JERA

JERA Signs Agreement with Dunkerque LNG, Advancing Global Optimization of Supply and Demand

Thu, 19 Mar 2026 09:32:10 +0900

JERA Co., Inc. (“JERA”) today announced that it has signed a Throughput Agreement with Dunkerque LNG SAS (“Dunkerque LNG”) to secure regasification capacity of 2 billion cubic meters (bcm) per year, equivalent to approximately 1.5 million tonnes of LNG annually, at the Dunkerque LNG terminal in Dunkirk, France. The six‑year agreement will commence in 2031. This marks JERA’s first acquisition of overseas LNG terminal capacity and strengthens the company’s ability to manage global LNG supply and demand.

The agreement with Dunkerque LNG complements JERA’s expanding LNG procurement portfolio, including the 5.5 million tonnes per year of new long‑term LNG supply from the United States under flexible FOB contracts (announced here). By securing regasification capacity at the terminal, JERA enhances the flexibility of its global LNG portfolio, enabling more efficient balancing of LNG supply and demand across regions. This also creates opportunities to respond to demand differences between Asia and Europe while supporting the diversification of the company’s LNG sales flows.

Japan’s LNG demand has become increasingly variable due to the aging of oil‑fired power plants and the rapid expansion of renewable energy, while geopolitical and market uncertainty continues to grow. As a result, greater flexibility in fuel procurement and operations is becoming increasingly important to maintaining energy security.

“Strengthening flexibility across our LNG supply chain is essential to ensuring stable energy supply in an increasingly uncertain environment,” said Ryosuke Tsugaru, Chief Low Carbon Officer at JERA. “By expanding access to international LNG infrastructure to complement our diversified LNG portfolio, we are enhancing our ability to respond to changing market conditions while supporting Japan’s energy security.”

Looking ahead, JERA will continue to develop a robust, globally balanced LNG portfolio spanning the Middle East, Asia Pacific region, and the United States to enhance resilience against market volatility. By leveraging the trading and optimization capabilities of JERA Global Markets, the company aims to improve cost competitiveness while expanding LNG sales channels, including the development of new LNG demand in Asia.

＜Overview of Throughput Agreement＞

Customer	JERA Co., Inc.
Operator	Dunkerque LNG SAS
Contract Period	From 2031 for 6 years
Contract Volume	2 bcm of regasification capacity per year

About JERA
JERA is a global energy leader and Japan’s largest power generation company focused on providing cutting-edge solutions to the world's energy issues. Established in 2015, the

Company produces one-third of Japan’s electricity, and is one of the largest LNG buyers in the world. JERA has global reach and strength throughout the energy supply chain, including participation in upstream gas exploration and production, LNG projects, fuel procurement and transportation, and power generation globally.
In support of a responsible energy transition, JERA aims to achieve net-zero CO₂ emissions from its domestic and overseas businesses by 2050.
For more details: /english

JERA Submits Proposal to the State of Hawaiʻi to Advance Energy Transition

Wed, 18 Mar 2026 09:00:40 +0900

Building on the Strategic Partnering Agreement announced on Oct. 15, 2025 (here), JERA has submitted a proposal to the State of Hawaiʻi to support the State’s energy transition.

The proposal outlines a potential pathway for the development of new energy assets on Oʻahu, including an approximately 500-megawatt hybrid combined-cycle and simple-cycle power facility, supported by offshore liquefied natural gas (LNG) import infrastructure.

The proposal remains subject to further discussions with the State of Hawaiʻi. JERA looks forward to continued engagement with the State to explore this partnership opportunity further.

For more details, please refer to the State of Hawaiʻi’s press release here.

JERA Signs MOU with KOGAS to Enhance Cooperation in LNG Operation

Sat, 14 Mar 2026 13:41:03 +0900

JERA Co., Inc. (“JERA”) today announced the signing of a memorandum of understanding (MOU) with Korea Gas Corporation (“KOGAS”) to enhance cooperation in LNG operation, with the aim of strengthening energy security in Japan and the Republic of Korea.

Under the MOU, the two companies will establish a framework to optimize LNG shipping and terminal operations. Areas of cooperation include discussing supply and demand trends and exploring cargo swaps to enhance portfolio flexibility and logistical efficiency across their LNG terminal networks.

The signing of the MOU was acknowledged in the presence of ministers from the Republic of Korea’s Ministry of Trade, Industry and Resources and Japan’s Ministry of Economy, Trade and Industry on March 14, 2026, reflecting the importance both governments place on strengthening regional energy cooperation.

As neighboring energy-importing economies with large LNG demand, Japan and the Republic of Korea share a strong interest in enhancing supply resilience and flexibility across the region, including through closer operational coordination among major LNG buyers.

Amid rising geopolitical tensions and market uncertainties, global energy markets are becoming increasingly volatile. As energy demand across Asia continues to grow alongside ongoing decarbonization efforts, LNG is expected to play an important role in ensuring reliable electricity supply and complementing renewable energy sources.

