilience for the 2030s and beyond.

According to Nuclear Engineering International, EDF has now made extending Sizewell B’s life to 2055 a top national priority, driven by the plant’s exceptional performance and the urgent need to stabilise the UK’s low‑carbon power mix.

In 2025, Sizewell B delivered a 99% load factor and generated 10.4 TWh, accounting for over 30% of total UK nuclear output, a remarkable figure for the country’s only pressurised water reactor. EDF argues the extension is viable but dependent on agreeing a commercial model that would unlock £800m of required investment.

This investment sits within a wider programme of fleet stewardship. EDF has already invested £8.6bn in the UK’s nuclear stations since 2009 and plans a further £1.2bn between 2026–28 to maintain generation and energy security while the ageing AGR fleet winds down.

Government Negotiations Signal Nuclear’s Central Role in Energy Security

Reporting from the Financial Times (via IndexBox and Bloomberg summaries) indicates that the UK government is now in active talks with EDF and Centrica to secure the £800m investment package needed for long‑term operation, an agreement that could crystallise in the coming months. The proposal centres on a Contract for Difference (CfD) to stabilise revenue and reduce commercial risk, echoing the contractual frameworks used for large renewable projects.

Why the urgency? Analysts highlight an approaching crunch; multiple reactors are retiring, while new capacity at Hinkley Point C and Sizewell C is unlikely to generate before 2030 at best. Extending Sizewell B to 2055 would plug a looming reliability gap just as wind and solar scale but remain intermittent. Nuclear generation dropped in 2025, forcing greater gas use and pushing up emissions, adding weight to the case for reliable baseload.

For policymakers, Sizewell B is increasingly seen not merely as a plant extension, but a strategic lynchpin in achieving a clean, firm power grid by the end of the decade.

Workforce, Regional Growth and the Nuclear Skills Pipeline

BusinessGreen reports that the Sizewell B extension would secure around 600 long‑term jobs on site through to 2055, reinforcing Suffolk’s ambition to become the UK’s premier nuclear hub. The investment, spread over 10–15 years, would fuel ongoing upgrade cycles and expand opportunities for nuclear apprenticeships, specialist contractors and supply‑chain SMEs.

Local industry leaders emphasise that sustaining Sizewell B aligns with wider regional economic planning: supporting a multi‑reactor cluster by the 2030s, strengthening the East of England’s low‑carbon leadership, and ensuring alignment between business, education and policymakers in developing the nuclear talent pipeline.

For the nuclear workforce, this is a generational opportunity; continuity of operations, major upgrade programmes, and the chance to embed world‑class skills across engineering, safety, digital systems, and operational excellence.

Why This Matters for the UK’s Nuclear Workforce

1. A Living Case Study in Long-Term Operation (LTO)

Sizewell B’s extension would place the UK among an international cohort of operators successfully running PWRs beyond 60 years. This strengthens domestic expertise in ageing management, component upgrades, and regulatory assurance, core competencies for future reactors.

2. A Catalyst for Skills Development

Sustained employment, multi‑cycle outage work, and integration with the Sizewell C programme create a multi‑decade skills horizon rarely seen in the UK energy sector.

3. A Platform for Policy and Investment Stability

A CfD‑style mechanism for nuclear life extension could set a precedent for future large‑scale refurbishments, offering engineers and early‑career professionals’ greater certainty in career planning.

The Bottom Line

Sizewell B’s proposed life extension is more than a technical upgrade; it is a defining moment for the future of the UK nuclear profession. The intersection of reliability needs, investment negotiations, regional workforce benefits, and long‑term energy strategy positions this project as a bellwether for the industry’s next chapter.

For nuclear professionals, educators, and employers, the coming decisions around Sizewell B will shape not only the UK’s energy resilience, but also the direction of careers, innovation, and capability-building for the next 30 years.

Picture: EDF Energy

Last Energy Secures $100M Series C

Last Energy Secures Oversubscribed $100M Series C to Accelerate Microreactor Commercialisation.

Last Energy, a fast‑growing developer of modular micro‑nuclear reactors, closed an oversubscribed Series C round in December 2025 exceeding $100 million, marking one of the most significant recent investments in next‑generation nuclear deployment. The round was led by the Astera Institute with participation from JAM Fund, Gigafund, The Haskell Company, AE Ventures, Ultranative, Galaxy Interactive, and Woori Technology Co., Ltd.

