SME Guide

SME GUIDE

TIER 1 PROCUREMENT PROCEDURES

May 2026

Small and medium-sized enterprises are the backbone of the UK’s civil nuclear sector.

From specialist engineering and manufacturing to digital, construction and professional services, SMEs bring innovation, agility and deep expertise to projects that matter nationally and strategically. Their contribution is essential to delivering a safe, resilient and competitive nuclear programme, now and for decades to come.

At the same time, I am conscious that engaging with large Tier One suppliers can feel daunting. Pre-qualification requirements, procurement processes and assurance expectations are often complex, highly structured and unfamiliar to businesses entering the sector for the first time or seeking to grow their nuclear footprint. Even for experienced suppliers, understanding what is really expected—and how best to demonstrate readiness—can be challenging.

This guide has been developed to address that challenge. Its purpose is simple: to demystify how Tier One companies operate, clarify what they are looking for in their supply chains, and help SMEs engage more effectively and confidently. Rather than overwhelming readers with overly detailed or company-specific requirements, the guide focuses on the core principles that underpin successful participation in the nuclear supply chain.

Across quality, safety culture, security, cyber resilience and accreditation, there are clear imperatives that all nuclear suppliers must meet. These are not box-ticking exercises, but fundamental expectations that reflect the nature of our sector and the standards required to operate within it. By setting these out in a clear and accessible way, the guide aims to help SMEs prepare strategically, invest wisely and have more productive conversations with potential customers.

Importantly, this is a collaborative piece of work. It draws on the input and experience of several Tier One members of the Nuclear Industry Association, who have shared insight into their approaches to supplier engagement, qualification and procurement. Their contribution reflects a shared commitment to strengthening the UK nuclear supply chain and widening access to opportunity.

The NIA exists to support collaboration, capability and long-term success across the industry. This guide is part of that mission. I hope it provides reassurance, practical guidance and encouragement to SMEs looking to take the next step, and helps foster stronger, more transparent relationships between suppliers of all sizes.

A more capable, confident and connected supply chain benefits us all.

UNDERSTANDING THE CURRENT LANDSCAPE

Small and medium-sized enterprises have long played a critical role in the UK civil nuclear sector, but the landscape they operate within has changed significantly over the past decade.

For many years, the supply chain was shaped primarily by the needs of the existing reactor fleet, Magnox decommissioning and operations at Sellafield: a mature, stable ecosystem built around operations, maintenance, and life extension activities. Commercial relationships were well established, and routes to market were relatively predictable.

The start of new nuclear build, beginning with the EPR programme at Hinkley Point C, marked a major shift. As the first large scale reactor construction project in a generation, it created a substantial new entry point for SMEs. Fourteen years on from Final Investment Decision, more than £13.3 billion has been delivered into the UK economy, with over 4,600 British businesses contributing to the Hinkley Point C supply chain (Source: HPC Socio Economic Report, 2026). This demonstrates both the scale of opportunity and the value that capable SMEs can bring when appropriately prepared.

Today, the sector is evolving again. New build programmes, the emergence of Small Modular Reactors (SMRs) and Advanced Modular Reactors (AMRs), expansion of the fuel cycle, research and development programmes around Fusion technologies and fusion prototypes, and the ongoing national decommissioning mission, are reshaping demand profiles and creating new routes to market. At the same time, Tier 1 organisations are under increasing pressure to demonstrate supply chains that are robust, diverse, and resilient. Yet many SMEs report that the sector can appear opaque, relationship driven, and difficult to navigate without clear signposting.

To support SMEs in navigating this environment, this guide draws on direct engagement with Tier 1 organisations operating across new build, decommissioning, fuel cycle, and long term operations. These organisations provided insight into their procurement processes, qualification requirements, and expectations of supply chain partners, highlighting areas of commonality and recurring hurdles that SMEs must be prepared to meet.

The guide also incorporates lessons learned from SMEs that have entered the nuclear sector in recent years. Their experiences offer practical perspective on the cultural, commercial, and compliance related adjustments required to operate successfully in a highly regulated environment.

This guide is intended for SMEs that:

● supply adjacent sectors such as aerospace, rail, marine, defence, or advanced manufacturing and are exploring diversification into nuclear.

● are already active in nuclear but require a clearer understanding of Tier 1 structures, expectations, and engagement pathways.

● wish to benchmark their capability, readiness, and competitiveness against top tier requirements.

● are seeking insight into where opportunities may emerge across new build, decommissioning, fuel cycle, and long term operations.

● International organisations exploring the UK market.

By consolidating insight from Tier 1 organisations and recent SME entrants, this guide aims to reduce barriers to entry, provide clarity where the sector can feel complex, and support a more confident, better prepared SME community. In doing so, it contributes to the development of a more resilient, diverse, and competitive UK nuclear supply chain.

WHAT IS A TIER 1 SUPPLIER AND WHAT DO THEY PROCURE?

In the UK civil nuclear sector, a Tier 1 supplier is an organisation that holds a direct contractual relationship with the client or asset owner, such as EDF, GBE-N, Rolls Royce, Sellafield Ltd, Nuclear Waste Services, or the Nuclear Decommissioning Authority.

These organisations are responsible for delivering major scopes of work on complex, highly regulated programmes and operate under stringent safety, quality, and assurance requirements.

Tier 1s typically manage large, multidisciplinary work packages and oversee the integration of multiple subcontractors and specialist suppliers. They are accountable not only for programme delivery and regulatory compliance, but also for the performance and behaviour of the supply chain beneath them. As a result, they play a defining role in shaping procurement expectations, qualification standards, and the flow of opportunities to Tier 2 and Tier 3 suppliers.

For SMEs, understanding how Tier 1s operate is essential. These organisations act as the primary gateway into most nuclear projects, and their procurement processes, assurance requirements, and behavioural expectations strongly influence

what suppliers must demonstrate to be considered credible. While each Tier 1 has its own structure and commercial approach, there are clear areas of commonality, particularly around quality management, safety culture, documentation standards, and evidence of capability, which we visit in the next section.

It is also important to recognise that not all work on a nuclear project is nuclear classified. Only a defined proportion of any major programme requires nuclear specific codes, standards, or certification. A significant volume of activity, from construction and civils to digital systems, logistics, manufacturing, professional services, and enabling works, sits outside the highest regulatory categories. For many SMEs, this means the barriers to entry may be lower than they first appear, provided they can demonstrate robust processes, consistent quality, and a willingness to align with Tier 1 expectations.

COMMON EXPECTATIONS AND REQUIREMENTS ACROSS TIER 1 SUPPLIERS

Each Tier 1 organisation has its own structure, processes and procurement pathways which are provided on a company-by-company basis on the following pages. However, the expectations of Tier 1s on SME suppliers are strikingly consistent. The insights gathered reveal a shared set of principles that underpin successful supplier engagement across the nuclear sector.

Understanding these areas of commonality can support SMEs to prepare effectively, benchmark their maturity and ensure that investment is targeted to where it matters most to their potential clients.

Taken together, these insights show that Tier 1 expectations across the UK civil nuclear sector are far more aligned than they may first appear. Regardless of the procurement system or organisational structure, SMEs that demonstrate strong quality and safety foundations, credible compliance, cyber readiness, clear communication and an honest, collaborative approach are consistently viewed as reliable partners.

By focusing on these shared requirements, SMEs can prepare more strategically, reduce friction during onboarding, and position themselves for emerging opportunities across new build, decommissioning, advanced technologies and the wider fuel cycle. In short, understanding these common expectations is one of the most effective ways for SMEs to accelerate their route into the nuclear supply chain.

Safety Culture and Behavioural Expectations

A positive and mature safety culture is universally regarded as essential. Tier 1s expect SMEs to:

● Demonstrate leadership commitment to safety.

● Evidence proactive reporting (near misses, LTIs, safety observations).

● Align with nuclear site safety expectations and participate constructively in safety dialogues.

● Embed safety behaviours into daily operations, not treat them as compliance exercises.

Suppliers who cannot demonstrate good safety discipline, or who show complacency around safety critical behaviours, are consistently flagged as high risk.