“As two of the world’s largest LNG importers, JERA and KOGAS share a strong commitment to ensuring reliable and efficient LNG supply across the region. In today’s increasingly complex energy landscape, closer cross-border collaboration among LNG-importing economies will play an important role in strengthening supply resilience and supporting energy security across the region,” said Yukio Kani, Global CEO and Chair of JERA.

JERA remains committed to ensuring a stable energy supply for Japan through strategic LNG procurement and resilient operations. By strengthening collaboration with global partners, including KOGAS, JERA will continue to enhance the LNG value chain and build a more flexible and responsive framework to adopt to fluctuations in supply and demand while supporting the stability of regional energy markets.

Ceremony Photo

JERA to refocus Australian LNG portfolio with transfer of shares in Gorgon and Ichthys LNG Projects

Thu, 12 Mar 2026 09:17:10 +0900

JERA Co., Inc. (“JERA”), a global energy leader and Japan’s largest power generation company, today announced that it had – through its subsidiary JERA Australia Pty Ltd – entered into an agreement with MidOcean Energy (“MidOcean”), a LNG company formed and managed by EIG, a leading institutional investor in the global energy and infrastructure sectors, under which MidOcean will acquire JERA’s interests in the Gorgon LNG Project (in which MidOcean is an existing joint venture partner), and the Ichthys LNG Project.

The transaction is subject to the satisfaction of relevant conditions precedent. The transfers of both projects are subject to government approvals and the satisfaction of contractual conditions with certain project partners.

JERA will maintain a strong presence in key Australian LNG projects and as part of its responsibility to help ensure Japan’s ongoing energy security, will continue to procure LNG from both the Gorgon and Ichthys LNG projects following completion of the corporate transactions.

JERA remains committed to its Australian LNG portfolio and will concentrate on its biggest Australian assets, including:

•   A long standing investment in Chevron’s Wheatstone LNG Project in Western Australia, managed via PE Wheatstone Pty Ltd;
•   The Barossa Gas Project – newly online, and operated in the Northern Territory by Santos Limited; and
•   The Scarborough gas field development project - due to start production in H2 2026 and operated by Woodside Energy in Western Australia.

JERA Senior Managing Executive Officer and Chief Low Carbon Fuel Officer, Mr Ryosuke Tsugaru, said:

“JERA, through its founding shareholders Tokyo Electric Power Company and Chubu Electric Power, has participated in seven LNG and gas projects in and around Australia, beginning with the Darwin LNG Project. Since its establishment in 2017, JERA Australia has been responsible for managing and developing LNG projects in the region on behalf of the JERA Group.”

“Australia remains strategically important to JERA as a trusted and reliable supplier of LNG and JERA looks forward to many more years of energy security for Australia, Japan and the region.”

“While we continue to optimize JERA’s asset portfolio, there is no question that both projects have played - and continue to play - a vital role in ensuring the stable supply of LNG and generation of electricity in Japan.”

JERA and MidOcean are also planning future collaborations, exploring further transactions and opportunities across other assets globally.

Mr. R. Blair Thomas, MidOcean Chairman and EIG CEO, said:

“This transaction advances MidOcean’s strategy to build a scaled, globally diversified LNG company anchored by high-quality assets and counterparties. Increasing our position in Gorgon enhances the quality and durability of our portfolio while expanding our equity exposure to one of the industry’s benchmark LNG projects. Looking ahead, our collaboration with JERA, including exploring the establishment of a strategic alliance, positions us to pursue additional high-quality opportunities in a disciplined and repeatable way.”

About JERA
JERA is a global energy leader and Japan’s largest power generation company focused on providing cutting-edge solutions to the world's energy issues. Established in 2015, the company produces one-third of Japan’s electricity, and is one of the largest LNG buyers in the world. JERA has global reach and strength throughout the energy supply chain, including participation in upstream gas exploration and production, LNG projects, fuel procurement and transportation, and power generation globally.In support of a responsible energy transition, JERA aims to achieve net-zero CO₂ emissions from its domestic and overseas businesses by 2050.
For more details: /english

About MidOcean Energy
MidOcean Energy, an LNG company formed and managed by EIG, seeks to build a diversified, resilient, cost- and carbon-competitive global LNG portfolio. It reflects EIG’s belief in LNG as a critical element of a lower carbon, competitive and more secure global energy system. MidOcean Energy has diverse LNG interests, including in LNG Canada, Gorgon LNG, Pluto LNG, QCLNG and Peru LNG. The company is headed by De la Rey Venter, a 27-year industry veteran who has held a variety of senior executive roles, including Global Head of LNG for Shell Plc.
For additional information, please visit MidOcean Energy’s website at www.midoceanenergy.com or EIG’s website at www.eigpartners.com.

