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Canada’s Nuclear Future SIXTH INTERNATIONAL CONFERENCE ON GENERATION IV AND SMALL REACTORS
Breaking barriers to secure a clean energy future for communities, industry, and the digital economy October 5-8, 2026 | Niagara Falls, ON
Canada’s Opportunity to Lead the Nuclear Renaissance With a world-class nuclear ecosystem spanning uranium, reactor technology, engineering and a highly skilled workforce, Minister Tim Hodgson says Canada has an opportunity to build big at home while exporting its expertise to the world. Canada is entering a new era for nuclear energy. What do you see as the biggest opportunity for Canada to strengthen its position as a global leader? Canada has an opportunity to get back into the business of building big things at home while exporting our knowledge and technology abroad. Canada has something very few countries can match: a worldclass nuclear ecosystem that spans the entire value chain, from uranium mining and fuel production to reactor technology, research, engineering, construction and a highly skilled workforce. The opportunity before us is to turn those advantages into lasting eco-
nomic and strategic leadership, and we are already showing the world that we can deliver. For example, the Darlington New Nuclear Project – referred to the Major Projects Office last September by the Prime Minister – will be the first grid-scale SMR to be built in the G7. Once built, it will provide 3,700 jobs per year and be able to power 1.2 million homes annually, creating a model that other countries are watching closely and expertise that will position us as a global leader. Additionally, in Saskatchewan, new uranium mines are positioning Canada to meet rapidly growing global demand for nuclear fuel and strengthen the fuel supply chain security that our allies depend on.
In Ontario, nuclear refurbishments have consistently been on time and on budget. We need to take opportunities like these and turn them into a longterm competitive advantage – and that is exactly what we are doing by creating Canada’s first-ever national Nuclear Energy Strategy. Our Strategy will enable new nuclear builds across Canada, secure our uranium and fuel supply chains, support the next generation of Canadian nuclear technologies, and ensure we maintain our position as a supplier and exporter of choice. Every reactor we build at home strengthens our supply chain, creates high-value jobs and develops the expertise that countries around
the world are looking for. And every step we take to expand uranium production and fuel capabilities reinforces Canada's role as a trusted energy partner. The global nuclear renaissance is happening now. Canada has the resources, the expertise and the technology to lead it, and we intend to.
Melody Greaves Executive Director, Canadian Nuclear Isotope Council
Canada has been a leader in the global isotope sector for nearly a century, and we continue to be well-placed to build on that legacy. As demand rises and promising clinical trials evolve globally, Canada has a unique opportunity to reshore critical parts of the value chain, including investing in isotope processing capabilities. With a shifting global geopolitical landscape, ensuring a resilient domestic supply of isotopes in Canada is critical.
Canada's nuclear future depends on people as much as technology. As we scale SMRs, refurbishments, and new builds, we need diverse talent bringing fresh perspectives to complex challenges. At WiN Canada, we see inclusive workforces as a competitive advantage, expanding our talent pool, strengthening innovation, and ensuring the industry reflects the communities it serves.
Pam Schwann President, Saskatchewan Mining Association
Saskatchewan’s natural advantage is our world-leading geology. Pragmatic policies such as access to prospective lands, fit-for-purpose, accountable regulation, and a stable investment environment enable the discovery of uranium mines, the downstream manufacturing, and reliable delivery of nuclear products to global customers, all stamped with Canada’s high environmental, safety, and social performance standards.
What excites me most about the future of nuclear science in Canada are the people who will lead the next generation of research. Innovation and discovery are only possible when our best and brightest work together, and the CINP is proud to support education, training, and research initiatives in nuclear science across the country.
To read the entire Q&A's, visit innovatingcanada.ca Publisher: Katie Werner Strategic Account Director: Anna Sibiga Country Manager: Samantha Taylor Content & Client Success Manager: Nicole Kansakar Creative Director: Kylie Armishaw Digital Traffic Manager: Vansh Chandwaney All images are from Getty Images unless otherwise credited. This section was created by Mediaplanet and did not involve The National Post or its editorial departments. Send all inquiries to ca.editorial@mediaplanet.com
Aiman Khan President, Women in Nuclear (WiN) Canada
Gwen Grinyer President, Canadian Institute of Nuclear Physics
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How Canada Can Turn Its Nuclear Ambition into Action At the birthplace of Canada’s nuclear industry, Canadian Nuclear Laboratories helps move nuclear technologies from the laboratory to real-world deployment.