Accreditation and Compliance Baselines

While specific requirements depend on the scope of work, there are clear, repeated expectations across the sector:

● ISO 9001 as a minimum for quality

● ISO 14001 and ISO 45001 for environmental and H&S management (frequently preferred or required)

● Cyber Essentials / Cyber Essentials Plus

● Nuclear specific standards (e.g., ISO 19443) for higher classification work, or a credible plan toward achieving it.

● Appropriate insurance levels, often higher than SMEs expect.

● Evidence of financial resilience to withstand slow mobilisation or extended payment cycles

Tier 1s consistently emphasise transparency, gaps are acceptable, misrepresentation is not.

Quality Management and Assurance Expectations

Across all Tier 1s, strong, well documented quality systems are treated as a non-negotiable foundation for participation in the nuclear supply chain.

Across all companies reviewed, SMEs are expected to demonstrate:

● A mature, documented quality management system (typically ISO 9001 as a baseline).

● Strong document control, configuration management and traceability.

● Complete, accurate and audit ready submissions during onboarding.

● A clear understanding of nuclear assurance requirements, including lifetime records, CFSI controls, and risk-based quality levels.

The capability to produce high quality documentation is seen as an indicator of delivery reliability. Many Tier 1s highlighted incomplete or poor-quality documentation, specifically at the tendering stage, as one of the most common reasons SMEs fail to progress.

Security, Cyber and Information Assurance

Across all Tier 1s, security readiness is a growing priority. SMEs are increasingly expected to:

● Hold Cyber Essentials or Cyber Essentials Plus (strong preference for the latter).

● Understand and comply with information classification and secure working requirements.

● Demonstrate readiness for personal and site security vetting (DBS, SC, or DV as appropriate).

● Have processes for handling sensitive information, supply chain threats and export controls.

Several Tier 1s noted that SMEs often underestimate the complexity or timescales associated with security clearance and cyber maturity.

Required

Expected/ Advantageous

Scope Dependant

Not Applicable

AECOM

Amentum

Assystem

AtkinsRéalis

Balfour Beatty

Capula

Cavendish Nuclear

Costain

Cyclife UK

Dalkia

Framatome

KBR

Mace

Morgan Sindall Infrastructure

Mott MacDonald

Nuvia

Rolls-Royce SMR

UK National Nuclear Laboratory

Urenco

Other general requirements for suppliers

PI insurance, Employer's Liability and Public Liability Insurances, Environmental Policy, Finance Details

Constructionline gold (Common Assessment Standard)

DBS, DV, SC—Staff checks for some categories

Aims to have requirements scope dependent where possible so it is proportional

Keen to understand how suppliers are managing their own supply chain. What specific arrangements are put in place to manage performance etc.

Will publish an updated Supplier Assurance document in 2026 to outline requirements more clearly and include details on how SMEs can work Nuvia.

Insurances, modern slavery conformance (where applicable), general and specific exclusions under Procurement Act 2023

Broader range of ESG with clear focus on carbon reduction to drive to NZ by 2040 or earlier in all scopes 1, 2 and 3.

TIER 1 PROCUREMENT OVERVIEWS

Below is a list of the Tier 1’s we engaged with and a table showing the sectors they work in. The following pages summarise each organisation’s procurement approach, outlining how they engage suppliers, what they typically source from SMEs, and the key considerations to be aware of when approaching them. Click on the Company Name to go direct to their summary.

AtkinsRéalis

Website: aecom.com

SME Enquiries: sme.enquiry@aecom.com

Procurement Portal: aecom.com/our-supply-chain/supplier-portal

AECOM is recognised as a global infrastructure leader, delivering professional services across the full project lifecycle, from planning, design and engineering through to programme and construction management. The company is an established provider to the nuclear sector, bringing more than 60 years of experience in delivering complex, highly regulated infrastructure in the UK and internationally. Its teams are committed to applying the breadth of AECOM’s capability to the sector, building on a strong heritage and contributing to a sustainable long term legacy.

Internal SME Engagement:

AECOM positions long term partnerships with SMEs as central to creating sustainable, mutually beneficial growth. Supplier engagement happens through project specific procurement, industry events and AECOM hosted activities, with qualification and onboarding managed through the Coupa Portal, where SMEs receive support to ensure a smooth transition into the supply chain.

What They Source from SMEs:

AECOM commonly procures professional services to support our innovative design delivery (e.g., engineering, nuclear HVAC, safety case, reliability specialists), specialist contractors for bespoke engineered items, and wider services to imbed lifecycle considerations (construction, commissioning etc) into the design phase.

Identified Gaps and Growth Areas:

AECOM expects SME involvement to grow in areas requiring innovation and technical agility, including robotics and AI for complex nuclear challenges, specialist engineering and bespoke component design, and technologies that enhance project delivery efficiency. These reflect rising demand for tailored, highly skilled SME capability.

Routes to Engagement:

SMEs can engage with AECOM through direct engagement: email submissions via: sme.enquiry@aecom.com, AECOM routinely attend and sponsor nuclear industry events such as BECBC, Nuclear Week in Parliament and Women in Nuclear, or direct contact with their project/framework or procurement leads.

Forward Pipeline of Work:

AECOM highlights the important role SMEs play in helping the company meet its environmental, social and governance (ESG) goals under its Sustainable Legacies strategy. Opportunities are typically communicated through project specific procurement activity or via engagement at industry events.

What They Value in SMEs:

AECOM values SMEs that bring forward thinking, innovative approaches and demonstrate a collaborative mindset. They particularly appreciate suppliers who challenge accepted norms constructively, deliver dynamically, and offer deep technical knowledge with clearly articulated capabilities.

Causes for Concern:

AECOM works with suppliers who meet its rigorous quality standards and whose values align with its own. The company expects its supply chain partners to demonstrate the same commitments to health and safety, sustainability and ESG performance.

Website: amentum.com/doing-business-with-us Procurement Portal: Amentum Supplier Management System (from 1 April)

Amentum provides integrated engineering, project management and operational services supporting the safe delivery of the UK’s civil nuclear mission. The organisation enables lifecycle solutions across decommissioning, new build and defence-adjacent civil nuclear programmes, with a strong focus on safety, compliance and value for money.

Internal SME Engagement:

SME engagement typically occurs through Project Delivery Teams, supported by Procurement and Supply Chain functions. Amentum does operate dedicated SME engagement routes, with teams holding authority and input into supplier selection. Onboarding is managed through a supplier registration form (transitioning to the Amentum Supplier Management System), where SMEs must provide complete, accurate and compliant information.

What They Source from SMEs:

Amentum commonly procures site-based delivery services (construction, installation, maintenance, commissioning), professional services, and a range of technical, engineering, HSE, catering and logistics support.

Identified Gaps and Growth Areas:

Amentum expects SME involvement to increase as the organisation grows across the Energy and Defence sectors. Opportunities are likely to expand in technical and engineering services, specialist support functions and areas aligned with innovation and emerging programme needs.

Routes to Engagement:

SMEs typically engage through the supplier registration portal, direct contact with Procurement and Supply Chain teams, or participation in supplier briefings and engagement events. Amentum also attends wider industry forums and “meet the buyer” sessions. Early engagement is encouraged through supplier days and sector events.

Forward Pipeline of Work:

Amentum does not currently publish a forward pipeline for SMEs. Engagement events and industry forums are the primary routes for visibility of upcoming opportunities.

What They Value in SMEs:

Amentum values SMEs that demonstrate innovation, flexibility, clear differentiation, enthusiasm and reliability. Alignment with Amentum’s mission and ethics is important, as is clarity on what makes the SME’s offer distinct within the sector.

Causes for Concern:

Concerns typically arise where SMEs struggle with documentation quality, traceability or capacity, or where onboarding information is incomplete. Misunderstanding of due-diligence timescales or expectations can also create friction.

Website: assystem.com/en/country/united-kingdom

Supplier Portal: Supplier registration portal (commercial team contact currently)

Assystem plays a key role in the UK civil nuclear sector, delivering engineering, digital and project management services that support the design, construction, operation and decommissioning of nuclear facilities. The organisation works with major operators and developers to accelerate the energy transition while maintaining the highest standards of safety, security and regulatory compliance.