This new capital positions the company to fully fund its U.S. DOE pilot reactor, accelerate commercialisation of its PWR‑20 microreactor, and expand its U.S. manufacturing footprint, demonstrating growing investor confidence in factory‑built nuclear solutions. A Major Milestone for the Microreactor Market

Last Energy describes this raise as transformative for its transition from demonstration to commercial power plant deployment. According to CEO Bret Kugelmass, the funding will support their DOE pilot and help prove out “how factory fabrication will unlock the scalability that the energy market demands.”

For an industry increasingly focused on energy security, electrification of heavy industry, and clean baseload power, Last Energy’s modular approach, centred on 5–20 MWe reactors, offers a scalable nuclear product designed for real‑world, near‑term deployment.

Advancing the PWR‑5 Pilot and Commercial PWR‑20 Reactor

Following the Series C round, Last Energy is prioritizing three major initiatives:

1. Completing the PWR‑5 Pilot Reactor: The PWR‑5, a 5 MWe demonstration reactor physically identical to the commercial PWR‑20 but scaled down, will serve as the proving ground for Last Energy’s factory‑fabricated approach.

2. Accelerating PWR‑20 Commercialisation: The PWR‑20 is the company’s flagship 20 MWe microreactor designed for industrial off takers such as data centres, manufacturing facilities, and ports.

3. Expanding Manufacturing Capacity in Texas: The new funding allows Last Energy to strengthen its Texas manufacturing footprint and deepen local partnerships to support serial production.

Regulatory Progress in the U.S. and UK

United States: DOE Pilot and First‑of‑its‑Kind Agreements

In August 2025, Last Energy was selected for the U.S. DOE’s Reactor Pilot Program, secured a long‑term lease at the Texas A&M–RELLIS campus, and signed the first known Other Transaction Agreement (OTA) between DOE and a reactor developer. This positions the company for an anticipated 2026 criticality demonstration.

United Kingdom: Leading the Race for Microreactor Licensing

Last Energy is also the only company with a regulator‑confirmed pathway toward a potential 2027 UK site license decision, having completed its Preliminary Design Review (PDR) with the ONR, Environment Agency, and NRW.

Its recognition by the Atlantic Partnership for Advanced Nuclear Energy further underscores the UK’s support for U.S.–UK collaboration on small reactor deployment.

Investor Confidence in Next‑Gen Nuclear

Investors highlighted the transformative nature of Last Energy’s productised, modular approach:

Astera Institute emphasised the company’s “ambitious” product mindset and transformative potential for power generation.
Galaxy Interactive pointed to the essential role of clean, reliable power for enabling industrial and economic growth, calling Last Energy’s model one of the “most capital‑efficient” approaches in the nuclear space.

Key Insights for the Nuclear Sector

Microreactor investment momentum continues to accelerate as private capital seeks scalable clean‑energy solutions.

Last Energy’s factory‑built PWR‑20 microreactor is positioned as a leading candidate for rapid industrial deployment.

Strong progress along both U.S. and UK regulatory pathways makes Last Energy one of the most advanced microreactor developers globally.

The company’s expansion into Texas manufacturing highlights growing demand for domestic nuclear supply chain capacity.

A Defining Moment for Microreactor Commercialisation

Last Energy’s oversubscribed $100M Series C underscores the growing confidence in modular nuclear reactors as essential infrastructure for the next generation of clean energy systems. With regulatory traction, industrial partnerships, and new capital in hand, the company is now positioned to deliver commercial microreactors in the second half of the decade, an inflection point for the global nuclear workforce and supply chain.

Picture: Last Energy

NASA’s Focus on Nuclear Tech in Space

NASA’s Renewed Push into Space Nuclear Propulsion: What It Means for the Future Workforce

NASA has quietly crossed a threshold that the space and nuclear industries have awaited for decades; the first full‑scale testing of flight‑like nuclear rocket hardware since the 1960s. Recent cold‑flow test campaigns, conducted at the Marshall Space Flight Center using full‑scale, non‑nuclear reactor prototypes, mark a major inflection point in the revival of nuclear thermal propulsion (NTP) technologies

Across more than 100 tests, engineers demonstrated stable propellant flow, validated fluid‑dynamic behaviour, and confirmed reactor designs that resist destructive oscillations and pressure waves—issues that historically hindered earlier programs like NERVA. These results provide some of the most detailed performance data seen in over half a century.