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anada, like the world, faces a growing energy challenge. The projected doubling of electricity demand by 2050 has intensified the focus on energy security and decarbonization. Efforts to identify reliable sources of clean energy to meet long-term needs are underway — and nuclear energy is being viewed as part of the solution. Recognizing nuclear energy’s potential, the Government of Canada recently released its first Nuclear Energy Strategy, establishing a framework to support new reactor deployment, strengthen Canada’s position in global nuclear markets, expand fuel cycle opportunities, and accelerate homegrown innovation. However, realizing these ambitions requires more than policy direction alone.
The big challenges One of the most significant challenges facing the nuclear sector is the need for a robust innovation ecosystem. New technologies must be researched, tested, demonstrated, and validated before they can be deployed at scale. Advances in reactor design and materials, reactor sustainability lifetimes, new fuel technologies, waste management solutions, radiopharmaceutical applications, and national security innovations all require specialized infrastructure, highly skilled personnel, and sustained scientific collaboration to move from idea to reality. The challenge is compounded by the long-term nature of nuclear projects. Nuclear technologies must be supported throughout this entire lifecycle, from concept development and licensing through operation, waste management, decommissioning, and future modernization. Maintaining the scientific expertise and facilities needed to support these activities over decades is essential to ensuring success. It’s why Canada's national nuclear laboratory in Chalk River, Ont., exists.
The role of Canada’s national nuclear laboratory As the birthplace of nuclear in Canada, the Chalk River Laboratories has unlocked innovation in every aspect of nuclear technology — including the development of CANDU reactor technology, which powers Canada’s operating reactor fleet. Its National Research Universal reactor (or NRU, as it’s famously called) gave rise to the global radioisotope industry, demonstrating for decades the technology used today in Canada’s fleet to produce isotopes. Now operated by Canadian Nuclear Laboratories (CNL), the lab supports the continued safe operation of the CANDU fleet and has been undergoing an extensive revitalization to support the new nuclear path Canada has chosen. “We act as a critical bridge between scientific discovery and real-world deployment,” says Monica Regalbuto, Vice-President of Science and Technology at CNL. “The lab is invested in advancing Canada’s next generation of nuclear technologies. This includes new reactor designs, isotope production and
How Nuclear Science And Technology Is Fueling Innovation With nuclear playing an ever-increasing role in life-saving medical technology and Canada’s clean-energy mix, capitalizing on the exchange of information in nuclear science and technology is critical.
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or almost 50 years, the Canadian Nuclear Society (CNS) has been the trusted community for exchanging ideas and advancing nuclear science and engineering, education, and professional development. Canada is investing in a broad range of “new nuclear” opportunities, including small and large reactors, advanced reactor technologies, fusion research, expanded radioisotope production, fuel cycle activities, and waste management solutions. Because of this breadth of investment and innovation across the sector, the CNS plays a pivotal role connecting separate parts of the sector. CNS matters because bringing together universities, government, uranium and fuel companies, medical researchers, tech innovators, and more. They act as a bridge between technical and academic expertise and broader industry networks.
Daniel Gammage President, Canadian Nuclear Society
Inspiring the next generation While many people think of nuclear technology for energy generation, its use in medicine has immense impact. Thanks to innovative research in the development of life-saving medical isotopes, Canada is a global leader in the production and supply of medical radionuclides used to diagnose and treat diseases. Canada’s nuclear infrastructure gives it an unusual ability to produce isotopes at commercial scale. None of these advancements, or future innovation, would be possible without skilled talent. The CNS is inspiring Canada’s next generation of workers by supporting youth programs in science, technology, engineering, and math. This includes collaborating with North American Young Generation in Nuclear, Women in Nuclear, and the University Network of Excellence in Nuclear Engineering.
Written by Ken Donohue
Discover the nuclear science and technologies shaping Canada’s clean energy future, exchange ideas, explore technical resources, and join our community of nuclear professionals at cns-snc.ca. This article was sponsored by the Canadian Nuclear Society.
Ian Wigginton 1st Vice President, Canadian Nuclear Society
cancer therapies, and even enabling Canada’s opportunity in fusion energy with the construction of Fusion Fuel Cycles’ UNITY-2 test facility.”
Canada’s nuclear energy future As Canada looks to build new reactor technologies, its nuclear sector appears primed to undertake the work ahead — much of which is already underway. “Success will not only depend on the nation’s ability to move technologies from laboratory to deployment, but on the ability of industry, government, and academia to do it together,” adds Regalbuto. As a tier-one nuclear nation, Canada has done it before. Now, it’s up to its next generation to do it again.