Internal SME Engagement:

SMEs most commonly engage with Assystem through Procurement or Supply Chain teams. While there is no dedicated SME engagement team, these functions manage supplier interaction and have authority in supplier selection. Engagement typically begins through the supplier registration portal, with frameworks expected to be released in early 2026. SMEs must provide complete, accurate information, and are encouraged to indicate if they are working towards required certifications.

What They Source from SMEs:

Assystem commonly procures engineering, design, human factors, fire safety and project management services, alongside commissioning support and selected goods and equipment. These span professional services, technical disciplines and site-based delivery.

Identified Gaps and Growth Areas:

Assystem anticipates increased SME involvement in engineering, project management and commissioning services, particularly as the organisation expands its work across new build, decommissioning, digital engineering and long-term programme delivery. Growth is expected where SMEs can offer specialist skills, capacity and innovation aligned with lifecycle needs.

Routes to Engagement:

SMEs typically engage through the supplier registration portal, direct contact with the commercial team, or participation in supplier capability reviews. Framework agreements will become a key route from 2026. Assystem also engages through industry events and periodic supplier briefings.

Forward Pipeline of Work:

Assystem does not currently publish a forward pipeline for SMEs, though this is expected to change. Future frameworks and capability-led engagement models will provide clearer visibility of upcoming requirements.

What They Value in SMEs:

Assystem values SMEs that demonstrate agility, strong technical skills, clear differentiation, reliable delivery and a commitment to long-term partnership. Responsiveness and the ability to integrate effectively within multidisciplinary teams are also seen as key strengths.

Causes for Concern:

Concerns typically arise where SMEs over-commit resources, lack depth or scale, or fail to meet required insurance, security or standards expectations. Inadequate documentation or weak traceability can also undermine confidence during onboarding.

Website: atkinsrealis.com/en/about/working-with-suppliers

Procurement Portal: Ariba Spend Management

AtkinsRéalis is a global engineering and project delivery organisation with more than six decades of experience developing, licensing and supporting nuclear technologies. In the UK civil nuclear sector, it delivers solutions across the full lifecycle, from concept design and new build programmes to asset management, decommissioning and environmental remediation. The company also stewards CANDU® reactor technology and provides deep technical expertise across global regulatory frameworks.

Internal SME Engagement:

SMEs most commonly engage with Project Delivery Teams, supported by Procurement and Supply Chain functions. While there is no dedicated SME engagement team, procurement personnel oversee supplier onboarding through the IAND system, ensuring information is complete and aligned with the nuclear quality level required for upcoming work.

What They Source from SMEs:

AtkinsRéalis commonly procures topographical surveys, niche technical expertise, management training, bid support and first of a kind (FOAK) subject matter expertise, particularly in fusion and specialist design areas such as marine tunnelling.

Identified Gaps and Growth Areas:

Growth is expected in FOAK capability areas, especially around fusion projects and specialist design disciplines. Social Value commitments are also driving increased engagement with local and regional SMEs, particularly around major programmes such as Sizewell. Future expansion into component design and manufacture is anticipated, creating further opportunities for SMEs with specialist engineering capability.

Routes to Engagement:

SMEs typically engage through Meet the Buyer events, direct contact with procurement or supply chain leads, or invitations to join the IAND Supplier Management System. Initial engagement often comes via Delivery Teams, but AtkinsRéalis emphasises the importance of also contacting the relevant Procurement Lead, to avoid delays or missed opportunities.

Forward Pipeline of Work:

AtkinsRéalis does not currently publish a forward pipeline for SMEs, though frameworks and structured engagement routes are expected to evolve. Supplier capability reviews and major project events provide the best visibility of upcoming needs.

What They Value in SMEs:

SMEs that demonstrate reliability, responsiveness, flexibility, personal service and strong technical capability. A clear understanding of nuclear expectations and the ability to support long term relationships are also important.

Causes for Concern:

Concerns typically arise where SMEs lack basic compliance requirements, such as appropriate insurance levels, ISO certifications or plans to obtain them, or where suppliers rigidly apply contracting prerequisites without considering risk based adjustments. Over committing resources or lacking depth can also create delivery risks.

Website: balfourbeatty.com

Supplier Portal: Procurement/Supply Chain teams (no single portal)

Balfour Beatty is a leading Tier 1 contractor delivering major nuclear programmes across the UK, operating at multiple stages of the lifecycle. The company supports new build, decommissioning and fusion projects, drawing on extensive experience in complex infrastructure delivery.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. While there is no dedicated SME engagement team, suppliers interact through project specific procurement activity and direct contact with relevant business units. Registration of interest is managed locally within each business area.

What They Source from SMEs:

Balfour Beatty commonly procures steel fabrication (structural and secondary), commissioning services, blue collar labour, HVAC, and instrumentation, measurement and control systems. These span goods, equipment, professional services and site based delivery.

Identified Gaps and Growth Areas:

Growth is expected in fusion related technologies and in SME capability around nuclear quality assurance requirements. Social Value commitments are also driving increased engagement with local and regional SMEs, particularly on major projects such as Sizewell. Additional opportunities are emerging where SMEs can support specialist design and FOAK related capability.

Routes to Engagement:

SMEs typically engage through Meet the Buyer events, direct contact with procurement or supply chain leads, and outreach to relevant business units. Balfour Beatty publishes pipeline information through conferences, webinars and project level communications, though there is no single centralised portal.

Forward Pipeline of Work:

Pipeline visibility varies by project and business unit. Information is shared through industry events, webinars and project specific briefings rather than a single published source.

What They Value in SMEs:

Balfour Beatty values SMEs that demonstrate proactive research into project requirements, relevant experience, willingness to invest in additional capabilities, strong financial health and a commitment to developing long term relationships.

Causes for Concern:

Concerns typically arise where SMEs show poor financial health, lack relevant experience, or have limited understanding of client expectations, particularly around carbon commitments, safety, quality and risk. Incomplete tender responses or difficulty navigating complex procurement requirements can also create challenges.

Website: capula.com

Supplier Portal: Procurement/Supply Chain teams (no public portal)

Capula, part of Dalkia UK and EDF Group, provides full lifecycle support to clients across civil and defence nuclear, covering everything from fuel production through to new build, construction, operations, waste management and decommissioning. The company specialises in control, automation, digital and cyber systems that underpin safe and reliable nuclear operations.

Internal SME Engagement:

SMEs most commonly engage with Project Delivery Teams, supported by our Procurement and Supply Chain functions. The company does not operate a registration of interest system; instead, new suppliers are welcome to contact Capula if they believe their services would be of relevance to our projects or are approached directly when specific capabilities are needed and invited to complete a Pre-Qualification Questionnaire.

What They Source from SMEs:

Capula commonly procures site installation services, control software, controls hardware and prototype control cabinet testing. These span goods and equipment, professional services and site based delivery.

Identified Gaps and Growth Areas:

Capula identifies capability gaps in experienced testing laboratories and controls hardware OEMs. As nuclear programmes expand, demand is expected to grow for SMEs with strong testing capability, specialist controls expertise and robust quality assurance processes.

Routes to Engagement:

SMEs typically engage through direct market contact with procurement or supply chain leads. Capula does not use a supplier registration portal; instead, suppliers are invited to complete a PQQ when a requirement arises. The company works collaboratively with SMEs during onboarding but cannot proceed where suppliers do not meet required standards.

Forward Pipeline of Work:

Capula does not publish a forward pipeline.

What They Value in SMEs:

Capula places strong emphasis on supplier quality processes and understanding of nuclear safety. SMEs that demonstrate rigorous quality control, strong planning discipline and a positive safety culture are viewed most favourably.

Causes for Concern:

Concerns typically arise where SMEs show poor quality checking, weak planning or an adverse safety culture. Lack of awareness of CFSI requirements, import/export licensing, nuclear documentation standards or staff security processes can also create barriers.