But the significance goes far beyond a technical milestone; NASA is building the foundations for a new operational era in deep‑space travel. Nuclear propulsion promises dramatically shorter transit times, enhanced mission endurance, and larger payload capacities, critical enablers for human exploration of Mars and sustained operations in cislunar space.

At the same time, industry partners such as BWX Technologies and General Atomics are advancing reactor components and fuels capable of withstanding extreme hydrogen‑rich, high‑temperature environments. Some materials have now demonstrated survivability up to 3000 K, paving the way for engines two to three times more efficient than conventional chemical rockets.

While the cancellation of the DARPA–NASA DRACO in‑orbit NTP demonstration represents a near‑term setback for flight testing, the technical momentum has not slowed. NASA’s internal propulsion programmes and private‑sector innovators continue to build on the mature design data emerging from these recent campaigns.

Why This Matters for Nuclear Careers

Nuclear propulsion, once a historical footnote, is resurging as one of the most transformative technical domains for the next generation of engineers, scientists, and policy specialists.

Here’s what this means for our sector:

1. A New Talent Horizon

The integration of nuclear systems into human‑rated spacecraft requires nuclear engineers fluent in both terrestrial reactor principles and space‑environment constraints. Materials science, thermal‑hydraulics, radiation effects, and high‑temperature fuel fabrication are suddenly skills in high demand.

2. An Era of Cross‑Disciplinary Acceleration

Space nuclear propulsion is inherently multidisciplinary. Reactor physicists are collaborating with aerospace engineers; metallurgists are working with propulsion designers; regulatory thinkers are engaging with mission planners. Careers at this interface will define the next decade of innovation.

3. A Strategic Inflection Point

As travel times shrink and mission capabilities grow, nuclear propulsion becomes a strategic asset for national space ambitions. The workforce that develops, validates, and governs this technology will shape how quickly humanity reaches Mars and how sustainably we operate once we get there.

The Takeaway

NASA’s recent reactor test campaigns signal more than technological progress; they mark the re‑emergence of nuclear propulsion as a central pillar of exploration strategy. For professionals entering or advancing within the nuclear field, this is an unprecedented moment. The skills, creativity, and leadership developed within today’s nuclear workforce will directly influence humanity’s reach across the solar system.

This is not just about building rockets – it’s about building the future talent and expertise that will power the next leap forward.

Picture: zugtimes.com

AI, Nuclear, and the Next Decade of Infrastructure

Why Delivery Discipline Will Decide the Winners

Artificial intelligence has accelerated energy demand faster than any previous technology cycle, shifting the bottleneck for digital growth from chips to clean, round‑the‑clock electricity. The tech sector’s pivot toward nuclear power is not a passing headline; it is the logical response to AI’s need for firm, carbon‑free baseload that can be sited near data centres and scaled reliably.

What matters now is execution: turning promising agreements, restarts, and advanced designs into electrons on the grid—on schedule and within budget.

Across the nuclear lifecycle, AI is already reshaping how plants are planned, operated, and decommissioned. The industry has struggled with delays and overruns on first‑of‑a‑kind megaprojects; AI‑driven optimisation tools are starting to change that, allowing developers to simulate thousands of build sequences, stress‑test labour and supply constraints, and re‑plan in real time when conditions shift. This is not abstract theory, it’s being applied to address workforce scarcities, sequencing of safety windows during decommissioning, and dynamic site logistics, with measurable impacts on schedule risk.

The most consequential near‑term trend is the “restart revolution.” Rather than waiting a decade for new capacity, hyperscalers and utilities are reviving retired reactors, combining digital refurbishment strategies with long‑term power purchase agreements to bring firm, zero‑carbon capacity back to the grid.

Google and NextEra’s plan to return Iowa’s 615‑MW Duane Arnold Energy Center to service under a 25‑year agreement is emblematic: existing steel, skilled operators, and proven regulatory pathways reduce risk and compress timelines, while private offtake capital underwrites the restart economics. Similar moves are underway in Pennsylvania and Michigan, signalling a pragmatic, delivery‑first mindset from energy buyers.

Big Tech’s interest goes beyond revivals. Companies are aligning with advanced reactor developers to secure clean, reliable power through the 2030s. Deals to purchase output from small modular reactors reflect a strategic hedge: SMRs promise factory‑built repeatability, smaller site footprints, and potential co‑location near data centres, if licensing and first‑unit delivery stay on track.