Monica Regalbuto Vice-President, Science and Technology, Canadian Nuclear Laboratories
Written by Mediaplanet
This article was sponsored by Canadian Nuclear Laboratories.
Why Canada’s Nuclear Future Depends on Its Supply Chain Canada’s nuclear ambitions depend on a strong domestic supply chain prepared to deliver projects and create lasting benefits for Canadians.
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he momentum behind Canada’s nuclear sector has never been stronger, with massive refurbishment projects being completed ahead of schedule, major construction milestones being achieved at the Darlington New Nuclear Project, and the release of a landmark Nuclear Energy Strategy by the Government of Canada in June 2026. The strategy lays out what the nuclear sector can do for Canada over the coming decades, with ambitious but achievable goals for new reactor builds and industry expansion. Realizing these ambitions depends on Canada’s world-class nuclear supply chain. The hundreds of companies that make up Canada’s nuclear supply chain provide the foundation beneath every nuclear project. Supporting these suppliers and enabling them to succeed will allow Canada to deliver reliable energy infrastructure while keeping investment, skilled employment, and industrial growth right here
Learn how OCNI is strengthening Canada’s nuclear supply chain at ocni.ca.
at home, strengthening our economy and contributing to the development of sustainable, healthy communities.
Building supplier capacity As the voice of Canada’s nuclear supply chain, the Organization of Canadian Nuclear Industries (OCNI) works to ensure suppliers have the resources, knowledge, and networks to successfully contribute to the coming nuclear projects that will define our sustainable energy future. By connecting suppliers with utilities, governments, and industry leaders, OCNI helps turn long-term nuclear plans into tangible opportunities for Canadian suppliers, workers, and families. Canada’s nuclear strategy has set the direction. OCNI is helping its members build the capacity to deliver, ensuring the benefits of nuclear growth reach Canadian companies, workers, and communities. Written by Organization of Canadian Nuclear Industries
This article was sponsored by Organization of Canadian Nuclear Industries.
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How Universities Are Helping Close the Nuclear Skills Gap
Dr. William Cook Director, Centre for Nuclear Energy Research University of New Brunswick
As nuclear power’s role in Canada’s energy grid grows, the University of New Brunswick is helping close the industry’s critical skills gap.
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hen it comes to clean energ y, Ca nada is mostly green, with an 80 per cent clean grid. But with the growth in electricity demand across Canada over the coming decades, nuclear power is poised to be a carbon-free backbone for our energy needs. While nuclear promises a reliable supply of clean energy, there are significant challenges facing the sector. Foremost is the huge gap between the available workforce and what will be needed to facilitate the unprecedented construction, operation, and maintenance of new power plants. “Our current nuclear workforce is able to meet today’s requirements,” says Dr. William Cook, Director of the Centre for Nuclear Energy Research at the University of New Brunswick (UNB). “But if we are to build a dozen or more new nuclear plants in the next several decades, many more trained and skilled people will be needed.”
at six CANDU stations in Canada and been a key contributor to their return to service after plant refurbishment or major component replacement. While research drives innovation in the nuclear sector, a skilled workforce is needed to bring those innovations to life. Dr. Olga Palazhchenko, Director of Canada’s Life Cycle for Existing and Advanced Nuclear (CLEAN) CREATE, shares more about research and talent development at UNB.
UNB offers the only substantive nuclear education program outside Ontario, combining nuclear power specialization, applied research, and direct industry engagement.
What is the impact if we don’t develop nuclear talent in Canada? Without a skilled energy workforce, Canada risks falling behind on its energy transition goals. We will struggle to build new reactors, refurbish existing plants, or to electrify the grid at the pace required. If we struggle to meet some of these target timelines, serious consequences like rolling power outages could occur.
The impact of talent development UNB has long been a critical contributor to Canada’s nuclear sector through workforce development, research, and innovation. Over the years, the Centre for Nuclear Energy Research has engaged with the nuclear industry on commercial and academic projects that have developed technologies that help ensure the safe operation of the nuclear power fleet. A key example is the HEPro corrosion monitoring technology that was developed at the university in collaboration with Atomic Energy of Canada Limited, and with support from government and industry partners. Over the past five years, it has been deployed
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How does UNB’s CLEAN CREATE program support the nuclear workforce of tomorrow? UNB offers the only substantive nuclear education program outside Ontario, combining nuclear power specialization, applied research, and direct industry engagement. Our program supports technical and professional skills training for undergraduate, master’s, and doctoral students in nuclear engineering and nuclear-related fields. With access to experiential learning opportunities, including research laboratory exchanges, specialized co-ops, workshops,
Dr. Olga Palazhchenko Director, Canada’s Life Cycle for Existing and Advanced Nuclear (CLEAN) CREATE
and micro-credentials, trainees benefit from an enhanced learning experience to ensure workforce readiness.
