Company history

Electric Power Development Co. was founded in Tokyo in September 1952 as a special company under the Electric Power Development Promotion Act, with the government holding 66.69% and the nine regional utilities the remainder. Its predecessor, Nippon Hassoden, had been broken up in 1951 into nine regionally separated utilities, none of which had the balance sheet to build the dams and thermal plants postwar demand required. The new company was the vehicle for exactly what they could not underwrite: long-payback, wide-area generation and transmission.

The first project, the 350 MW Sakuma hydroelectric station in Shizuoka, entered service in April 1956 — originally a ten-year build, completed in about three using mechanised construction methods imported from the United States, which changed how Japan built afterwards. Okutadami, Tagokura and Miboro followed, each in the hundreds of megawatts. In the 1960s the company moved into thermal power, and in 1972 the 1,125 MW Shin-Toyone pumped-storage plant began operating — pumping water at night and releasing it at the daily peak, precisely the kind of peaking asset that fitted no single utility’s supply plan.

The most consequential asset was smaller in output and larger in significance. In October 1965 the company commissioned the world’s first frequency converter station for commercial power at Sakuma, joining 50 Hz eastern Japan to 60 Hz western Japan for the first time. No regional utility could construct an economic case for it on its own; a state company could. That link later grew to three stations totalling 1.5 GW and became the backbone of nationwide transfers during the 2011 earthquake and later supply crunches. The same logic put coal in the company’s hands after the oil shocks — the Takehara station opened in 1973 — and, less visibly, made it the buyer of last resort for Japanese domestic coal under a subsidy scheme that ran into the 1990s, at prices several times the imported level, and that weighed on its cost base for decades.

In January 1981 the Matsushima station in Nagasaki started up, the first Japanese coal plant fuelled entirely by imported coal, with a receiving quay and coal silos on an island site. Domestic coal could supply neither the volume nor the price a gigawatt-class plant required, so the fuel had to come from abroad — and in November of the same year the company set up EPDC (Australia) in Sydney to acquire coal interests and secure long-term supply. The commitment and payback were both too heavy for any one utility; the wholesaler took it on as infrastructure for the industry, and that Australian entity remained the base of a business that ran forty years, up to the 2024 purchase of Genex Power.

By the 1990s the premise had eroded. The nine utilities had rebuilt their finances and could construct gigawatt-class plants and interconnections themselves; the 1995 revision of the Electricity Business Act introduced competitive bidding for new capacity. A company whose model was long-term contracts with a monopoly customer had lost its founding rationale, and capital spending was pared back. The response was to look abroad: from the late 1990s, starting with a geothermal project in Leyte in the Philippines, J-Power built an independent power producer business in Thailand, the United States and China, eventually holding some 3.3 GW of equity capacity across sixteen Thai sites, about a tenth of that country’s consumption.

One piece of the old mandate survived intact. In 1982 the Atomic Energy Commission had designated the company to build a demonstration advanced thermal reactor at Oma in Aomori; when that was cancelled on economics in 1995, the plan was replaced by an ABWR with the world’s first full-MOX core — again a project the utilities could not justify and a state company could. Meanwhile the state itself was withdrawing: privatisation within roughly five years was approved by cabinet in 1997, the Promotion Act was repealed in 2003, and on 6 October 2004 the company listed on the first section of the Tokyo Stock Exchange, with the government fund and all nine utilities selling out entirely. Fifty-two years after its founding, it was fully private — and renamed itself, for the world, J-POWER.

Privatisation raised $3.5B (¥375bn) and brought global investors onto the register, but it did not free the business. Most of the generating fleet stayed committed under bilateral contracts with the same utilities, now negotiating without the policy-set prices of the state era. Growth had to come from overseas: J-POWER North America Holdings in 2005, J-POWER Holdings (Thailand) in 2006, converting an experiment of the 1990s into an earnings pillar.

The contradiction surfaced quickly. Between 2006 and 2007 the British hedge fund The Children’s Investment Fund built a 9.9% stake, and in April 2008 it proposed higher dividends and the sale of cross-shareholdings while notifying the government of its intention to go to 20% under the Foreign Exchange and Foreign Trade Act. On 16 April the Ministry of Finance and METI recommended that it stop — the first such order ever issued against inward direct investment in Japan. The stated concern was damage to the company’s finances and cuts to capital and maintenance spending on critical facilities, and harm to the construction and operation of the Oma nuclear plant, whose main works were due to begin the following month. TCI withdrew in July.

The episode made the double nature explicit: a listed company answerable to shareholders, and an operator of assets — Oma, the east–west link, gigawatt pumped storage, overseas coal supply — whose payback horizons are set by national energy policy. Three years later, in March 2011, the earthquake and the Fukushima accident stopped construction at Oma altogether.

Work at Oma halted in March 2011. Before the accident the plant was costed at about ¥469 billion for a start around 2014; new regulatory standards pushed the estimate to ¥590 billion, construction resumed in October 2012, and the safety review that began with a 2014 licence amendment application was still under way in 2025, with the start date more than a decade behind the original plan. The unfinished plant has shaped the balance sheet ever since — management has said the roughly 35% equity ratio it now maintains will not be necessary once Oma is running. At the same time, the post-Fukushima shift and the feed-in tariff pulled the company toward renewables, expanding the wind business that began with a single Hokkaido project in 2004 across Hokkaido, Tohoku and Kyushu.

In February 2021, under President Watanabe Toshifumi, the company published J-POWER BLUE MISSION 2050: zero CO2 from power generation by 2050, with a 40% cut by 2030 against the 2017–19 average. Rather than abandoning coal, the plan converts it — biomass and ammonia co-firing first, then integrated gasification combined cycle and hydrogen generation with carbon capture. The reasoning is that for a resource-poor country coal is cheap, widely sourced, storable and geopolitically low-risk, and with capture it can yield inexpensive CO2-free hydrogen. Kanno Hitoshi, president from June 2022, kept the framework, pairing the domestic thermal transition with a swap of overseas assets: the Tenaska Frontier gas plant in Texas was sold in 2024 for a gain of about ¥50 billion, and Australia’s Genex Power, in renewables and storage, was bought in July 2024.

Earnings meanwhile swung with fuel markets. The year to March 2023 produced record consolidated sales of $14.0B (¥1.84tn) and recurring profit of ¥170.8 billion as the war in Ukraine lifted fuel prices and wholesale power rates moved with them; the following year fell back to ¥1.26 trillion before recovering. In May 2025 the company reset its shareholder-return policy around a 30% total payout ratio and a ¥20 billion buyback, with Kanno acknowledging that the previous 30% dividend guideline had not in fact been met, and separating the two streams explicitly — steady earnings returned as dividends, asset-sale gains as buybacks. The unresolved question is the same one the company was founded to answer: how to hold investments that pay back over decades inside a company that must also satisfy shareholders each year. Sakuma has become Oma, the east–west link and the overseas carbon-neutral portfolio.