The timing mismatch remains real, many AI loads are arriving in the next three to five years, while new nuclear typically needs longer, but the combination of restarts now and advanced builds later offers a credible portfolio approach for hyperscale electricity demand.

Inside operating fleets, AI is raising performance by moving plants from periodic, reactive maintenance to continuous, predictive optimisation. Algorithms trained on sensor streams are catching failure modes earlier, trimming forced outages, and fine‑tuning reactor conditions for efficiency gains measured in fuel savings and megawatt‑hours delivered. Case studies from U.S. reactors show seven‑figure annual benefits per unit from machine‑learning tools that cut analysis time and improve outage planning, practical enhancements that compound across a fleet. These advances are complemented by AI‑enhanced operator training and digital twins that improve response readiness and standardise best practice.

Regulators and policymakers are beginning to treat digital capabilities as core to nuclear competitiveness. Cloud‑native licensing workflows, AI‑assisted design verification, and automated supply‑chain assurance are moving from pilot projects to strategy, but policy frameworks must catch up. Restart pathways, advanced reactor approvals, cyber resilience rules, and export controls were built for an analogue era; adapting them to software‑defined systems will be decisive for national and sectoral competitiveness. The fastest‑moving jurisdictions will not only deploy capacity more quickly; they will also attract talent and capital in the nuclear‑digital nexus.

At the macro level, AI’s electricity appetite is transforming nuclear from a climate‑led aspiration into an economic imperative. Data‑centre load growth is outpacing historic grid planning cycles, and the combination of security, reliability, and decarbonisation has narrowed the list of viable solutions. Leaders in industry and international institutions are now explicit: the scale and speed of AI all but compel a partnership with nuclear if economies want clean, 24/7 power at density and durability sufficient for hyperscale computing. That alignment of incentives; climate, competitiveness, and grid stability, has moved nuclear to the centre of the energy strategy for the AI age.

Still, credibility hinges on delivery. Even with restarts and SMRs, the sector must demonstrate that lessons from past cost escalation have been internalised. This is where AI‑native project controls, digital twins for construction, and integrated workforce planning can become the difference between an on‑time unit and a cautionary tale. AI‑optimised scheduling can surface critical paths and resource clashes early; predictive analytics can manage welding, rebar, and concrete skill bottlenecks; and real‑time dashboards can tie safety windows and security requirements to executable work plans. When applied consistently, these tools don’t just shave weeks—they change the risk posture of nuclear delivery.

For nuclear‑careers.com readers, the career implications are profound. The most valuable profiles will be bilingual across atoms and algorithms—engineers and project managers who can translate between reactor physics, regulatory constraints, and AI‑enabled decision systems. Operators with experience in data‑driven maintenance will lead reliability programmes; licensing professionals versed in digital workflows will unlock permitting speed; cybersecurity experts will harden increasingly software‑centric control systems; and construction leaders comfortable with AI‑guided logistics will own the critical path. This convergence is not a niche; it is the operating model for the next generation of nuclear deployment.

The opportunities extend beyond electricity. As nations explore nuclear‑enabled hydrogen, industrial heat, and desalination, AI will optimise multi‑product operations and dispatch across markets. For utilities, coupling nuclear with AI‑enhanced forecasting and demand flexibility adds further value to firm generation. For communities, restarts offer near‑term job creation and long‑term economic stability; in Iowa, for example, projected benefits from bringing Duane Arnold back online include hundreds of high‑quality jobs and billions in state‑level economic impact, anchored by a technology that aligns with net‑zero commitments.

The bottom line is simple. AI is forcing an honest conversation about energy systems, and nuclear has emerged as the credible backbone for clean, reliable, high‑density power. The next decade won’t be won by press releases; it will be won by delivery discipline, teams that fuse nuclear expertise with AI‑driven planning, regulators that modernise rules for digital realities, and businesses that commit to the long view. Those who execute will set the pace for the intelligence economy. Those who hesitate will be managing shortages. The future of AI will be decided not by microchips, but by megawatts and nuclear is ready to provide them, if we choose to build with precision.

Author’s Note — Laura, Director at Nuclear Careers

We are entering a phase where project delivery expertise will be the defining competitive advantage for countries and companies alike. The talent market is already signalling what comes next; hybrid roles that blend engineering with data science, licensing with digital workflows, and construction leadership with AI‑guided logistics.