What can government and industry partners do to better support talent development? From an academic perspective, we need government and industry to work with us to help close the workforce gap. Education institutions in the nuclear field welcome industry participation in activities that give students exposure to practical, real-world experience. Written by Ken Donohue
Partner with UNB to help build Canada’s nuclear workforce through education, research collaboration, talent development, and industry partnerships by visiting unb.ca. This article was sponsored by the University of New Brunswick.
PHOTO CREDIT: CAMECO CORPORATION
Powering Canada’s Nuclear Future From smart devices to industrial electrification, energy demand is soaring, and Cameco's design-ready AP1000 reactor offers Canada a proven nuclear solution.
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uick Google searches providing AI results. Coffee makers requiring a Wi-Fi connection. Phones, tablets, watches, rings, trackers lined up and
plugged in. As basic appliances become smarter and multiple personal devices become the norm, every household is requiring more energy to power everyday life. Add in industries moving to increased electrification, advancing technologies requiring more power, and a push for greater decarbonization of electrical grids. The outcome is inevitable – more clean energy is needed, as soon as possible. In Ontario, the provincial energy plan forecasts demand for electricity to increase by 75 per cent over the next 25 years. New energy infrastructure is required, and proven, affordable carbon-free nuclear power generation is part of the solution.
A nuclear opportunity New nuclear projects are being explored by Ontario’s two power utilities. OPG is considering deploying 10 gigawatts of new nuclear at its Wesleyville site while Bruce Power is looking at adding up to 4,800 megawatts of additional capacity. Outside
Ontario, Saskatchewan and Alberta are also planning to introduce nuclear power. This provides a unique opportunity for Cameco, a nuclear energy company headquartered in Saskatoon with critical uranium assets in Saskatchewan, vital fuel manufacturing operations in Ontario and best-in-class reactor technologies, including the Canadian-owned AP1000 nuclear reactor. With energy demand growing rapidly, the need to begin building new infrastructure is pressing. The AP1000 reactor is the only Canadian-owned technology ready to build now. “There are six operating around the world and there are another 14 under construction, which means we’re through the first of a kind. We know how to build them,” said Cameco President and Chief Operating Officer Grant Isaac. “It’s a design-ready, fuel-ready, license-ready, regulatory-ready reactor. It’s owned by Canadians and I can’t think of a better nation-building project than building AP1000s in Canada.”
However, 92 per cent of the global nuclear reactor fleet is light water reactors. This provides an opportunity to diversify Canada’s nuclear supply chain to support another reactor technology, creating more jobs in Canada and more export opportunities for Canadian businesses. And the opportunities extend throughout the nuclear fuel cycle from uranium mining, fuel manufacturing, engineering services and reactor technologies. “You think about all the ways that Ontario and Saskatchewan can plug into that very long-term, century-long supply chain. These are reactors that need to be fueled. That fuel starts with uranium,” said Isaac. “We’re talking decades and decades of high-margin, high-value jobs and economic opportunities and prosperity here in Canada. It is a compelling economic security and energy security case.”
Written by Cameco Corporation
Growing Canada's supply chain
Visit ap1000.cameco.com to learn more.
Canada has 17 reactors in operation in Canada — 16 in Ontario and one in New Brunswick — all of which are heavy water reactors.
This article was sponsored by Cameco.
Grant Isaac President & Chief Operating Officer, Cameco
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AN AERIAL VIEW OF DARLINGTON NUCLEAR GENERATING STATION ON THE SHORE OF LAKE ONTARIO, IN DURHAM REGION, ONTARIO. THIS SITE HOUSES FOUR CANDU® REACTORS, GENERATING OVER 20 PER CENT OF ONTARIO’S ELECTRICITY AND POWERING 2 MILLION HOMES.
Why Canada’s Nuclear Choice Is Also a Supply Chain Choice Decisions about reactor technology and who delivers it will shape Canada’s supply chain, energy security, jobs, and export opportunities.