Website: cavendishnuclear.com

Supplier Contact: Programme/Project Procurement Leads (via COUPA invitation)

Cavendish Nuclear, a wholly owned subsidiary of Babcock International Group, delivers critical nuclear solutions across clean energy, defence and civil decommissioning in the UK and internationally. The company supports all stages of the nuclear lifecycle—from new build and operations to waste management and decommissioning—combining specialist expertise with advanced manufacturing capabilities to help secure the UK’s energy future and meet net-zero commitments.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. Cavendish Nuclear has an SME engagement strategy and dedicated initiatives, supporting the Programme & Project Procurement Leads who directly select suppliers. The company continually onboards suppliers but aims to do so at the right time, when there is a realistic prospect of suitable work.

What They Source from SMEs:

Cavendish Nuclear procures a wide range of goods and services from SMEs, including professional and technical services (such as design), machining and fabrication, and site-based delivery across construction, installation, maintenance and commissioning.

Identified Gaps and Growth Areas:

Cavendish Nuclear is actively seeking to grow its SME base across capability gaps and emerging growth areas. Priority areas include specialist technical services, manufacturing capability and niche expertise aligned with programme needs. SME engagement is a strategic focus across all parts of the business.

Routes to Engagement:

SMEs typically engage through direct market contact with procurement or supply chain leads. Suppliers receive a COUPA link to create an account when onboarding is appropriate. Early engagement is supported through outreach activities, enabler tasks, lunch-and-learns and training opportunities

Forward Pipeline of Work:

Where possible, Cavendish Nuclear shares pipeline information at programme or project level. This may be delivered through briefings, events or direct communication rather than a single published source.

What They Value in SMEs:

Cavendish Nuclear values SMEs that bring niche expertise, flexibility, agility and a collaborative approach. They also appreciate suppliers who work with them to develop pragmatic contract terms and demonstrate a willingness to engage openly and constructively.

Causes for Concern:

Concerns typically arise where SMEs are slow to complete registration steps, show limited engagement, or lack a questioning and learning mindset. Poor communication or reluctance to collaborate can also hinder progress.

Website: costain.com

Supplier Portal: https://secure.sourcedogg.com/profile/e4f39bd7e4d6-44e5-afb5-96449a9d2b33/requests/32718

Costain is an infrastructure services partner delivering major programmes across the UK nuclear sector, with a strong presence in decommissioning and adjacent fusion projects. The company provides integrated professional services and site based delivery, supporting complex infrastructure and programme requirements.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. Costain does not operate a dedicated SME engagement function, but procurement leads play a central role in early engagement, supplier development and ongoing relationship management. Suppliers are required to register through the SourceDogg portal, which is monitored frequently with automated alerts to support timely completion. Costain also runs Supply Chain Academy events to help SMEs develop their competencies and strengthen their readiness for future opportunities.

What They Source from SMEs:

Costain commonly procures surveys, civils, plant, materials and specialist design services. These span professional services and site based delivery across construction, installation, maintenance and commissioning.

Identified Gaps and Growth Areas:

Costain anticipates increasing SME involvement across all areas as infrastructure demand grows and supply chain capacity becomes more constrained. As nuclear and defence programmes expand, there will be particular demand for specialist Mechanical and Electrical Services, as well as niche technical disciplines relevant to nuclear energy and nuclear decommissioning works.

Routes to Engagement:

SMEs typically engage through direct supply, the supplier registration portal, and contact with Procurement or Supply Chain representatives. Meet-the-Buyer events and wider industry engagement sessions also provide routes for introduction and early dialogue.

Forward Pipeline of Work:

Costain does not currently publish a forward pipeline for SMEs, though this is under review. Opportunities are shared through project level communications, conferences and webinars.

What They Value in SMEs:

Costain values SMEs that demonstrate flexibility, responsiveness, specialist expertise and strong relationship management. Innovation and value engineering approaches are particularly well received, as are suppliers with a continuous improvement mindset who are willing to challenge established ways of working. Successful SMEs understand how to position their capability within Costain’s programmes and maintain engagement across multiple organisational levels.

Causes for Concern:

Concerns typically arise where SMEs provide incomplete information in PQQs, misrepresent specific competencies, or struggle to comply with tender requirements, particularly those relating to mandatory nuclear specific site standards. Costain also highlights the importance of holding appropriate accreditations (such as ConstructionLine, CHAS or Achilles), Cyber Essentials certification, and suitable insurance cover. A solid financial standing and the ability to invest in future growth are also important considerations.

Website: cyclife-edf.com/en/our-governance/cyclife-uk-ltd

Supplier Contact: procurement@cyclife-edf.co.uk

Cyclife UK specialises in decommissioning and waste handling, supporting Site Licence Companies and Tier 2 contractors across all aspects of decommissioning, specialist equipment design and manufacture, waste management and waste treatment. The company operates across multiple stages of the nuclear lifecycle, providing technical, operational and site based expertise.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. Cyclife does not have a dedicated SME engagement team but maintains clear routes for supplier contact through dedicated sales and procurement email addresses. Three different approval forms are used depending on supplier criticality, with annual renewals for critical suppliers and two to three year cycles for others.

What They Source from SMEs:

Cyclife commonly procures transport services, treatment services, project management specialists, specialist engineers and contaminated laundry services. These span goods and equipment, professional services and site based delivery.

Identified Gaps and Growth Areas:

Cyclife anticipates SME opportunities across all areas of its operations and is open to expanding its SME base. Capability gaps exist in testing laboratories and specialist controls hardware OEMs, with further growth expected as decommissioning and waste programmes evolve.

Routes to Engagement:

SMEs typically engage through direct supply, Meet the Buyer events and direct contact with procurement or supply chain leads. Cyclife does not operate a public registration portal; instead, suppliers are issued the appropriate approval form when engagement begins. The company works collaboratively with SMEs to complete onboarding, though it cannot proceed where minimum standards are not met.

Forward Pipeline of Work:

Cyclife does not publish a forward pipeline. Opportunities are driven by Site Licence Company tenders, which can be unpredictable. Once tendered, turnaround times are typically 4–6 weeks, requiring SMEs to respond promptly and accurately.

What They Value in SMEs:

Cyclife values SMEs that demonstrate flexibility, sufficient compliance with terms and conditions, niche expertise, lean processes and strong operational discipline. A robust safety record and sound financial standing are also important.

Causes for Concern:

Concerns typically arise where SMEs struggle with safety culture, financial stability, insurance levels or compliance with contract terms. Inability to complete approval forms due to limited resource, or difficulty meeting flow down requirements from client contracts, can also create barriers.

Website: dalkia.co.uk

Supplier Portal: Full PQQ issued directly by Procurement Team

Dalkia Facilities Management delivers planned and reactive maintenance, minor project works and wider facilities support across nuclear client sites in the UK. As a Tier 1 provider for site-based delivery, the company manages a broad supply chain covering mechanical and electrical services, building fabric, civils and specialist maintenance activities.

Its procurement approach is structured and compliancedriven, with a strong emphasis on ensuring subcontractors meet robust safety, quality and accreditation requirements before onboarding. This positions Dalkia as a key gateway for SMEs seeking to access facilities management and minor project opportunities within nuclear.

Internal SME Engagement:

SMEs engage with Dalkia primarily through the Procurement Team, who hold authority and input into supplier selection. Onboarding requires completion of a full PQQ and submission of all supporting documentation, and ConstructionLine Gold accreditation is mandatory for subcontractors working on nuclear client sites.

What They Source from SMEs:

Dalkia commonly procures planned and reactive maintenance services, mechanical and electrical spares and materials, building-fabric components and civils-related works. Their supply chain also supports the provision of goods, equipment and professional services, with minor project works identified as a particular area of growth.

Identified Gaps and Growth Areas:

Dalkia identifies minor project works as its primary growth area, with increasing volumes of small-scale construction, refurbishment and facilities-related tasks expected across nuclear client sites. While they did not highlight specific capability gaps, their emphasis on ConstructionLine Gold accreditation, complete documentation and strong financial stability suggests that many SMEs still fall short of baseline compliance expectations. Opportunities are likely to expand for SMEs that can demonstrate consistent quality, robust safety performance and the ability to mobilise efficiently within a regulated site environment.

