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The South Korean government's announcement to integrate the state-owned Korea Railroad Corporation (KORAIL) and SR, a high-speed rail operator, by 2026 has ignited a debate over the future structure of the domestic railway industry. While KORAIL and SR currently engage in limited competition on KTX and SRT routes, the proposed merger suggests a potential return to a single, nationalized entity. Critics argue that before proceeding, South Korea must seriously consider international examples where the adoption of a "competitive system" has led to structural reform and significant service quality improvements.

European Union (EU): Driving Service Innovation through Inter-State Competition

The European Union has actively promoted a service competition system through phased joint plans for railway transport infrastructure development between 2003 and 2016. The goal is to encourage competition between national rail companies across borders to ultimately enhance consumer benefits.

A prime example is the entry of Trenitalia, the Italian state-owned railway company, into the French market. Since late 2021, Trenitalia has been operating on the major route connecting Paris–Lyon–Marseille with Milan, directly competing with the French national railway company, SNCF. Furthermore, Trenitalia has announced plans to enter the London-Paris route, currently monopolized by Eurostar, by 2029, intensifying the competitive landscape across Europe.

Domestically, Trenitalia competes with the private company NTV. Austria also operates a "two-strong system," where the private railway company Westbahn began competing with the state-owned OBB on routes like Vienna–Salzburg in 2011, successfully driving up service standards.

Germany and Japan: Efficiency and Specialization through Private Involvement

Germany maintains a single national railway company, Deutsche Bahn (DB), but enhances operational efficiency by placing multiple subsidiaries under a holding company structure. Crucially, Germany opens its rail market to private participation, particularly allowing private railway companies to manage local branch lines.

Japan's case is more radical. In 1987, the state-owned Japanese National Railways (JNR) was dissolved and privatized into six passenger companies and one freight company. Furthermore, private railways (Shitetsu) operated by individual corporations like Seibu and Tokyu play a vital role. These private operators have developed self-sustaining business models by generating revenue through real estate development around the stations they own and operate.

Choi Jin-seok, Director of the Railway Economy Research Institute, notes that having multiple railway operators within a single country is a common international practice. He suggests that before the KORAIL-SR integration, South Korea should deeply consider the successful overseas models that achieved structural reform and service enhancement through competition. The growing consensus is that for the South Korean rail industry to achieve both service innovation and management efficiency, a structural reform based on competition and openness is essential, rather than merely organizational consolidation.

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