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mid increasing geopolitical instability and the potential for supply disruptions, ensuring Canada’s energy security and resilience has never been more important. Canada needs more clean, reliable baseload electricity. The federal government recently announced plans to build new infrastructure to double Canada’s electricity supply by 2050 in order to meet growing demand. As a non-emitting source of electricity, nuclear power can help deliver that dependable energy. Canada also has a long history of nuclear expertise, providing the country with a unique advantage. This includes the CANDU® (CANada Deuterium Uranium), a Canadian-designed nuclear reactor technology, and the mature domestic supply chain that supports it. Investing in this domestic CANDU ecosystem will support Canada’s energy independence and security, deliver skilled jobs and economic benefits, and strengthen global competitiveness.
A mature, end-to-end Canadian supply chain Canada’s CANDU supply chain is well-established and wide-reaching. It includes more than 250 companies supplying CANDU fuel, components, equipment, services, and tooling. The ecosystem is Ontario-centric but Canada-wide and can support the full range of nuclear activities, including new builds, refurbishments, operations, maintenance, and export opportunities. Over 85 per cent of CANDU reactor equipment and parts can be supplied by Canadian manufacturers. “Within our supply chain, 87 per cent of all our current orders at the moment are to Canadian businesses,” says Adrian Davies, Vice-President
of Supply Chain Management at AtkinsRéalis, the original equipment manufacturer, exclusive licence holder, and steward of CANDU technology. “We have a supply chain that’s probably the envy of the world.”
Providing Canadian jobs and economic value The CANDU supply chain provides benefits for Canadian workers, businesses, and communities. AtkinsRéalis’ nuclear supply-chain partners employ approximately 90,000 people in fields including engineering, manufacturing, construction, project management, and the skilled trades. These are predominantly unionized, highly skilled jobs. “When you work it out on a new build, you’re talking about a 100-year life of a nuclear reactor,” says Davies. With approximately 10 years of construction, decades of operations and maintenance, major refurbishments every 30 years or so, and continuing demand for parts, services, and skilled workers, each new CANDU reactor creates ample opportunities for Canadian workers and businesses. “For careers and for vendors in the supply chain, this is decades of work,” says Davies. He adds that AtkinsRéalis has spent $2.8 billion in Canada since January 1, 2024.
Energy security through domestic capability Davies emphasizes that CANDU’s largely onshore supply chain reduces its exposure to international shipping chokepoints, tariffs, geopolitical instability, and overseas material disruptions. “To have that security and not having to rely on another country for key components is massive,” says Davies. “We’ve structured our supply chains to make sure we’re minimizing those risks.”
Canadian technology, fuel, expertise, and manufacturing support reliable CANDU operations while reducing reliance on foreign supply chains. CANDU is also able to operate using natural, unenriched uranium, which reduces reliance on overseas uranium enrichment services and takes advantage of Canada’s position as the second-largest producer and exporter of uranium in the world. Davies notes that CANDU’s domestic supply chain also strengthens project delivery, reducing the risk of projects being delayed due to parts or materials not being available.
We have a supply chain that knows how to deliver. Delivering complex nuclear projects AtkinsRéalis works with Canada’s established supply chain to support CANDU technology and ensure complex nuclear projects are delivered on time and on budget. Decades of experience and expertise help to reduce the risks associated with large, multifaceted infrastructure projects. “We handed over the Darlington Refurbishment Project $150 million under budget and four months early against an original budget of $12.8 billion set almost 15 years ago,” says Joe St. Julian, President, Nuclear at AtkinsRéalis. “An impressive accomplishment for any industrial capital program and even more so for a nuclear project. No other nuclear project in the world has done that, and it's because we have a supply chain that knows how to deliver.” St. Julian adds that the Darlington Refurbishment Project showcases how experience compounds across successive projects. “We’ve taken all the learnings from its four units and will apply them to the next four units,” he says. The lessons learned can be applied to the Pickering Refurbishment Project and shared with international refurbishment and life extension projects in Romania, China, and potentially South Korea.
Why technology choice matters to the future of the supply chain Canada’s current nuclear ecosystem has been developed and refined over decades and is centred on CANDU
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To have that security and not having to rely on another country for key components is massive. We’ve structured our supply chains to make sure we’re minimizing those risks. technology. Selecting a reactor technology is therefore a decision about which supply chain, workforce, and expertise Canada will support. While adding another technology provider in Canada may seem as though it would offer greater competition and benefit the supply chain, Davies notes several drawbacks. These include losing economies of scale, having to duplicate supplier audit efforts, managing competing demands, and having to rebuild supplier relationships built over decades. A different technology (rather than just another CANDU sup-
plier) could also require suppliers to obtain additional certifications, work to different standards, and learn to manufacture unfamiliar components. Since Canada already has a mature domestic supply chain and expertise built around CANDU, adding a different technology could mean failing to leverage existing strengths and a fleet approach, which has yielded tremendous benefits to Canada over the past three decades.