About EIG
EIG is a leading institutional investor in the global energy and infrastructure sectors with $25.4 billion assets under management as of December 31, 2025. EIG specializes in private investments in energy and energy-related infrastructure on a global basis. During its 43-year history, EIG has committed over $53.4 billion to the energy sector through 425 projects or companies in 44 countries on six continents. EIG’s clients include many of the leading pension plans, insurance companies, endowments, foundations and sovereign wealth funds in the U.S., Asia and Europe. EIG is headquartered in Washington, D.C. with offices in Houston, London, Sydney, Rio de Janeiro, Hong Kong and Seoul.

Executive Appointment (Director)

Thu, 05 Mar 2026 10:04:14 +0900

JERA Co., Inc. (“JERA”) announces that its Board of Directors has today determined one candidate for a director position for which approval will be sought at the Extraordinary General Shareholders’ Meeting scheduled for early April 2026.

1. New Candidate for Director (to be resolved at the Extraordinary General Shareholders’ Meeting scheduled for early April 2026)

New Position

Name

Current Position

Director

Senior Managing Executive Officer
Chief Risk Officer (CRO)

Kazunori Kasai

Senior Managing Executive Officer
Chief Optimization Officer (COPTO)

2. Retiring Director (effective March 31, 2026)

Current Position

Name

Director

Corporate Vice President, Managing Executive Officer

Chief O&M Engineering Officer (COMEO)

Tetsuya Watabe

Reference: Board of Directors Structure Following the Resolution at the Extraordinary General Shareholders’ Meeting scheduled for early April 2026

Title	Name
Global CEO and Chair*1	Yukio Kani
President, Director, CEO and COO*1	Hisahide Okuda
Corporate Vice President, Managing Executive Officer, Director Chief Financial Officer (CFO)	Kazuo Sakairi
Senior Managing Executive Officer, Director, Chief Risk Officer (CRO)	Kazunori Kasai
Independent Outside Director*2	Joseph M. Naylor
Independent Outside Director*2	Miyuki Suzuki
Independent Outside Director*2	John Rittenhouse
Independent Outside Director*2	Lim Hwee Hua
Outside Director*2	Akihiro Watanabe
Independent Outside Director*2	David Crane
Independent Outside Director*2	Shiro Kuniya
Outside Director*2	Kazuhiro Nabeta
Outside Director*2	Daisuke Sakai

*1 Mr. Kani and Mr. Okuda are Representative Directors under the Companies Act of Japan.
*2 The term “Outside Director” refers to an outside director as defined in Article 2, Item 15 of the Companies Act (the same applies below), and the term “Independent Outside Director” refers to an outside director who satisfies JERA’s independence criteria (the same applies below).

Reference 1: CV of New Candidate for Director

Reference 2: Director Skills Matrix

Remarks of the Second Half of FY2025 Regular Press Conference

Wed, 18 Feb 2026 10:38:24 +0900

JERA Co., Inc. (“JERA”) held a regular press conference on February 18, 2026, led by Hisahide Okuda, President, Director, CEO, and COO.

The press conference was conducted in Japanese, and the following is an English translation of the remarks.

Agenda
Part 1: Advancing Decarbonization for a Society Grounded in Green Transformation (GX)
Part 2: Ensuring Thermal Power Resilience — A Business with Significant and Multifaceted Value

■　Hisahide Okuda, President, CEO and COO, Director

I would like to speak on the following three points today:

○Even Amid Surging Global Power Demand, the Shift Toward Decarbonization Continue to Progress
○Advancing Decarbonization for a Society Grounded in Green Transformation (GX)
○Ensuring Thermal Power Resilience — A Business with Significant and Multifaceted Value

Introduction

P2：Even Amid Surging Global Power Demand, the Shift Toward Decarbonization Continues to Progress

First, I would like to share three points regarding our view of the current energy landscape.

The first is decarbonization. Recently, media reports have increasingly suggested that global decarbonization is losing momentum. However, from our perspective as an energy company, we believe such interpretations may be somewhat superficial. It is true that the United States has applied a sharp brake to offshore wind development. At the same time, however, solar and onshore wind power are continuing to expand even without policy support. In addition, the United States is investing public funds and placing strong emphasis on next-generation nuclear technologies, including small modular reactors (SMRs). Therefore, this does not mean that progress toward decarbonization has stalled; rather, in my view, it reflects a strategy of actively nurturing decarbonization industries in which each country holds competitive strengths, in line with its own regional characteristics. In China as well, it should be recognized that the country has already established production systems with overwhelming international competitiveness, leveraging state capital across a wide range of fields—from solar power and onshore and offshore wind to batteries, and most recently, green hydrogen.

Against this global backdrop, if Japan remains stagnant, there is a possibility that ten years from now other countries will possess highly competitive cleaner energy supply infrastructures, while Japan could still be reliant on conventional supply systems. To avoid such an outcome, we believe it is essential to continue making steady progress toward decarbonization, while adjusting the pace as necessary.

The second point concerns power supply tightness. The United States is a notable example, and many countries project that electricity demand will increase due to data center growth. In Japan, however, data center demand has not yet directly translated into rising electricity demand. That said, developments now taking place in the United States should be fully assumed to occur in Japan as well, and we believe it is important for us to prepare steadily for that eventuality.