Routes to Engagement:

SMEs typically engage with Dalkia through Meet the Buyer events or by contacting the Procurement Team, who act as the primary gateway for supplier qualification. Before any work can be awarded, suppliers must complete the full PQQ and provide all required documentation, which forms the basis of Dalkia’s onboarding and assurance process. The company emphasises early engagement with procurement rather than project teams to avoid delays or misalignment.

Forward Pipeline of Work:

Opportunities are expected primarily in minor projects, alongside ongoing planned and reactive maintenance across nuclear client sites. Dalkia does not publish a formal forward pipeline; visibility typically comes through procurement engagement and Meet the Buyer events.

What They Value in SMEs:

Dalkia places strong emphasis on SMEs demonstrating a mature and proactive health and safety culture, supported by consistent, high-quality service delivery and competitive pricing. They also value suppliers who bring innovation and who arrive fully prepared, with the correct PPE, documentation and a clear understanding of site rules.

Causes for Concern:

Dalkia’s main concerns arise where SMEs submit incomplete PQQs, provide missing or incorrect documentation or fail to hold the required ConstructionLine Gold accreditation. Limited geographic coverage and weak financial stability can also undermine confidence in a supplier’s ability to deliver reliably within a regulated, site based environment.

Website: framatome.com/en

Supplier Contact: dominic.jones@framatome.com

Framatome plays a key role in supporting the UK’s nuclear ambitions through its contribution to new European Pressurised Reactor (EPR) construction and its maintenance and long term operational support to existing plants. The company is actively developing UK-based capability across engineering, project management, site services and outage support, helping to strengthen the national nuclear supply chain.

Internal SME Engagement:

SMEs typically engage with Framatome through Procurement or Supply Chain teams. There is no dedicated SME function; suppliers are onboarded through established internal processes rather than self registration. Engagement is opportunity led, with suppliers introduced when their capability aligns with defined project needs.

What They Source from SMEs:

Framatome procures project engineering, fabrication, stainless steel machining and specialist technical services, including CSR-related support. Requirements span professional services and the supply of goods and equipment.

Identified Gaps and Growth Areas:

SME involvement is expected to grow, particularly in specialist technical support aligned with nuclear specific disciplines. As the UK new build programme expands, demand will increase for niche engineering capability and high grade quality assurance and compliance expertise.

Routes to Engagement:

SMEs engage through Meet the Buyer events, direct contact with procurement leads and responses to RFIs. Supplier onboarding is managed internally, with guidance provided throughout. For high QA grades or safety related work, relevant accreditations and certifications are essential.

Forward Pipeline of Work:

Framatome does not publish a dedicated SME pipeline. Engagement is driven by emerging opportunities and alignment with specific project requirements, meaning SME involvement is largely reactive and opportunity led.

What They Value in SMEs:

Framatome values SMEs with strong understanding of nuclear regulatory and safety requirements, and a flexible, proactive approach to delivery. Established sector networks and a clear, well defined value proposition also strengthen an SME’s position.

Causes for Concern:

Concerns typically relate to gaps in readiness and compliance, including incomplete PQQs or missing accreditations. SMEs may struggle if they cannot demonstrate how required standards will be met, particularly for high QA grades or safety critical roles where robust quality assurance systems are essential.

Website: kbr.com

Supplier Contact: procurement@sl-ppp.co.uk

Supplier Portals: supplier.kbr.com competefor.com/sellafield/opportunities

KBR is the Integration Partner on the Programme and Project Partners (PPP) framework at Sellafield, supporting the delivery of major decommissioning projects. The company works across the nuclear lifecycle with a focus on decommissioning, providing professional services, engineering, construction and digital capability through Tier 1 and Tier 2 delivery partners.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. While KBR has an SME engagement function, it does not influence supplier selection. SMEs typically engage via Tier 1 or Tier 2 delivery partners, with onboarding managed through framework agreements and structured procurement processes.

What They Source from SMEs:

KBR commonly procures design services, professional services, construction contractors, digital and 4D capability, MEICA, and civils support. These span professional services, goods/equipment and site based delivery.

Identified Gaps and Growth Areas:

Growth is expected in civils minor works and specialist capability areas aligned with PPP delivery needs. As decommissioning programmes expand, KBR anticipates increased SME involvement across digital, engineering and construction disciplines.

Routes to Engagement:

SMEs typically engage through supplier briefings, PPP supply chain events, Meet the Buyer sessions and the CompeteFor platform. Registration is required and monitored, with completion expected within a week. KBR encourages SMEs to learn the sector and engage early through PPP events.

Forward Pipeline of Work:

KBR publishes opportunities through CompeteFor and PPP engagement events. Framework agreements also provide visibility of upcoming requirements.

What They Value in SMEs:

KBR values SMEs that demonstrate collaboration, proactive engagement, willingness to work closely with delivery partners and a personalised, relationship driven approach. Preparedness and sector understanding are key differentiators.

Causes for Concern:

Concerns typically arise where SMEs rely on a single individual to complete onboarding, struggle to understand PQQ or tender documentation, or hesitate to ask for help. Non compliance with prerequisites such as Cyber Essentials Plus, capacity limitations and lack of experience can also create barriers.

Website: macegroup.com

Supplier Information: macegroup.com/corporate/supply-chain

Mace is a delivery partner providing construction, logistics, PMO, project controls, programme delivery and project management services across the UK nuclear sector. The company supports new build, decommissioning, fusion and waste programmes, bringing expertise in professional services and complex project delivery.

Internal SME Engagement:

SMEs most commonly engage with Project Delivery Teams, who lead early conversations and identify potential partners for specific pursuits. While Mace has an SME engagement function, it does not influence supplier selection; instead, engagement is driven by project needs, and the relationships SMEs build with sector leads. Onboarding only takes place once a defined scope has been agreed.

What They Source from SMEs:

Mace primarily procures professional services, including PMO, HR, digital services and engineering support. Their supply chain is therefore more specialist and relationship-driven than goods- or equipment-heavy Tier 1s.

Identified Gaps and Growth Areas:

Growth is expected in digital services and HR capability, with opportunities emerging through project specific needs. SME involvement is typically driven by relationships and alignment with upcoming pursuits rather than broad category gaps.

Routes to Engagement:

SMEs usually engage through direct market contact, networking discussions and introductions at industry events. Appointments are made directly following conversations about specific opportunities. There is no proactive early engagement route beyond responding to issued opportunities.

Forward Pipeline of Work:

Mace does not publish a forward pipeline. Opportunities arise through developed relationships and project specific pursuits rather than open calls.

What They Value in SMEs:

Mace values SMEs that demonstrate agility, fresh thinking and the ability to integrate effectively with project teams. A relationship driven approach and clarity on scope are key differentiators.

Causes for Concern:

Concerns typically arise where SMEs struggle to work as part of the team or where behaviours do not align with collaborative delivery. Lack of clarity on scope or expectations can also create challenges.

Website: morgansindallinfrastructure.com

Supplier Contact: msgsupplychain@morgansindall.com

Supplier Portal: app.localsupplychain.co.uk/signin/morgansindall

Morgan Sindall Infrastructure delivers world class, mission critical projects across the civil nuclear and defence sectors. As a UK multi discipline delivery partner, the company provides programme, design, construction and engineering services from early contractor involvement through to installation and commissioning.

Internal SME Engagement:

SMEs most commonly engage with Project Delivery Teams, supported by Procurement and Supply Chain. Morgan Sindall does not have a dedicated SME engagement team, but suppliers can contact the central supply chain inbox to express interest in working with the Nuclear Business Unit. Onboarding is managed through Constructionline, which acts as the supplier qualification portal.

What They Source from SMEs:

Morgan Sindall commonly procures PPE, small tools and consumables, timber, cable containment and manufactured components. These span goods and equipment, professional services and site based delivery.

Identified Gaps and Growth Areas:

Electrical engineering, both goods and services, is a key growth area, with increasing demand expected across nuclear new build, plant life extension and decommissioning programmes.