International CANDU projects generate recurring demand for Canadian components, replacement parts, specialized tooling, and technical services. They create ongoing work for Canadian companies all along the supply chain, including those involved in design, manufacturing, construction support, servicing, maintenance, and refurbishment. From specialized robotic equipment made in Canada to critical components and replacement parts supplied to CANDU projects abroad, every new CANDU project reinforces the supply chain and creates economic opportunities within Canada. Choosing Canadian technology can strengthen energy security at home while expanding Canada’s influence and economic opportunities abroad. “We have a supply chain that’s ready and hungry,” says St. Julian. “We are ready and we’re committed. A technology decision will incentivize the supply chain to ramp up its investments, expand capacity, and begin delivering on the next generation of nuclear projects.
From domestic strength to export leadership In addition to supporting consistent baseload electricity at home, CANDU’s domestic supply chain enables Canada to export safe, reliable, and decarbonized nuclear solutions to countries that need them. Canada’s Nuclear Energy Strategy identifies becoming a global supplier and exporter of choice as one of its key pillars and highlights CANDU technology and its mature supply chain as critical domestic strengths that set the stage for export leadership. “It’s probably Canada’s greatest large-scale export potential,” says Joe St. Julian.
Learn more about CANDU technology at atkinsrealis.com/candu.
Written by Tania Amardeil
This article was sponsored by AtkinsRéalis.
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NUCLEAR DEMAND IS HERE:
Where Will the Uranium Come From?
A Tim Hodgson Minister of Energy and Natural Resources
Leigh Curyer Founder & CEO, NexGen Energy
As nuclear capacity expands globally, constrained uranium supply is creating an opportunity for Canada to help meet growing demand.
s nuclear capacity e x p a nd s g lo b a l ly, constrained uranium supply is creating a new opportunity for Canada to help meet growing demand. Today, approximately 400 gigawatts of nuclear generating capacity supplies just under 10 per cent of the world’s electricity, while more than 88 gigawatts of new capacity are under construction. As of 2026, 38 countries have pledged to triple global nuclear capacity by 2050. But expanding nuclear capacity requires sufficient uranium to fuel it. The market already faces an estimated annual supply deficit of approximately 60 million pounds, with existing mines depleting and new supply struggling to keep pace. The challenge is time. New uranium mines take, on average, 15 to 20 years to progress from discovery through development and into production. The supply needed in the 2030s will therefore depend heavily on projects already advancing today.
Canada’s opportunity
Travis McPherson Chief Commercial Officer, NexGen Energy
Canada is uniquely positioned to help meet this need. As the world's second-largest uranium producer, it has world-class resources, technical expertise, stable regulatory institutions, government and Indigenous support, and strong relationships with allied trading partners. Canada's 2026 Nuclear Energy Strategy recognizes this opportunity, with a dedicated pillar focused on expanding uranium production and nuclear fuel opportunities.
“Every reactor needs fuel and Canada’s fuel potential is unmatched. Thanks to the Athabasca Basin in Saskatchewan, home to the world’s highest-grade uranium deposits. We’ve approved the fi rst new uranium mines in 20 years this winter, and with… the Rook I Project set for construction this summer, our strategy will help secure supply at home and double our uranium exports by 2035,” says Tim Hodgson, the Minister of Energy and Natural Resources. But resources alone don't guarantee supply. Uranium projects require investment, regulatory review, technical expertise, community support, and years of development. Realizing Canada's opportunity means turning its resources into reliable production and secure, long-term uranium supply for Canada and its allies.
pre-sinking planned for 2027, main shaft sinking in 2028, underground development in 2029, and first ore targeted for Q3 2030. At full production, Rook I is designed to produce approximately 30 million pounds of uranium annually, representing the most significant new Canadian supply just as the global uranium market tightens. “We are now t-minus four years to the most important project in Canada in resources, and arguably the most important energy project in the world. Once in production, the project will provide over 50 per cent of the Western world's uranium, and that comes at a time when uranium is front and centre,” says Travis McPherson, the Chief Commercial Officer of NexGen Energy.