The third point concerns the global landscape. A newly emerging dimension is the growing global emphasis on economic security. In the energy sector as well, policies are quietly shifting toward prioritizing national interests. Japan, which lacks natural resources and has limited renewable energy potential, is in an overwhelmingly disadvantageous position. We therefore recognize the importance of formulating strategies that clearly take this reality into account.

We have set a strategy to allocate management resources with priority to three strategic business domains: LNG, renewable energy, and hydrogen and ammonia. At the same time, management capital will be adjusted in an agile manner in response to project progress and changes in the business environment. At present, we are prioritizing allocation to LNG. However, we are not removing renewable energy or hydrogen and ammonia from our growth areas; rather, we intend to steadily advance these strategies while adjusting the pace as needed.

Part 1: Advancing Decarbonization for a Society Grounded in Green Transformation (GX)

P4: Advancing Japan’s First Low-Carbon Ammonia Value Chain

First, as the initial step toward decarbonizing thermal power generation, we are introducing ammonia. In 2024, at the Hekinan Thermal Power Station in Aichi Prefecture, a large-scale demonstration test successfully achieved a 20% fuel substitution from coal to ammonia. In addition, last December we received certification under Japan’s price-gap support scheme, and preparations for establishing an ammonia value chain by FY2029 are progressing steadily.

At the Hekinan site, construction of the four very large ammonia storage tanks are underway. At the same time, work on ammonia transport pipelines and the jetty for unloading ammonia carrier vessels is also proceeding smoothly, and the project is on track to be fully ready for commercial operation in FY2029.

We are also participating in the Blue Point blue ammonia production project in the United States, in partnership with CF Industries, one of the world’s largest ammonia manufacturers. This project will be used to supply ammonia for the fuel substitution at Hekinan. In addition, we have already in agreements with Nippon Yusen and Mitsui O.S.K. Lines regarding ammonia carriers. With a total of four vessels—two from each company—transporting approximately 500,000 tons of ammonia annually to Hekinan Thermal Power Station, the necessary transport framework is steadily being put in place. Furthermore, we have begun sales activities so that this supply can be utilized not only at Hekinan but also by manufacturers across the Chubu region.

P5: Advancing Japan’s Early-Stage Offshore Wind Industry and Ensuring its Integration in Society

Next, I will discuss regarding our domestic offshore wind business. We were selected as the winning bidder for the Round 2 offshore wind project off the coasts of Oga, Katagami, and Akita cities in Akita Prefecture, as well as for the Round 3 offshore wind project off the southern Sea of Japan along the coast of Aomori Prefecture.

The Akita project will be a large-scale offshore wind farm with a generation capacity of 315 MW, and construction has already begun in preparation for its scheduled start of operations in June 2028. Work is currently underway on onshore transmission infrastructure and base port development. Construction of the base port is expected to continue until next summer, after which major offshore wind equipment will begin arriving from overseas during the second half of the next fiscal year. We have already signed turbine supply agreements with Vestas and foundation construction contracts with Kajima Corporation, and overall project development is progressing steadily. For the Aomori project, seabed surveys were completed last summer, and multiple statutory council meetings have already been held. We also recently obtained certification of the public occupancy plan, and preparations are now moving forward in earnest toward the start of construction. At the same time, ensuring that decarbonization becomes embedded in society remains a major challenge for Japan as a whole.

P6：Creating Value in Decarbonization with GX Embedded in the Society

I believe there is a growing recognition that decarbonization inevitably involves a certain level of cost. As long as decarbonization is viewed purely as a cost, it will be difficult for it to be embedded in society. The key, in my view, is whether society can recognize decarbonization as a new form of value—and be willing to pay a reasonable premium for it. That will ultimately determine whether decarbonization becomes firmly established.

With this in mind, we are advancing initiatives from two perspectives to embed decarbonization into society.

The first is creating a system in which pricing reflects value. We are working to promote decarbonization together with the creation of higher value-added industries. Specifically, to turn regional strengths into economic value, we are promoting projects near offshore wind sites that enhance the value and profitability of local agriculture, forestry, and fisheries. Through these efforts, we aim to establish mechanisms that encourage such local stakeholders to purchase electricity with an offshore-wind premium.

The second perspective is to add value to the industry. In industrial regions adjacent to our hydrogen and ammonia supply source can also utilize our hydrogen and ammonia. We are pursuing initiatives that use new hydrogen and ammonia supply chains to upgrade industrial value creation. Through these efforts, we aim to build a social framework in which premium-value energy is actively chosen and purchased.

We also emphasize the importance of building a society that truly resonates with these values. This means creating mechanisms that can shift public awareness and social mindsets, including among general public. If we fail to act on decarbonization now, the costs we face in the future will be significant—in other words, overall social costs will rise. That is why society needs to begin taking action today and move toward a shared understanding that paying a reasonable premium for decarbonization is both natural and necessary. We will continue working to support this shift. Specifically, we are pursuing two initiatives. First, starting next season, we plan to launch new initiatives through the Central League sponsored by JERA. Second, through the Social Value Co-Creation Forum, which we established last year, we will continue promoting discussions on social issues—including participation by younger generations—to help increase the number of people who share these values.

