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Business Plan 2017-2021
Stories
Key strategic issues: The story told by the people working for Hera
Laura is a 34-year-old employee working in the team based in the Forlì remote control room. Her story facilitates a better understanding of the way in which Hera manages its businesses, leveraging on a range of intangible assets that have a key-role in guaranteeing future competitiveness and profitability to the Company.
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Business Plan 2017-2021
Hera on stock exchange
The Investor Relations Plan to 2021
In a listed company, creating value and failing to communicate it properly to the financial community means that you have not created it, because investors will not have all the elements available to evaluate the Company’s perspectives accurately and the share price will not reflect the fair value.
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Business Plan 2017-2021
Looking at the figures
Focus on the targets of the 2017-2021 Plan
The capital allocation that we have planned will generate an increase in the EBITDA of all business areas, with the Networks business absorbing most investments and being the largest contributor in terms of EBITDA (+129 million euro). In 2021, we expect to maintain a well-balanced breakdown between regulated and liberalised businesses.
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Business Plan 2017-2021
Message from the executive chairman of the board
In the 2017-2021 period, Hera aims to grow, leveraging on substantial changes in the operational and regulatory framework
The forecasts for 2017 – the first year in the new Plan – indicate that Hera starts from a virtuous position. An EBITDA estimate around 980 million euro, 63 million higher than the 2016 figure, confirms that in the last two fiscal years we have achieved a performance that was 18 million euro above the average annual growth planned, mostly leveraging on the organic component.