From resource to production Moving a uranium project from discovery to production requires years of work before the first pound is produced. Engineering, environmental review, regulator y assessment, Indigenous partnerships, investment, procurement, and construction planning must advance in sequence, with each stage building on the last. That transition is underway at NexGen Energy’s Rook I Project in Northern Saskatchewan. Following more than a decade of development, Rook I broke ground in June and is four years away from being the Western world’s largest producer, a mere undergrad degree away. The Project has a defined fouryear construction pathway, with shaft
The next decade in uranium won’t be defined by demand. Demand is already here. The question is who can deliver new supply.
OFFICIAL GROUNDBREAKING CEREMONY AT ROOK I - FROM LEFT TO RIGHT: METIS NATION OF SASKATCHEWAN PRESIDENT - GLEN MCCALLUM, BUFFALO RIVER DENE NATION - ELMER CAMPBELL, METIS NATION OF SASKATCHEWAN NORTH REGION 2 DIRECTOR - LEONARD MONTGRAND, BIRCH NARROWS DENE NATION ELDER - JIMMY MONTGRAND, FOUNDER AND CEO - LEIGH CURYER, CHIEF COMMERCIAL OFFICER - TRAVIS MCPHERSON, THE PREMIER OF SASKATCHEWAN - THE HONOURABLE SCOTT MOE, AND CANADA'S SECRETARY OF STATE - THE HONOURABLE BUCKLEY BELANGER.
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ROOK I - SHOVEL CEREMONY OUTSIDE OF THE FUTURE PRODUCTION SHAFT.
Strong community partnerships and support are the key to success Technical readiness is only one part of delivering new uranium supply. Major projects also depend on strong community partnerships and a skilled local workforce. In Northern Saskatchewan, nearly 700 participants have completed training programs since 2022, building skills aligned with opportunities emerging alongside construction. The approach is to build the workforce “with the communities, not around them,” which has been key to the project’s success and sustainability. These relationships are fundamental to project execution. Rook I has Benefits Agreements in place with all four Indigenous communities in the project’s local communities. That participation is already visible in construction, with a Clearwater River Dene Nation-partnered business crushing and stockpiling more than 575,000 tonnes of aggregate and supporting up to 50 local jobs. In addition, over 94 per cent of procurement was from the local priority area in 2025, maximizing local opportunity. Young community members are also gaining direct experience in the project’s technical exploration activities, building skills and exposure to potential long-term careers at Rook I.
innovations from the outset rather than retrofit them later. At Rook I, 100 per cent of tailings are designed to be stored underground, eliminating the need for a surface tailings dam. Automation, remote operations, sitewide 5G connectivity, and real-time data systems are also being incorporated to improve safety, efficiency, and reliability.
The execution test
Responsible production
“The next decade in uranium won’t be defined by demand. Demand is already here. Nuclear capacity is expanding while existing uranium supply remains constrained. The question is who can deliver new supply, at scale, when it’s needed,” says Leigh Curyer, the Founder and CEO of NexGen Energy. Realizing that opportunity means turning resources into responsibly developed, reliable production while building the workforce, partnerships, and infrastructure needed to sustain it. Just as importantly, it requires assembling the right leadership team and board, with the technical, operational, financial, and project development experience to navigate multiple stakeholders and the complexities of construction and delivery at scale. For projects already moving through construction, like Rook I, everything from this point forward is about execution.
New projects also have an opportunity to incorporate environmental and technological improvements and
Written by NexGen Energy Ltd
To learn more about Rook I and its pathway to production, visit nexgenenergy.ca.
PLANE LANDING AT NEXGEN’S PATTERSON LAKE AIRPORT (CPT4) LOCATED AT ROOK I.
This article was sponsored by NexGen Energy.
We are now t-minus four years to the most important project in Canada in resources, and arguably the most important energy project in the world. Once in production, the project will provide over 50 per cent of the Western world's uranium, and that comes at a time when uranium is front and centre.
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Why Digital Sovereignty Matters for Canada’s Nuclear Future As Canada raises the bar on critical infrastructure security through C-8 and CIREN, sovereign, certified, mission-critical communications are becoming essential in the nuclear sector.