P7：Enhancing the Value of Community-Based Businesses Through Decarbonization
First, let me discuss initiatives that combine decarbonization with higher value-added industry. We are envisioning a model centered on regions surrounding offshore wind project sites. Our focus is on local industries such as sake brewing, fisheries, and agriculture. We aim to create market environments in which products from these industries can be sold at higher prices, while also supporting efforts that improve their profitability.

For example, in the fisheries sector, this could include developing aquaculture facilities that enable more stable revenue. In agriculture, premium rice is already being produced, and we plan to work with producers to advance automation and digital transformation so that production can be increased. By encouraging these industries to use premium offshore wind power, we hope to build a system in which local businesses can raise profitability while adopting clean energy. To support this goal, we have signed a memorandum of understanding with Yanmar Holdings and SMBC Group on a regional initiative to shape the future of the agriculture, forestry, and fisheries industry.

Next, we are exploring ways to embed cleaner energy into industrial value chains, beginning with ammonia. One approach is to promote its use as marine fuel, while also encouraging industrial complexes to shift their energy sources to hydrogen or ammonia and adopt these fuels in their production processes. We have also signed a partnership agreement with Mie Prefecture and Yokkaichi City aimed at achieving carbon neutrality at the Yokkaichi industrial complex.

In Yokkaichi City, a major semiconductor cluster is expected to develop in the mountainous area just a few kilometers from the complex. We would like to explore whether it is possible to create a more advanced supply chain that links the production of intermediate energy materials within the complex with semiconductor manufacturing, and within that framework, promote the use of hydrogen and ammonia as premium fuels.　

P8：Creating Spaces to Experience the Value of Decarbonization　
Next, I would like to discuss another key pillar: mechanisms that encourage a shift in social values. Through our sponsorship in Central League, we have worked together with the league’s six teams and their fans on activities that contribute to the local communities and society. Starting with the 2026 season, we plan to launch a new project focused on co-creating decarbonization initiatives. We will announce further details as soon as preparations are complete.

In addition, through the activities of the Social Value Co-Creation Forum, we have created a platform where companies, individuals, academics, and artists can come together to engage in open and vigorous discussions on social issues. High school and university students also participate. By encouraging young people to take an interest in social challenges early in life—and by giving them opportunities to see adults seriously debating solutions—we hope to foster a sense of engagement and ownership in addressing these issues.

We believe that people who develop this awareness will choose to support such initiatives and be willing to pay a meaningful premium to companies that are committed to solving social challenges. By cultivating this kind of talent, we aim to help drive a broader shift in societal values.

Part 2: Ensuring Thermal Power Resilience — A Business with Significant and Multifaceted Value

P10: Maximizing the Utilization of Thermal Power as Its Importance Increases (Overview)

I will now discuss our efforts to maintain the operational functions of our thermal power generation business. Thermal power generation is expected to fulfill two key roles: first, to reliably respond to the current increases in electricity demand, and second, to provide balancing capability to handle the variability that comes with the increased introduction of renewable energy.

At the same time, the operating environment has become extremely challenging. Worldwide, demand for gas turbines has grown due to rising power needs driven by the increase in data center while there is a severe shortage of energy equipment and construction personnel. Under these conditions, if construction is rushed, prices rise sharply. This kind of cycle is occurring globally. Moreover, it is not just gas turbines — prices for high-voltage cables and transformers have also increased.

In this environment, Japan has taken the lead compared with other countries in deploying thermal power for balancing. With increased balancing needs, the number of start-ups and shutdowns at thermal power plants has risen rapidly, which has also caused a significant increase in equipment troubles and unplanned outages. When trouble occurs, the affected equipment must be repaired — but at the time repairs are needed, personnel are unavailable, materials are not on hand, and trying to secure personnel and materials leads to high costs. Furthermore, rising geopolitical risks inevitably create concerns around fuel procurement. This means power generation is facing an unprecedentedly difficult situation.

As a company whose core business is power generation, we intend to take all feasible measures. Aside from replacements, our first priority is to thoroughly maintain the soundness of our existing thermal power stations. Because we cannot build new plants quickly, we must maintain the integrity of existing plants and use them fully. To do this, we need measures to keep thermal generating equipment from breaking down in the first place. We also need systems that allow us to respond rapidly when equipment does fail. These are the two main approaches we intend to implement to maintain plant integrity.

Another key point is the role of LNG amid global fragmentation. In addition to responding to rising demand and providing flexible balancing capability, we must also secure energy security in light of geopolitical and security risks. We must therefore shift our LNG procurement strategy to one that combines all three aspects — response to growing demand, flexibility for balancing, and securely ensuring supplies — and progress this strategy going forward.