Routes to Engagement:

SMEs typically engage through direct market contact, email introductions to the supply chain team and participation in industry networking events. There is no requirement for a pre submission form; suppliers simply email the supply chain inbox with basic company information and their interest in nuclear work.

Forward Pipeline of Work:

Morgan Sindall does not currently publish a forward pipeline for SMEs. Opportunities are shared through project level engagement and industry events.

What

They Value in SMEs:

Morgan Sindall values SMEs that offer value for money, strong service levels, and the ability to deliver reliably. Successful SMEs demonstrate readiness, relevant capability and a willingness to engage constructively with qualification processes.

Causes for Concern:

Concerns typically arise where SMEs are reluctant to engage with Constructionline, struggle to complete qualification questions, or bid for work beyond their capacity. Lack of required insurances, accreditations or understanding of security clearance requirements can also create barriers.

Website: mottmac.com/en-gb/markets-and-services/energy/nuclear

Supplier Contact: nuclear@mottmac.com

Mott MacDonald is a global engineering and management consultancy with more than 60 years of experience in the nuclear sector. The company delivers multi disciplinary expertise across defence, decommissioning, fuels, civil new build and plant life extension, supporting clients from early design through to project delivery and maintenance.

Internal SME Engagement:

SMEs most commonly engage with the development team at Mott MacDonald, who act as the first point of contact for early conversations. Mott MacDonald does not have a dedicated SME engagement team. Suppliers wishing to join the approved supplier list complete a short registration process and a risk profile assessment.

What They Source from SMEs:

Mott MacDonald primarily procures professional services, including engineering, design, nuclear waste and environmental expertise, and project management support. As a consultancy, they rarely procure goods, focusing instead on specialist service providers.

Identified Gaps and Growth Areas:

As a multi disciplinary consultancy, Mott MacDonald is open to conversations with organisations from a wide range of disciplines and backgrounds. Growth areas are opportunity driven and linked to client needs across major programmes.

Routes to Engagement:

SMEs typically engage through direct market contact, early discussions with the development team and participation in periodic supplier capability reviews. Regular engagement is encouraged, as the approved supplier list is a live database.

Forward Pipeline of Work:

Mott MacDonald does not publish a forward pipeline for SMEs. Opportunities are driven by client funding cycles and programme specific requirements.

What They Value in SMEs:

Mott MacDonald values SMEs that demonstrate proactivity, clear and concise communication, and a focused value proposition. Suppliers who tailor their approach to specific opportunities and articulate where their experience adds value stand out.

Causes for Concern:

Concerns typically arise where SMEs over commit, adopt a pushy approach or fail to provide clear, relevant information. Lack of a focused value proposition or “random” engagement can also hinder progress.

Website: nuvia.com

Supplier Contact: supply.chain-UK@nuvia.com

Supplier Portal: hellios.com/sme-portal

NUVIA has extensive experience across the full lifecycle of nuclear activities, from new build through operations and maintenance to waste management and decommissioning. The company operates across all segments of the nuclear market, supported by highly experienced teams in engineering, consultancy and health physics.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. NUVIA does not have a dedicated SME engagement team but maintains a monitored supply chain inbox where SMEs can register interest. The company is a buying member of JOSCAR and encourages SMEs to register via the Hellios SME Portal to streamline onboarding and improve visibility.

What They Source from SMEs:

NUVIA commonly procures specialist recruitment, engineering consultancy services, manufacture and fabrication, corporate professional services, and plant equipment and hire. SMEs also support specialist technical staffing, systems engineering, human factors, safety case development and niche digital capability.

Identified Gaps and Growth Areas:

NUVIA expects SME involvement to grow significantly in specialist technical disciplines, driven by the sector-wide need for around 40,000 new roles by 2030. SMEs with niche digital innovation, high-integrity machining and fabrication capability, or specialist engineering expertise will be increasingly important.

Routes to Engagement:

SMEs typically engage through Meet-the-Buyer events, direct contact via the supply chain inbox, and registration through JOSCAR or the Hellios SME Portal. Nuvia monitors enquiries daily and responds where there is potential alignment. Onboarding is supported collaboratively, with guidance provided to SMEs unfamiliar with nuclear quality requirements.

Forward Pipeline of Work:

NUVIA does not publish a forward pipeline. Opportunities are driven by client tenders and programme needs, making early visibility and proactive engagement particularly important.

What They Value in SMEs:

NUVIA values SMEs that bring innovation, niche technical expertise, flexibility and agility. They also appreciate suppliers who communicate clearly, maintain open dialogue and demonstrate readiness through strong policies, insurances and certifications.

Causes for Concern:

Concerns typically arise where SMEs underestimate nuclear quality and assurance requirements, overclaim capability, or lack understanding of nuclear documentation such as Life Time Records. Increasing security expectations also require SMEs to demonstrate resilience and compliance.

Website: rolls-royce-smr.com

Supplier Portal: suppliers.rolls-royce-smr.com

Rolls Royce SMR is developing a UK designed and UK engineered small modular reactor technology, supported by a predominantly domestic workforce and supply chain. As a new entrant with significant long term growth potential, the organisation’s supply chain scope spans the full delivery solution, including design, manufacture, construction, assembly and commissioning.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. Rolls Royce SMR has a dedicated SME engagement function with authority and input into supply chain development. Supplier registrations are made through the RRSMR Supplier Portal and reviewed weekly. Engagement is intentionally phased to avoid unnecessary cost burdens on SMEs and to ensure suppliers are brought in at the right stage of programme maturity.

What They Source from SMEs:

Rolls Royce SMR procures a wide range of goods, equipment and services, including engineering services, project and programme management, specialist valves, civil construction support and nuclear and non nuclear components such as tanks, vessels, heat exchangers and fabrications.

Identified Gaps and Growth Areas:

Key areas where SME involvement is expected to grow include lower tier manufacturing and fabrication, advanced manufacturing technologies such as welding, inspection and modularisation, specialist engineering services including safety analysis and EC&I design, and testing, qualification and validation services to support new supplier development.

Routes to Engagement:

SMEs can engage through the RRSMR Supplier Portal, supplier conferences held twice a year, Meet the Buyer webinars and direct engagement with publicised Tier 1 organisations. Rolls Royce SMR shares key requirements and supporting documentation on the portal to help SMEs understand where they fit within the wider supply chain solution and what is expected of them.

Forward Pipeline of Work:

A forward pipeline is being developed and will be incorporated into the Supplier Portal as the programme matures, covering both UK and global opportunities. Engagement routes will expand as the SMR programme progresses through key delivery stages.

What They Value in SMEs:

Rolls Royce SMR values SMEs that can demonstrate strong capability and appropriate quality maturity, an understanding of what it means to support production at scale, proactive engagement and responsiveness, and niche skills or innovative solutions that add value to the SMR programme.

Causes for Concern:

Concerns typically arise where SMEs struggle to understand where they fit within the wider supply chain, have difficulty interpreting requirements or opportunity scale, or cannot demonstrate readiness to join a production scale solution. Limited communication or incomplete information can also hinder progress.

Website: uknnl.com

Supplier Contact: uknnl.com/suppliers — Procurement & Commercial Team

United Kingdom National Nuclear Laboratory (UKNNL) is the UK’s national laboratory for nuclear fission, delivering research and development that supports every stage of the nuclear lifecycle. Its work spans nuclear science, technology development and innovation, providing expertise that benefits society across energy, security and defence, environment and health.

Internal SME Engagement:

SMEs most commonly engage with Procurement or Supply Chain teams. UKNNL does not have a dedicated SME engagement team, but supplier registrations are monitored daily and typically completed within two weeks once due diligence is satisfied. As a research driven organisation, UKNNL procures a broad range of goods, services and specialist equipment to support laboratory operations and scientific programmes.

What They Source from SMEs:

UKNNL commonly procures scientific equipment, engineering and design services, MROs and laboratory consumables. SME involvement is also significant in specialist technical services, consultancy and niche scientific capability.