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John de Boer Vice-President, Government Relations, BlackBerry
ritical infrastructure — from energy and t ra nspor tat ion to financial services, telecommunications, and more — is becoming increasingly digital, and dependent on software. In the context of advanced AI-powered cyber threats, building resilient digital infrastructure that you can trust and control is a must. Canada recently passed Bill C-8, new legislation that establishes a cybersecurity framework for designated operators in Canada’s federally regulated critical infrastructure sectors. “Bill C-8 is significant because it recognizes that cybersecurity is no longer simply an IT issue,” says John de Boer, Vice-President of Government Relations at BlackBerry. “It is an economic security, public safety, and national security issue.” The Canadian Centre for Cyber Security also launched the CIREN (Critical Infrastructure Resilience and Escalated Threat Navigation) initiative earlier this year to encourage operators to prepare for severe, prolonged disruptions caused by cyber incidents. Nuclear facilities are unusually complex and safety-critical. For nuclear operators, digital resilience must be about both preventing attacks and keeping critical operations and communications functioning if a disruption occurs.
Shifting the focus from compliance to resilience Today’s critical infrastructure operators, especially those in high-stakes sectors such as nuclear energy, must think beyond regulatory compliance and focus on broader digital and operational resilience. “Compliance establishes a minimum standard,” says de Boer. “Resilience determines whether an organization can continue operating when something goes wrong. For nuclear operators, success is not measured solely by preventing incidents, but by maintaining safe and secure operations during disruption, recovering quickly, and ensuring critical communications and decisions can still be made under pressure. In today’s environment, resilience has become as important as cybersecurity itself.” Public-private partnerships can help deliver the critical infrastructure protection and business continuity needed through collaboration, technological innovation, and information sharing.
“Governments cannot secure critical infrastructure alone, they need industry,” says de Boer.
Strengthening resilience through collaboration Building resilience within Canada’s infrastructure sectors will require collaboration between the public and private sectors, along with secure supply chains, trusted technologies, operational preparedness, and business continuity planning. Operators must be discerning about who they build partnerships with and which technologies they adopt. “Organizations should look beyond features and cost,” says de Boer. “They should assess who developed the technology, how it is maintained, whether it has undergone independent certification, how vulnerabilities are managed, and whether the supplier can support long operational life cycles. They should also be asking fundamental questions about control, transparency, and assurance: Who built the software? Who maintains it? Who has access to it? And will it remain available and trustworthy during a crisis?” Trusted supply chains depend on trusted software, trusted partners, and transparent governance. “For sectors such as nuclear energy, assurance and trust are becoming strategic requirements,” says de Boer.
Opting for sovereign, missioncertified communications During a cyber incident, operators may lose visibility, access, or confidence in their normal systems, but leaders must still communicate, make decisions, and coordinate their response. “We’ve learned repeatedly that when communications break down, the impact of an incident worsens,” says de Boer. “Resilient communications are therefore not merely a cybersecurity requirement. They are a business continuity and digital resilience requirement.” Sovereign and certified communications technologies contribute to that resilience. “Sovereign communications solutions, such as those offered by BlackBerry, provide organizations with assurance around where data resides, who controls the data and the infrastructure, and how security is maintained and verified,” says de Boer. “Certified communication solutions are purpose-built for high-assurance environments where reliability, security, confidentiality, and continuity are essential.”
Learn more about BlackBerry Secure Communications at blackberry.com/ secure-communications.
This article was sponsored by Blackberry Secure Communications.
BlackBerry: A trusted solutions provider BlackBerry’s approach is rooted in resilience, trust, and operational continuity. BlackBerry SecuSUITE helps organizations maintain encrypted and trusted communications and is designed for “environments where communications must remain private, verified, continuous and controlled.” BlackBerry UEM helps organizations securely manage and protect the devices, applications, and endpoints their people rely on to stay connected and productive. BlackBerry AtHoc coordinates personnel and emergency response activities, even during periods of disruption, while QNX’s mission is to provide the most secure real-time operating system trusted for mission-critical infrastructure, where reliability, safety, and operational continuity are essential.
Bill C-8 is significant because it recognizes that cybersecurity is no longer simply an IT issue. It is an economic security, public safety, and national security issue.
“QNX is already deployed in energy, industrial, transportation, aerospace, and defence systems where failure is simply not an option,” says de Boer. “For nuclear operators, resilience ultimately depends on maintaining operational control, trusted communications, and safe, reliable system performance during disruption. BlackBerry Secure Communications solutions help protect critical infrastructure by enabling organizations to coordinate and communicate securely through events such as wildfires, cyber incidents, or man-made disasters. Those capabilities become especially important when organizations are operating under pressure, responding to an incident, or restoring critical services.” For de Boer, the focus comes back to continuity and resilience during disruption. “Ultimately, resilience is not just about preventing attacks,” he says. “It is about ensuring that critical systems, critical communications, and critical decisions can continue when they matter most.” Written by Tania Amardeil