P11: Reducing the Operational Burden on Thermal Power Stations Through Battery Deployment

As part of efforts to prevent thermal generating units from failing, we are considering ways to reduce the operational burden rather than relying solely on thermal power for balancing. For example, we want to mitigate large seasonal swings by idling coal-fired units in spring and autumn. For short-term balancing needs, we would ideally like renewable energy operators to install batteries. Various discussions are underway, but in all cases regulatory changes, such as updates to the rules, will be required — and that process inevitably takes time. Before delays make it too late, as a new initiative we plan to deploy large numbers of batteries ourselves and operate them in tandem with thermal generating units.

In FY2024, coal-fired power plants recorded a total of 110 start and stop over the year, and gas-fired plants recorded 12,500 times. Compared with 2014, the increase in start and stop is clear. Under such operating conditions, failures are almost to be expected, and we must work to curb them.

Basically, while installing batteries and using coal-fired plants for balancing will help, these measures alone are not sufficient. Therefore, as a new measure we have begun studying combined operation of thermal power plants and energy storage systems. By storing energy in batteries when demand is low and discharging from them during peak periods, we aim to reduce the balancing burden on thermal plants and help prevent thermal generating units from being shut down or damaged. Battery installation sites have not yet been determined, and battery costs remain high, so we need to carefully assess what scale of battery deployment will provide the best economic efficiency while maintaining a stable supply.

P12: Strategically Securing Spare Parts and Enabling Rapid Recovery From Unplanned Outages
Next, we will implement two measures to enable rapid repairs when equipment fails.
The first concerns equipment risk assessment. As digital power plant (DPP) implementation advances at our power stations and the number of start and stops increases, we have been accumulating data showing which components are more prone to failure. By increasing inventories of these high-risk parts, we can replace them quickly when problems occur.

The second is to ensure early and timely procurement. In the first place, certain equipment and materials are becoming difficult to obtain. In particular, large transformers and high-voltage cables have become hard to secure. We therefore plan to purchase such items in advance. In addition, some components are manufactured using specialized materials that require processing, and we have found that it can take considerable time to obtain those materials. Even if we do not stock the finished parts themselves, by procuring these specialized materials ahead of time we can quickly process them into replacement components and install them when a failure occurs.

Because these initiatives will be quite large-scale, we do not believe we can accomplish them alone. We intend to promote these efforts through horizontal collaboration with power companies both in Japan and overseas. At the same time, we will also advance such initiatives through vertical collaboration with manufacturers. Going forward, we plan to continue examining these approaches and move toward concrete implementation.

P13: Strengthening a Stable and Flexible LNG Portfolio
Finally, I would like to talk about LNG procurement.

As mentioned earlier, in addition to responding to growing demand and handling supply-demand balancing, we must also ensure energy security. With this in mind, we have already begun shifting our approach to our LNG procurement portfolio. Last year, we decided to secure 5.5 million tonnes of new LNG from the United States, and this year we decided to procure 3 million tonnes from Qatar.
In addition to diversifying supply regions, we secured U.S. LNG with destination flexibility, which makes it very easy to use for balancing purposes. The 3 million tonnes from Qatar, on the other hand, should be understood as having very different characteristics from U.S. LNG — it is extremely reliable in emergency situations. When all nuclear power plants in Japan were shut down after the Great East Japan Earthquake in March 2011, Qatar provided crucial support. This strong emergency reliability is a key advantage of Qatari LNG, and as economic security risks continue to rise, securing LNG from Qatar is highly significant.

For this reason, a memorandum of understanding on emergency LNG supply has been signed between Japan’s Ministry of Economy, Trade and Industry and Qatar Energy. By incorporating these two sources into our LNG procurement portfolio, we believe we can strengthen our ability to respond to demand growth, manage supply-demand balancing, and ensure energy security. We intend to continue our procurement activities based on this strategy going forward.

That concludes my remarks.

, Second Half of FY 2025 Regular Press Conference Briefing Materials[PDF: 2.12 MB]

Close of Haynesville Shale Gas Asset in Louisiana

Fri, 13 Feb 2026 11:11:35 +0900

JERA Co., Inc. (“JERA”) through JERA Americas Inc. (“JERA Americas”), has closed on its previously announced agreement with Williams and GEP Haynesville II, LLC to acquire 100% of their respective interests in the South Mansfield upstream asset located in the Haynesville Shale basin in western Louisiana.

The transaction, referred to as the Haynesville Acquisition, further expands JERA’s investment footprint across Louisiana, which spans natural gas, LNG, renewables, advanced fuels, and carbon reduction technologies. Collectively, these investments represent billions of dollars in capital deployment to support job creation, expand local tax bases, and stimulate long‑term economic activity.