Identified Gaps and Growth Areas:

Future SME growth is expected in nuclear medicine and nuclear fuels, where UKNNL anticipates increasing research activity. However, due to the evolving nature of R&D programmes, forecasting specific capability gaps is challenging. SMEs with specialist scientific, technical or innovative digital capability may find increasing opportunities as programmes mature.

Routes to Engagement:

SMEs typically engage through direct contact with Procurement, Meet the Buyer events and wider industry engagement. Early engagement is encouraged, with UKNNL emphasising two way dialogue and constructive feedback. Supplier registration requires a formal submission, and incomplete information, missing certificates or misunderstanding of standard questions are common pitfalls.

Forward Pipeline of Work:

UKNNL publishes a forward pipeline where possible, with information made available through its website and direct communication. Opportunities are often linked to specific research programmes and may be advertised or shared through targeted engagement.

What They Value in SMEs:

UKNNL values SMEs that demonstrate enthusiasm, innovation and agility. A clear understanding of the requirement, strong communication and a willingness to invest time in understanding processes are seen as strong differentiators.

Causes for Concern:

Concerns typically arise where SMEs lack experience, struggle to meet sustainability or social value expectations, or provide incomplete or unclear information during onboarding. Security requirements can also be challenging, particularly where information sharing or site access is involved.

Website: urenco.com

Urenco is an industry leading uranium enrichment company with operations across the UK, Europe and the USA. Its mission is to deliver trusted and innovative nuclear services and solutions, supporting a sustainable net-zero future through the provision of enriched uranium, next-generation fuel technologies and related services.

Internal SME Engagement:

Urenco engages SMEs through its Procurement and Category Management teams, supported by structured qualification processes. Initial expressions of interest are submitted via the external supplier portal before progressing into SAP Ariba SLP for risk based assessment. SMEs are expected to provide complete, accurate documentation and maintain clear communication with the relevant Category Manager.

What They Source from SMEs:

Urenco commonly procures valves, pipework, traps, pumps, MRO spares and engineering design services. These requirements span goods and equipment, professional services and site based delivery, reflecting the broad technical support needed across their operations.

Identified Gaps and Growth Areas:

Urenco expects increasing SME opportunities as work expands in nuclear medicine, nuclear fuels and the development of specialist engineered components to address obsolescence, CFSI risks and ageing assets. Additional growth is anticipated through government backed programmes such as HALEU and Small Modular Reactors, where strengthened supply chain resilience and higher QA/ QC expectations will create further demand for specialist and second tier SME capability.

Routes to Engagement:

SMEs can engage with Urenco through the external supplier registration portal, which provides an initial route into Category Management, followed by qualification via SAP Ariba SLP using a risk-based assessment. Engagement also takes place directly with Procurement or Category Management teams, and SMEs are encouraged to submit concise capability portfolios that can be shared internally to support visibility and alignment with upcoming needs.

Forward Pipeline of Work:

While forecasting remains challenging, Urenco expects evolving activity in nuclear medicine, nuclear fuels and government-backed programmes such as HALEU and SMRs. These areas are likely to create increased demand for specialist SMEs able to support resilience, innovation and stringent assurance requirements.

What They Value in SMEs:

Urenco values SMEs that engage proactively, complete qualification requirements thoroughly and provide accurate, well-evidenced documentation. Clear capability portfolios, credible client references and strong quality systems are viewed positively, as is a demonstrable commitment to ESG, particularly carbon reduction and broader sustainability.

Causes for Concern:

Concerns typically arise where SMEs lack ISO 9001 certification or progress towards it, have weak or basic quality management systems, or do not report standard health and safety metrics such as LTIs, MTIs and near misses. Limited understanding of nuclear security and site-access requirements can also undermine confidence during onboarding.

CROSS COMPANY INSIGHTS:

A sector-wide view of what Tier1s expect, value and require from SMEs.

Although each company has its own processes, culture and priorities, a clear and consistent picture emerges of what they value in SME suppliers, the challenges SMEs commonly face, and the behaviours that lead to successful engagement. These insights provide essential context after exploring the individual company profiles previously.

What Tier 1s value most in SME partners

Across the sector, Tier 1s describe successful SMEs in remarkably similar terms. The most valued suppliers are those who demonstrate strong proactivity and responsiveness, maintaining clear communication and engaging consistently throughout the process.

Flexibility and agility are also highly prized, particularly in environments where requirements evolve and delivery pressures shift. Many Tier 1s emphasise the importance of niche expertise or specialist capability, especially where technical depth or hard-to-find skills are required.

Underpinning all of this is the expectation of robust quality systems: SMEs that can demonstrate disciplined documentation, audit readiness and strong QA processes are viewed as significantly more reliable partners.

Finally, relationship-building behaviours; openness, collaboration and constructive challenge are repeatedly highlighted as markers of SMEs who integrate well and deliver effectively.

What are the barriers?

When asked about the barriers SMEs face, Tier 1s pointed to a consistent set of challenges.

The most significant relate to quality and assurance requirements, particularly the depth of documentation and traceability expected in a nuclear environment. Many SMEs underestimate the complexity of nuclear regulation, which can lead to delays or misalignment during onboarding.

Several Tier 1s also noted that their onboarding processes can feel complex or lengthy, involving multiple portals, questionnaires and compliance checks. Capacity and capability constraints are another common concern, especially where SMEs struggle to demonstrate scalability or resilience. Security clearance requirements can also slow mobilisation, particularly for suppliers unfamiliar with vetting processes.

Finally, financial resilience remains a key consideration, as Tier 1s need confidence that SMEs can withstand programme delays or extended payment cycles.

Chart 3: Common SME Pitfalls

Incomplete or Poor-Quality Documentation

Overclaiming Capability or Nuclear Experience

Misunderstanding Requirements (QA/Safety/Cyber/Tendering)

Slow or Inconsistent Engagement

Missing Accreditations or Insurances

Unanswered Questions or Gaps in Submissions

Outdated Policies or Certificates

Failure to Prepare Thoroughly Before Onboarding

Chart 2: Barriers SMEs Face

Security & Site Access Requirements

Complex or Heavy Documentation Requirements

Demonstrating Capacity & Capability Without Nuclear Experience

Finding & Accessing Opportunities Early Enough

Understanding QA/QC & Nuclear Assurance Requirements

Incomplete or Poor-Quality Onboarding Information

Sustainability & Social Value Expectations

Consistently cited as a major barrier

Frequently cited, but not universal

Recurring but less dominant Understanding Where They Fit in the Supply Chain

What are the pitfalls?

Tier 1s also identified several recurring pitfalls that hinder SME onboarding.

Major, repeatedly emphasised pitfalls

Frequently and significant issues

Recurring but less dominant

The most common issue is incomplete or poor-quality documentation, including missing certificates, outdated policies or unanswered questions. Overclaiming capability, particularly overstating nuclear experience or readiness, is another frequent concern, as it undermines trust early in the relationship.

Several Tier 1s highlighted that SMEs sometimes fail to fully understand requirements, especially around QA, safety, cyber security and tender documentation. Slow or inconsistent engagement can also create friction, as can missing accreditations or insurances that are considered baseline expectations for operating in the sector.

These pitfalls are avoidable, and SMEs who prepare thoroughly and respond accurately tend to progress more smoothly.

Routes to Market

Despite differences in process, the routes SMEs take to engage with Tier 1s are broadly consistent. Most organisations direct suppliers to a formal supplier portal as the starting point, followed by opportunities to connect through meet-thebuyer events, industry conferences and direct contact with procurement teams.

Engagement can also occur through Tier 1 or Tier 2 partnerships, particularly where SMEs are seeking to enter the sector for the first time. Capability submissions, whether through portals, email or structured onboarding systems, remain a central part of the process. Together, these pathways illustrate that there is no single route into the supply chain; rather, SMEs benefit from visibility, persistence and early engagement.

Tier 1s also offered practical advice for SMEs preparing to work with them. The strongest message is the importance of early engagement: SMEs who make contact before opportunities are released are better positioned to understand requirements and align their capability.