If you’re building a career in this field, invest in that bilingual skillset of atoms and algorithms.

If you’re hiring, prioritise teams that can execute at speed without compromising safety.

The AI era will reward those who can turn credible plans into grid‑connected reality.

Sources: neimagazine.com, nuclearbusiness-platform.com, aimagazine.com, www.technologyreview.com, www.cnbc.com

Picture: unite.ai

How Shifting U.S. Energy Policy Is Reshaping the Talent Landscape

One year into the latest U.S. administration, the energy sector has experienced tectonic policy shifts that blend industrial urgency with geopolitical ambition.

At the centre of these changes is a refocusing of national energy strategy toward speed, security, and domestic competitiveness, changes already influencing the workforce demands across clean, reliable baseload technologies such as nuclear.

Digital Infrastructure Drives a New Era of Energy Demand

A surge in U.S. data‑centre expansion, treated as a strategic national asset, has been one of the clearest signals of this new policy direction.

With digital infrastructure now dictating energy priorities, the emphasis on grid reliability and uninterrupted power supply has intensified.

For the nuclear sector, long valued for its stability and low‑carbon generation, this creates a renewed platform to position reactor technologies and nuclear‑skilled professionals as essential to the digital economy’s energy backbone.

Tariffs and Supply Chain Disruption Shift Skills Requirements

A sweeping escalation in tariffs has strained supply chains for core energy‑sector materials, from metals to power‑system components, raising project costs and injecting uncertainty across the industry.

The ripple effect has already driven a dramatic rise in tariff‑related job postings, signalling the need for specialists who can navigate complex procurement, regulatory, and engineering challenges.

For nuclear employers, this environment increases demand for professionals skilled in supply‑chain resilience, component qualification, and strategic sourcing.

Persistent Demand Growth Strengthens the Case for Nuclear Talent

Despite volatility, U.S. power demand continues to surge at record levels. Utilities and developers are being pushed to innovate, diversify, and accelerate project pipelines.

Because nuclear offers round‑the‑clock reliability, predictable generation, and enhanced energy security, these conditions heighten the sector’s strategic relevance and intensify the need for a workforce capable of delivering new build, life‑extension, SMR deployment, and advanced reactor innovation.

What This Means for the Nuclear Workforce

The evolving U.S. landscape underscores a global truth; energy security, digital growth, and clean power commitments are converging, and nuclear expertise sits at that intersection.

For organisations and professionals in the nuclear industry, this moment calls for:

Adaptive skills in regulatory policy, geopolitically aware supply‑chain planning, and safety‑critical engineering.
Strategic leadership capable of guiding complex capital projects through shifting market and policy conditions.
Innovation‑ready talent prepared to support SMRs, microreactors, advanced fuels, and hybrid energy systems.
Cross‑sector fluency, especially with digital infrastructure, storage, AI‑driven grid optimisation, and industrial decarbonisation.

As the energy landscape transforms, nuclear careers are not just participating, they’re becoming central to enabling resilient, future‑proof power systems.

Picture: businessinsider.com

Rolls‑Royce and Amentum Propel Europe’s SMR Revolution

Amentum and Rolls‑Royce SMR Forge a Defining Partnership for Europe’s Nuclear Future

A major step toward a revitalised nuclear landscape in Europe is taking shape as Rolls‑Royce SMR and Amentum formalise a partnership designed to deliver the first wave of Small Modular Reactors (SMRs) in the UK and the Czech Republic.

This collaboration marks a pivotal moment for the sector, uniting Rolls‑Royce SMR’s advanced engineering and manufacturing capabilities with Amentum’s global expertise in programme delivery and complex nuclear infrastructure. Together, the companies are positioning SMRs as a cornerstone of future clean‑energy systems across Europe.

Rolls‑Royce SMR’s appointment of Amentum as its programme delivery partner places Amentum at the heart of Europe’s first SMR deployments. The company will play a central role in integrating and overseeing all major elements of delivery, governance, construction management, and multi‑disciplinary programme execution.

With a well‑established footprint in the UK and deep technical expertise across the full nuclear life cycle, Amentum is set to guide these projects from inception to grid integration, ensuring they remain on schedule and on budget. The UK stands to benefit enormously from this union.

Rolls‑Royce SMR expects to provide up to 1.5 GW of low‑carbon power to the national grid while supporting national net‑zero ambitions. Beyond energy contributions, the programme is expected to generate more than 8,000 skilled long‑term jobs, creating significant opportunities across engineering, construction, and the wider nuclear supply chain.

