Company history

Osaka Gas was incorporated in April 1897 with capital of ¥350,000 and began supplying the city of Osaka in October 1905, in the era of coal gas, gas lamps and gas cookers. City gas is heavy business by nature: the feedstock has to be shipped and stored, the works and the mains have to be kept running, and the supplier ends up responsible for the appliances inside each customer's home. As Osaka urbanised, the company pushed its supply area out from the city into the surrounding districts, and by the time its head office building was completed in 1933 it was one of the region's defining public utilities.

The decisive event was not commercial but administrative. In October 1945 wartime consolidation folded fourteen gas companies — Kobe Gas and Kyoto Gas among them — into Osaka Gas, and the supply area widened from Osaka to the six prefectures of the Kinki region. Japan's city-gas industry settled into a duopoly of geography: Tokyo Gas in the capital region, Osaka Gas in Kansai. Because a plant-heavy network is used most efficiently when one operator holds an entire territory, the arrangement was economically self-justifying, and it would stand almost unchanged for some eighty years.

Around the core business the company began placing small bets that did not depend on gas volumes: Osaka Gas Chemicals in 1949, built on the by-products of coke making, and Osaka Gas Urban Development in 1965. A materials arm selling to industry and a property arm selling to households — the diversification pattern the group still runs on was already sketched out.

By the early 1970s air pollution had become a political problem and gas demand was still climbing, and Osaka Gas committed to liquefied natural gas. The Senboku Works No. 1 plant started up in October 1971, and in December 1972 the tanker Gadinia delivered the first Brunei LNG cargo under a joint contract with Tokyo Electric Power and Tokyo Gas. It made Osaka Gas the second Japanese city-gas utility to take LNG, after Tokyo Gas in 1969. The commitment was structural rather than incremental: tankers, receiving terminals and pipelines all had to be paid for before a single unit was sold, and the twenty-to-twenty-five-year contracts that secured the feedstock fixed the shape of Kansai's energy supply for a generation.

Changing the feedstock was the easier half. Natural gas has a different calorific value from oil-based gas, so every appliance owned by every customer across six prefectures had to be converted or replaced, one at a time, district by district, without interrupting supply. Conversion work began in May 1975. Receiving capacity was expanded in parallel — Senboku No. 2 in 1977, the Himeji Works in 1984 — while the field crews worked through the territory. In December 1990, after roughly fifteen years and no accidents, the last district was switched over. Sulphur- and nitrogen-oxide emissions fell and supply efficiency rose.

The conversion also settled a long-term liability. Osaka Gas had rebuilt feedstock, production and customer appliances into a single natural-gas system, and in doing so had tied its earnings to the price of imported LNG. Long-term contracts guarantee volume, not margin; under a regulated tariff, a rise in the import price lands on profit. Everything the company did over the next thirty years was, in one way or another, an answer to that.

With the conversion finished, the company was stable and stuck. Ordinary profit was ¥76.0 billion in the year to March 2002 and ¥97.5 billion in the year to March 2005, and in the year to March 2006 it cleared $888.4M (¥103bn) for the first time — then fell back to ¥89.6 billion the next year as feedstock costs rose. The ¥100 billion mark was reached but never held. Having rebuilt the business once, Osaka Gas found that selling gas in a mature region could not lift the ceiling any further.

The revenue line made the point plainly. Because the tariff passes feedstock costs through, sales tracked LNG prices rather than customers: turnover grew from ¥1.066 trillion in the year to March 2006 to ¥1.327 trillion in the year to March 2009, while operating profit over the same span shrank from ¥100.7 billion to ¥66.9 billion. Higher input costs inflate the top line and compress the margin. Non-gas businesses existed — Ogis Research Institute in IT services from 1983, property development — but they were too small to absorb the swing, and consolidated profit remained overwhelmingly a gas number.

The balance sheet showed the same rigidity: interest-bearing debt in the ¥400–500 billion range, equity essentially flat at ¥628.5 billion in March 2006 and ¥612.9 billion in March 2009, and a capital programme dictated by LNG terminals and pipeline networks. Hirofumi Shibano handed the presidency to Hiroshi Ozaki in June 2007. The question they had inherited was the one that would define the next decade: where to find earnings outside a regulated domestic tariff.

The first answer was electricity. The Senboku Natural Gas Power Plant came on line in April 2009, built beside the company's own LNG terminal and fuelled by gas it had already contracted for — a vertically integrated position no new entrant could copy. When household electricity retailing was opened in April 2016, Osaka Gas could sell power over the customer relationships and service network it already owned. The opening ran both ways: gas retailing was liberalised in April 2017 and Kansai Electric Power moved into the household gas market, turning a single region into a two-front fight. Three-quarters of the volume is commercial and industrial, where price competition with the utility had already been running since the first deregulation in 1996.

The second answer was overseas, and it went badly first. The upstream energy segment lost ¥800 million in the year to March 2014 and ¥6.3 billion the next, and exploration in undeveloped blocks failed to return what had been assumed — President Masataka Fujiwara has since spoken of projects that produced losses of more than ¥30 billion. The conclusion drawn was specific rather than cautionary: stop drilling where nothing has been produced, and buy into fields that are already producing. In July 2019 Osaka Gas acquired the Texas shale developer Sabine Oil & Gas outright, the first purchase of a US shale company by a Japanese firm, and in December the Freeport LNG liquefaction project began commercial operation — liquefaction, shale production and independent power now forming a three-part US business.

The change of method paid quickly. Overseas energy operating profit went from ¥3.6 billion in the year to March 2021 to ¥33.7 billion, then ¥60.8 billion in the year to March 2023 — the same year the domestic energy segment fell to an operating loss of ¥31.4 billion on soaring LNG prices. For the first time, the overseas business covered a domestic shortfall; without it the group would have been in the red. Meanwhile the pipeline business was legally separated into Osaka Gas Network in April 2022, and the group reorganised into three segments — domestic energy, international energy, and Life & Business Solutions — completing a structure that keeps the regulated network apart from the businesses free to take risk.