8: Growth Areas for SME Involvement

Chart 7: Early Engagement Advice

Understand Nuclear Expectations Ask Questions

Provide Complete Information

Research is another recurring theme, with Tier 1s encouraging SMEs to understand their organisation, projects and scope before making an approach. Tailoring the pitch, being specific about value, capability and relevance, is seen as a sign of professionalism. Many Tier 1s emphasise the importance of honesty about limitations, as transparency builds trust and enables constructive dialogue. Asking questions, providing complete information and understanding nuclear expectations round out the core advice offered across the sector.

Finally, Tier 1s identified several areas where SME capability will be increasingly important in the coming years. Growth is expected in fusion, SMRs and HALEU, alongside digital, AI and robotics applications.

High-integrity machining and fabrication will continue to be in demand, as will specialist technical consultancy and advanced engineering skills. Civils minor works, nuclear medicine and niche technical disciplines also feature prominently in future opportunity areas.

These insights highlight where SMEs may wish to focus their development and investment to align with emerging sector needs.

LESSONS LEARNED FROM SMES

While this guide focuses on clarifying Tier 1 expectations, it became clear through the research that SMEs also benefit from hearing directly from those who have already made the journey. Formal requirements tell only part of the story; the lived experiences of suppliers reveal how those expectations play out in practice, where the real challenges lie, and what behaviours genuinely support success.

To complement the structured procurement insights, this section brings together lessons learned from SMEs who have entered the UK civil nuclear sector in recent years. Their reflections offer practical, grounded advice on navigating the landscape, building credibility, and sustaining momentum in a complex and highly regulated environment. By capturing these experiences, the guide aims to provide SMEs with a more rounded understanding of what to expect, not just in terms of compliance, but in the day to day realities of establishing themselves within the sector.

SMEs entering the UK civil nuclear sector consistently describe the experience as rewarding but demanding, with a steep learning curve and a need for sustained commitment. The insights shared through this survey highlight a set of common hurdles that new entrants should expect to encounter, alongside practical lessons learned from those who have already navigated the journey.

Across respondents, the most significant challenges relate to accessing opportunities, identifying the right contacts, and understanding the complex landscape of frameworks and long-term contracts that shape how work is awarded.

Many SMEs also report that accreditation requirements, proof of capability, and future reporting expectations can feel disproportionate when first approaching the sector. While onboarding processes themselves are not always the primary barrier, the volume of documentation, the need for audit-ready systems, and the expectation of robust quality and safety arrangements can create friction for organisations unfamiliar with regulated environments.

Despite these challenges, SMEs emphasise that success is entirely achievable with the right preparation. A recurring theme is the importance of understanding the client, the project and the delivery model before initiating engagement. As one respondent put it, “Don’t waste your time trying to sell to end clients—understand who has the frameworks.”

Much of the nuclear market is delivered through Tier 1 and Tier 2 frameworks, and SMEs stress that time is often wasted approaching end clients directly without first mapping who actually holds the relevant contracts. Building alliances and partnerships is seen as essential, particularly for organisations without an established nuclear track record.

Respondents also highlight the need for patience, persistence and long-term planning. Nuclear projects move slowly, decision cycles can be lengthy, and cashflow planning is critical for new entrants. One SME captured this reality clearly: “Patience is required… invest time well in advance of winning work.” Several SMEs note that it can take years of visibility, networking and capability development before meaningful work is secured. Maintaining momentum during this period requires clear goals, internal alignment and a willingness to invest ahead of revenue.

Another strong message is the importance of always being audit-ready. SMEs advise newcomers to expect detailed scrutiny of their quality systems, documentation, insurances, training records and safety metrics. As one respondent warned, “Be audit ready, all the time. The nuclear sector enjoys focusing on what the supply chain is doing.” The sector’s skills gap and complex regulatory environment mean that suppliers must be prepared to navigate extensive documentation and ambiguous standards. However, SMEs also note that the discipline gained through nuclear compliance often strengthens their competitiveness in other high-integrity sectors such as defence and aerospace.

Finally, respondents emphasise the value of building networks and becoming part of the project ecosystem. Engagement through forums, industry groups, Meet-the-Buyer events, chambers of commerce and site visits help SMEs understand the culture, build visibility and stay aligned with evolving project needs. One respondent summarised this simply: “Join a forum or group, such as the NIA, and engage with colleagues to begin to understand the sector.” Many note that contacts change frequently on major programmes, making a broad network essential for continuity and opportunity.

Taken together, these lessons paint a clear picture: entering the nuclear sector requires preparation, resilience and a willingness to invest in capability, but the rewards, in terms of long-term opportunity, transferable skills and business maturity, are significant. SMEs that understand the landscape, build strong partnerships, and commit to high standards of quality and safety are well-positioned to succeed.

The insights gathered through this work show a sector that is ambitious, evolving and increasingly open to the contribution of capable SMEs.

While the expectations of Tier 1 organisations are necessarily rigorous, they are also consistent, transparent and rooted in the realities of delivering complex, high integrity programmes. For SMEs, this means that success is less about navigating hidden rules and more about understanding the landscape, preparing well and engaging with confidence.

What emerges clearly is that there is space, and need, for a diverse, resilient and innovative supply chain. SMEs that invest in their capability, build strong relationships and approach the sector with curiosity and professionalism are well placed to thrive. The nuclear industry values expertise, reliability and partnership, and those qualities are not limited to large organisations.

As the UK moves forward with new build, advanced technologies, fuel cycle expansion and long term decommissioning, the opportunities for SMEs will continue to grow.

The path into nuclear may be demanding, but it is also rewarding. With the right preparation and a clear understanding of expectations, SMEs can play a central role in shaping the future of the UK’s civil nuclear programme, contributing not only to major projects, but to the national mission of secure, low carbon energy for generations to come.

ABOUT ACUITY ENGINEERING

Acuity Engineering Ltd is a UK based consultancy specialising in technical governance, procurement assurance, and engineering support for complex, regulated programmes across the civil nuclear sector.

Established to provide high quality, independent expertise to clients operating in safety critical environments, Acuity combines deep sector knowledge with a structured, analytical approach to problem solving and delivery.

Headquartered in Corby, Northamptonshire, Acuity operates with a core team of experienced engineers, project professionals and assurance specialists, supported by a trusted network of nuclear experienced associates. The team brings more than eighty years of combined experience gained within major organisations including Amentum, AtkinsRéalis, Assystem, Dalkia and EDF, giving Acuity firsthand insight into the expectations, culture and governance requirements of Tier One nuclear contractors.

Acuity’s work spans project and programme management, design governance, safety case support, supplier assurance, cyber related compliance and the development of technical guidance for multidisciplinary engineering teams. The company has been successfully onboarded with several Tier One organisations, enabling it to contribute directly to major UK nuclear programmes and to interpret procurement and assurance requirements with accuracy and clarity.

For this guide, Acuity is supported by SO&SO Consulting, led by Sam Orchard, an independent specialist with more than fifteen years’ experience supporting SMEs to access nuclear supply chain opportunities. This partnership brings together Acuity’s technical and procurement expertise with Sam’s extensive

background in SME capability development, ensuring the guide is both sector accurate and practically grounded.

Acuity was appointed by the Nuclear Industry Association to develop this guide following a competitive tender process. The commission reflects Acuity’s ability to deliver structured research, engage effectively with Tier One organisations, and translate complex procurement and assurance expectations into clear, accessible guidance for SMEs.

All data shown in tables and charts are Acuity Engineering’s own data, except where otherwise stated and cited in footnotes, and are copyright ©Acuity Engineering Ltd.

This report is confidential to the NIA and may not be published or distributed without their prior written permission.

The modelling and results presented here are based on information provided by third parties, upon which Acuity Engineering has relied in producing its report and forecasts in good faith. Any subsequent revision or update of those data will affect the assessments and projections shown.

To discuss the report further please contact Jonathan Scott:

Jonathan.Scott@acuity-eng.co.uk

Tel: 07752 269071

www.acuity-eng.co.uk

The NIA is the trade association for the civil nuclear industry in the UK. The NIA represents more than 330 companies across the supply chain. The diversity of NIA membership enables effective and constructive industry-wide interaction.