Czechia will also see major investment through the deployment of up to 3 GW of new SMR‑based capacity, reinforcing the region’s commitment to clean, reliable nuclear energy.

Both organisations emphasise the strategic value of the partnership. Rolls‑Royce SMR underscores that combining its advanced manufacturing leadership with Amentum’s proven delivery capabilities will allow multiple international projects to be executed with confidence and consistency.

Amentum, meanwhile, highlights the collaboration as a catalyst for strengthening European energy security and accelerating the transition to resilient, low‑carbon infrastructure. The shared commitment reflects a vision not only to deploy early SMR projects but to lay the groundwork for a fleet‑based approach that can scale rapidly across global markets.

This next generation of nuclear technology is designed around factory‑built precision and modular construction, an approach that dramatically reduces on‑site work, minimises cost risk, and avoids the lengthy timelines that have historically challenged large nuclear builds.

Approximately 90% of each Rolls‑Royce SMR unit will be manufactured in factory conditions before being transported for assembly, enabling repeatable, standardised deployment in diverse environments.

Retaining a 470 MWe output and a service life of at least 60 years, each reactor provides reliable baseload power while benefiting from modern engineering enhancements, including innovative seismic protection systems under development in partnership with engineering specialists such as Skanska.

For the nuclear workforce, supply chain partners, and future entrants into the sector, this collaboration signals the emergence of a new industrial era. The programme will expand opportunities in advanced manufacturing, civil engineering, regulatory oversight, systems integration, digital design, and project management, fields that will underpin SMR deployment for decades to come.

As the UK and Czech Republic begin to realise their first SMR projects, the Rolls‑Royce SMR–Amentum partnership is not only reshaping the energy landscape but also redefining the scale of opportunity available to the nuclear profession.

This alliance demonstrates the powerful role that SMRs can play in strengthening energy resilience, supporting decarbonisation, and revitalising nuclear capability across Europe.

With delivery partners now aligned and early development milestones underway, the stage is firmly set for a new chapter in nuclear innovation, one driven by collaboration, standardisation, and a shared commitment to a clean‑energy future.

Picture: Rolls Royce SMR

Nuclear Week in Parliament

Nuclear Week in Parliament is an annual event taking place throughout the Palace of Westminster, hosted by the Nuclear Industry Association.

We spent time during the afternoon at the AECOM sponsored panel session which was supported by Baroness Bloomfield and Lord Iain McNicol.

Richard Whitehead, CEO of AECOM, gave an introduction that commented about having a focus on delivery, turning ambition and strategy into tangible actions.

Cameron Tompkin added that we have seen projects hampered by delays and cost overruns which in turn has affected local jobs, all while infrastructure has been getting bigger and more complex. The Prime Minister’s nuclear focus was mentioned as positive and the creation of groups such as NISTA is a positive move. Faster and better regulations with the ability to foster new technologies will put the UK in a powerful position.

Panellists included David Schofield, Chief Geologist, Nuclear Waste Services; Sarah MacGregor, Forests with Impact Programme Director and Head of Social Sustainability at Sunbelt Rentals UK & Ireland; Paul Roberts, Business Director for Decommissioning and Site Services, Nuvia; Eloise John, Energy Director, AECOM.

A few recurring topics surfaced during the talk such as the need to bring in new people to diversify the industry and the skills base. This is going to be crucial if we are going to meet the growing demand for talent and if we want to meet project obligations head on efficiently.

Embedding a culture of knowledge sharing, making the most of AI and digital transformations will all be critical aspects of project success. Shared goals must align up front and be smart all while understanding that technology/AI won’t be replacing experts but will; however, be utilised to support us to be more productive.

Collaboration with industry is fundamental to successful delivery and with a sharper eye on sustainability, strategies must be incorporated into project planning and ensuring there is a strong bids & tenders process.

All in all, we felt that people do want to move forward with a new sense of unison while also understanding that we need to tweak the way we bring talent into the industry. 2025 saw us build foundations and 2026 will be a make-or-break year for talent sourcing and retention.

Reach out to us today to find out how we can help support your recruitment and hiring strategies. Whether you need an in-house consultant or you require a retained talent search, we have the expertise to help you hire the right people today.

1 2 3 4 … 7 8 9