Ontario’s nuclear expansion is one of the province’s most important energy projects, but its success will depend on more than generation capacity. The real test will be whether Ontario can mobilize the suppliers, trades, manufacturers, and procurement systems needed to deliver major projects on time. That matters because the scale of investment is significant. Pickering “B” units 5 to 8 are being refurbished to operate for up to 38 additional years, adding approximately 2,200 MW of baseload electricity to the provincial grid. The refurbishment is expected to create 30,500 construction jobs, support 6,700 ongoing jobs, keep more than 90 percent of project spending in Canada, and contribute an estimated $41.6 billion to national GDP.
At Darlington, Ontario is also moving forward with four grid-scale Small Modular Reactors, which together are expected to provide 1,200 MW of new electricity once in service. That project is expected to generate approximately 18,000 construction jobs, support 3,700 long-term operational positions, contribute $38.5 billion to Canada’s GDP over its lifecycle, and drive roughly $500 million in annual economic activity across Canadian supply chains. These numbers show why nuclear expansion should be understood as an economic development issue, not only an energy planning issue.
The Supply Chain Behind the Megawatts
Large-scale nuclear projects require a deep industrial base. They depend on specialized manufacturing, precision components, steel, transformers, valves, electrical equipment, construction expertise, engineering services, project management, and skilled trades. Many of these inputs involve long procurement timelines, technical requirements, and supplier coordination well before construction activity peaks. This creates an opportunity for Ontario manufacturers, but it also creates risk if planning does not happen early enough. As refurbishment, SMR deployment, and future large-scale nuclear planning move forward at the same time, demand for specialized materials, equipment, and labour will increase across the province. Without clear procurement visibility and stronger supplier coordination, major projects can face higher costs, longer timelines, and greater exposure to supply chain delays.
The same pressure is being felt across other parts of the energy system. Pipeline and distribution contractors are already operating in a tighter environment, with growing competition from municipal infrastructure, transit, development projects, and major electricity builds. Critical materials such as steel pipe, valves, compressors, transformers, and other electrical equipment are also facing longer lead times, making procurement planning a central part of energy infrastructure delivery.
Why This Matters for Vaughan
Vaughan has a direct stake in this opportunity. Manufacturing contributed $4.1 billion to Vaughan’s real GDP in 2024 and represented 15 percent of the city’s real GDP, making it the city’s largest industry cluster. That local industrial base positions Vaughan businesses to support energy, infrastructure, automotive, food and beverage, and advanced manufacturing supply chains. Ontario manufacturers are already participating in major national energy projects. Between 2017 and 2019, the number of Ontario oil sands suppliers increased from 1,303 to 1,666, while contract value rose from $1.94 billion to $2.43 billion, an increase of more than 25 percent. This demonstrates that Ontario’s manufacturing sector can play a larger role in major energy projects when supply chains are coordinated and market opportunities are clear. For Vaughan and York Region, the opportunity is to ensure local manufacturers are positioned early. That means better visibility into upcoming procurement needs, stronger supplier engagement, and clearer pathways for businesses that can support major energy and infrastructure projects.
Workforce Capacity Is a Delivery Issue
The supply chain challenge is closely tied to workforce capacity. Nuclear refurbishment, SMR construction, gas infrastructure, transmission projects, municipal infrastructure, and development activity all draw from overlapping labour pools. Welders, pipefitters, electricians, engineers, technicians, and construction professionals will be needed across multiple large-scale projects at the same time. If workforce planning falls behind, project timelines become harder to manage. Labour shortages can increase costs, reduce contractor availability, delay procurement schedules, and make it harder for suppliers to scale. This is why apprenticeship pipelines, early recruitment, and coordination between employers, unions, colleges, universities, utilities, and government are central to Ontario’s energy strategy.
The business case is straightforward. A stronger workforce pipeline supports more predictable project delivery, gives suppliers greater confidence to invest, and helps ensure Ontario captures more of the economic activity tied to nuclear expansion.
What Needs to Happen Next
Ontario’s nuclear build-out should be treated as an industrial supply chain priority. Governments, utilities, and project proponents should provide earlier visibility into procurement needs so manufacturers can prepare capacity, invest in equipment, and plan workforce requirements with greater certainty. Supplier mapping should also become more targeted. High-growth manufacturing communities like Vaughan should be connected more directly to major energy project opportunities, particularly where local firms have capabilities in fabrication, electrical systems, equipment, logistics, engineering, and construction services. Workforce planning must also move in step with the project pipeline. Training capacity, apprenticeship pathways, and recruitment efforts should be aligned with the timing of major nuclear, gas, transmission, and infrastructure projects to avoid competing demand from overwhelming the same labour markets.
Why This Matters for Delivery
Ontario’s energy future will depend on the province’s ability to deliver major projects, not simply announce them. Nuclear expansion can support long-term reliability, industrial growth, and economic competitiveness, but those benefits depend on whether the supply chain is ready to meet the scale of work ahead. For Vaughan businesses, this is an opportunity to be part of a generational infrastructure build-out. With the right coordination, Ontario’s nuclear expansion can strengthen local manufacturing, create skilled jobs, support domestic supply chains, and position communities like Vaughan at the centre of Canada’s energy economy.
For Further Information
For more on Ontario’s nuclear expansion, supply-chain capacity, workforce planning, and Vaughan’s role in Canada’s energy economy, please refer to the Vaughan Chamber of Commerce 2026 Future of Energy Report: https://vaughanchamber.ca/wp-content/uploads/2026-Energy-Report-Vaughan-Chamber-of-Commerce.pdf