Key Louisiana projects include:

Blue Point low‑carbon ammonia project in Ascension Parish, one of the world’s largest planned facilities of its kind. Developed in partnership with CF Industries and Mitsui & Co., Blue Point is designed to produce approximately 1.4 million tons of ammonia annually using natural gas as feedstock while incorporating carbon capture and storage technology.
Oxbow Solar Farm, a 300‑megawatt renewable project in Pointe Coupee Parish. The largest solar installation in Louisiana, the project has supported approximately 400 construction jobs over two years and continues to generate long‑term economic benefits for the local community.
LNG offtake agreements, including 1.2 million tons per annum from Cameron LNG and contracts for up to an additional 3 million tons per annum of future LNG offtake from Louisiana.
Carbon capture innovation, supported through JERA Ventures, JERA’s venture capital arm, which has partnered with Newlab New Orleans to support the development and commercialization of next‑generation carbon capture technologies targeting emissions from gas‑fired power generation.

“Louisiana is a strategic priority for JERA, and the Haynesville Acquisition — in addition to our other commitments across the state — and underscores our intention to be a long-term partner in Louisiana’s energy economy,” said John O’Brien, chief executive officer of JERA Americas. “We will approach Haynesville with the highest commitment to safety, operational excellence, and respect for the communities where we work, and we look forward to building lasting relationships as we continue expanding our presence here.”

O’Brien continued, “Our growing portfolio demonstrates a long‑term commitment to investing in the state, supporting communities, and strengthening a reliable, more sustainable energy system.”

As announced on October 23, 2025, the Haynesville Acquisition included an upfront investment of $1.5 billion, through which JERA Americas acquired full ownership of the South Mansfield upstream asset from Williams Upstream Holdings and GeoSouthern Energy Corp. The project benefits from proximity to Gulf Coast infrastructure and existing pipeline access, and development plans include capturing and sequestering associated carbon dioxide from production, aligning with JERA’s lower‑carbon strategy.

JERA to Collaborate with Amazon to Drive Digital Innovation and Energy Solutions for the Future

Wed, 04 Feb 2026 17:05:52 +0900

JERA Co., Inc. ("JERA") announced today that it is engaged in discussions with Amazon Web Services ("AWS") to enhance their collaboration in the areas of digital innovation and energy solutions.

In recent years, AI technologies, including generative AI, have been increasingly adopted across industries, and are expected to further evolve as transformative drivers for future societies and industries. In light of these advancements in these technologies, JERA will promote the following initiatives with AWS: Optimizing the entire value chain by applying AI and cloud technologies, and providing diverse energy solutions for AWS’s facilities, including data centers (“DCs”) globally that support the development and implementation of AI technologies.

・Digital Innovation: JERA will leverage AWS’s AI and cloud technologies, and expertise to achieve advanced optimization across JERA’s entire business value chain. This includes enhancing the Internet of Things (IoT) platforms that manage JERA’s power plants in Japan and analyzing their vast amount of operational data to enable faster anomaly detection. JERA will also build an unstructured data platform on AWS to further advance the company’s maintenance practices.

・Energy Solution: The two companies will discuss to provide JERA’s diverse energy solutions, including renewable energy, for the power supply and related services at AWS’s facilities, including DCs, globally.

As a global energy company, JERA is committed to delivering cutting-edge solutions to address the world’s energy issues. Through the collaboration with AWS, JERA will integrate digital technologies with renewable energy and low-carbon thermal power to provide a clean energy supply platform that contributes to the sound growth and development of the global community.

Junya Tawa, JERA’s Chief Strategy Officer, said: “AI plays a central role in supporting the foundations of society, and its importance is steadily rising. Meanwhile, the broader adoption of these technologies has brought to light new social challenges, most notably the rapid increase in energy demand. Addressing this challenge will require closer collaboration between technology and energy companies - two sectors that have historically operated independently. I am confident that our collaboration with Amazon will be a significant step toward developing innovative solutions that support sustainable growth and deliver new value to society.”

Hiroyuki　Tsutsumi, Director, Enterprise Business Unit at Amazon Web Services Japan said, “Amazon has a goal to reach net-zero carbon across our operations by 2040, and we're pleased to collaborate with JERA to discuss diverse energy solutions, including renewable energy. We're also proud that AWS cloud services, including generative AI capabilities, will continue to support JERA's digital transformation and accelerate their energy transition efforts. AWS looks forward to the collaboration with JERA to drive innovation toward a more sustainable future.”

About JERA
JERA is a global energy leader and Japan’s largest power generation company focused on providing cutting-edge solutions to the world's energy issues. Established in 2015, the Company produces one-third of Japan’s electricity, and is one of the largest LNG buyers in the world. JERA has global reach and strength throughout the energy supply chain, including participation in upstream gas exploration and production, LNG projects, fuel procurement and transportation, and power generation globally. In support of a responsible energy transition, JERA has committed to achieving net-zero CO₂ emissions from its domestic and overseas businesses by 2050.

JERA, METI, and QatarEnergy Sign Memorandum of Understanding on Emergency Supply Cooperation for Japan

Tue, 03 Feb 2026 21:57:40 +0900

JERA Co., Inc. (“JERA”), a global energy leader and Japan’s largest power generation company, today announced that it has signed a memorandum of understanding (“MOU”) with Japan’s Ministry of Economy, Trade and Industry (“METI”) and state‑owned QatarEnergy to establish a trilateral cooperation framework for securing additional liquefied natural gas (“LNG”) supplies during emergency situations.

