South Korea has emerged as a global player in nuclear energy in recent years, boasting a portfolio that stretches from full-scale reactor exports to advanced research in fusion and small modular reactors (SMRs). Yet for all its international reach, a strategic question now arises: should South Korea continue spreading its efforts across short-term, individual projects – often tied to specific, time-consuming contracts – or should it double down on long-term, bilateral nuclear research partnerships that deepen its scientific and technological advantage?

The answer lies not only in pragmatism but in ambition. If South Korea aspires to define the next era of global nuclear leadership as appears to be the case, then structured, sustained bilateral cooperation is the most reliable path forward.

One-off limits

Over the past decade, South Korea has secured impressive project wins. The construction of four APR1400 reactors in the UAE’s Barakah complex since 2009 remains a landmark achievement – its first major overseas nuclear export. Similar small-scale contracts have followed in Czech Republic, Poland, Romania and Egypt, where Korea Hydro & Nuclear Power (KHNP) has been tapped for everything from full reactor builds to tritium removal facilities.

These deals undeniably boost South Korea’s industrial base and international standing in the sector, yet many of them remain very limited in scope. They are commercial, not strategic; they hinge on current government policies, specific client needs or geopolitics.

Once construction concludes, so too does the bulk of the engagement. There is little guarantee of enduring scientific collaboration, technological exchange or co-development of next-generation reactor systems. South Korea stands to gain little beyond dollars in the bank.

Worse still, some partners – such as Egypt or Romania – lack significant domestic R&D capacity. This leaves South Korea carrying the can and bearing the full technological burden, offering engineering expertise without any reciprocal gain in long-term capability. Such projects may enhance short-term export statistics but do little to advance Korea’s nuclear innovation agenda.

Bilateral research

Contrast this with South Korea’s long-standing partnerships in nuclear research and advanced technology development. The United States, for instance, has worked with South Korea since 1976 on areas such as nuclear safety, spent fuel management, advanced reactors and now SMRs. In 2025, both countries signed a memorandum to coordinate nuclear export controls – demonstrating the growing trust and strategic alignment.

These bilateral frameworks go far beyond reactor construction. They facilitate joint research, training exchanges, regulatory harmonisation and early-stage development of novel reactor concepts.

Doosan Enerbility’s collaboration with NuScale in the US and South Korea’s cooperation with TerraPower reflects this focus on co-developing SMRs rather than just building what already exists.

Similar depth can be seen in South Korea’s engagement with the United Kingdom, with whom it has collaborated since 1991. In November 2023, nine additional memoranda of understanding were signed under the UK-Korea Clean Energy Partnership, covering everything from waste disposal to decommissioning strategies and next-gen nuclear fuel procurement. This type of partnership works as a two-way street – South Korea benefits not just commercially, but intellectually and strategically.

Add to that enduring ties with France (since the 1970s), Japan (since 1990) and participation in the ITER fusion project with global partners including the EU, China, Russia and India. These long-term cooperative arrangements enhance Korea’s access to cutting-edge research, secure supply chains and regulatory foresight.

SMRs

Nowhere is the need for bilateral depth more urgent than in the SMR and micro-reactor space. Unlike full-scale reactors, SMRs are still evolving, with much of the design, safety protocol and regulatory architecture still being written.

South Korea’s current SMR efforts – like those with Poland (Hyundai + USNC), the US (NuScale) and Saudi Arabia (SMART SMR) – present a golden opportunity. But again, these partnerships must be grown into multi-decade frameworks, not left as isolated industrial tie-ups. If Korea wishes to become a leader in next-generation reactors and nuclear hydrogen production, it must embed itself in the innovation ecosystems of its most advanced partners.

For now, South Korea’s export deals will continue to matter – but they must not define the country’s nuclear identity. Leadership in nuclear technology requires more than engineering contracts. Visionary cooperation is a must, shared R&D goals, and trust-based alliances with fellow innovators must follow.

South Korea has built an enviable reputation as a reactor builder. But to truly rise as a nuclear science leader, it must pivot from episodic, project-based engagements to enduring, bilateral research partnerships – particularly with countries like the US, UK, France and Japan. Such ties will not only enhance South Korea’s existing nuclear sector but ensure its role in shaping the global nuclear order of the 21st century.