Global energy market faces increasing uncertainty from geopolitical developments and large-scale natural disasters. As natural gas continues to play a critical role in energy security, particularly through access to supplemental volumes during supply disruptions, establishing a framework to secure stable LNG supplies during emergencies has become increasingly important.

Qatar is one of the largest LNG producers in the world and has been a key LNG supplier to Japanese buyers, including JERA, for nearly three decades. Following the Great East Japan Earthquake in March 2011, Qatar provided additional LNG supplies to Japan on an emergency basis, contributing significantly to the stability of Japan’s energy supply. This experience reflects Qatar’s capability to provide stable supply and respond effectively in emergency situations, and has supported long‑standing cooperation among Qatar, the Government of Japan, JERA, and other Japanese buyers.

Under the MOU, in the event that global LNG market tightness or large-scale natural disasters in Japan threaten stable domestic energy supply, and if METI determines that such conditions warrant action, METI may request QatarEnergy to consider supplying additional LNG to Japanese buyers, including JERA. The parties will then consult on appropriate response measures.

“This MOU provides an important framework for cooperation with our partners in situations where Japan may face supply constraints,” said Yukio Kani, Global CEO and Chair of JERA. “By strengthening coordination with METI and QatarEnergy, we are better positioned to respond with flexibility and agility to ensure stable energy supply for Japan.”

JERA will continue to strengthen its LNG procurement and operational capabilities to support timely and effective responses even during periods of supply-demand tightness. Through these efforts, JERA reaffirms its commitment to supporting Japan’s overall energy stability.

＜About JERA＞
JERA is a global energy leader and Japan’s largest power generation company focused on providing cutting-edge solutions to the world's energy issues. Established in 2015, the Company produces one-third of Japan’s electricity, and is one of the largest LNG buyers in the world. JERA has global reach and strength throughout the energy supply chain, including participation in upstream gas exploration and production, LNG projects, fuel procurement and transportation, and power generation globally. In support of a responsible energy transition, JERA has committed to achieving net-zero CO₂ emissions from its domestic and overseas businesses by 2050.

JERA Signs 27-Year LNG Supply Agreement with QatarEnergy

Tue, 03 Feb 2026 21:44:21 +0900

JERA Co., Inc. (“JERA”), a global energy leader and Japan’s largest power generation company, today announced the signing of a long-term liquefied natural gas (“LNG”) sale and purchase agreement (“SPA”) with QatarEnergy to secure the supply of 3.0 million tonnes per annum (MTPA) for 27 years, with deliveries expected to commence in 2028.

The agreement was signed on the sidelines of the 21st International Conference and Exhibition on Liquefied Natural Gas (LNG 2026) in Doha, by Mr. Yukio Kani, Global CEO and Chair of JERA and His Excellency Mr. Saad Sherida Al-Kaabi, the Minister of State for Energy Affairs and the President and CEO of QatarEnergy.

Under this SPA, LNG will be supplied on a delivered ex-ship (DES) basis from Qatar’s LNG production facilities.

This agreement marks a new chapter in a partnership started over 30 years ago. As one of the world’s largest producers with abundant natural gas reserves, Qatar has long been a cornerstone of Japan’s energy security, notably providing critical emergency LNG supplies following the Great East Japan Earthquake in March 2011. Building on the legacy inherited from its founding shareholders, JERA has further nurtured a longstanding partnership with QatarEnergy over the past decade.

As Japan expects an increase in electricity demand driven by the expansion of data centers, semiconductor manufacturing, and other energy-intensive infrastructure, gas-fired power generation will continue to play a critical role in maintaining Japan’s energy stability. This procurement aligns with Japan’s Seventh Strategic Energy Plan, which positions natural gas as an important energy source even after achieving carbon neutrality, underscoring the importance of securing long-term, stable LNG supplies.

Yukio Kani, Global CEO and Chair of JERA, said: “We are delighted to achieve this milestone and to further deepen our steadfast relationship with QatarEnergy. This agreement solidifies a vital pillar of JERA’s strategy to strengthen our global portfolio and support the surging energy demand of tomorrow. It ensures we remain fully aligned with Japan’s national policy and the energy transition goals, securing a stable and resilient energy future for the nation.”

JERA remains committed to building a resilient, well-balanced LNG procurement portfolio by sourcing from the Middle East, Asia Pacific, the United States, and other regions. The Company will continue to strengthen its stable and flexible LNG procurement and operational capabilities, while advancing public-private collaboration frameworks that enable timely and effective responses amid market fluctuations. Through these initiatives, JERA continues to make a substantial contribution to Japan’s long-term energy security.

＜Overview of the SPA＞

Seller	QatarEnergy
Buyer	JERA Co., Inc.
Contract Term	27 years from 2028
Contract Volume	3.0 million tonnes per annum
Deliver Terms	Delivered Ex Ship (DES)