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An effective recruitment campaign to accelerate the energy transition
With the aim of addressing the challenge of the energy transition, Hera is looking for new skills through the recruitment of 300 resources that will be cultivated in a productive and stimulating workplace. The process of selection and onboarding of these new resources that will be dedicated to the energy transition stands out for its innovative approach.
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The value of people, one of Hera’s key assets
At Hera, our mission is to enhance the value of our employees through well-defined procedures for participation and involvement. This approach has been fundamental in the past in supporting the Group’s creation, and today it is essential to the achievement of the efficiency required to a Company that aims to be competitive in all respects.
executive chairman's message
In a difficult 2022, sound results exceeded expectations
Foresight in tackling the new scenario and confidence in the solidity of the business model: by leveraging these two strengths, Hera faced the challenges of fiscal year 2022, making progress in all financial KPIs. The purchase of significant amounts of gas, to have adequate stocks available against the threatening energy crisis, was an intuition that has allowed the Group to keep its risk profile under control while continuing with the execution of the investment plan that underpins the continuous business growth.
executive chairman's message
Effort in organic growth is rewarding Hera. M&A contribution proves essential
Areassuring picture has emerged from first-quarter 2020 results, despite a tough scenario. Shareholders remuneration has been confirmed, with 10 euro cents to be paid on 8 July 2020.
executive chairman's message
On the back of healthy 2018 results, Hera provides attractive remuneration o shareholders
In 2018 Hera achieved important results. The set of indicators presented in the Annual Report proves the achievement of increasingly higher levels of financial strength and profitability, even when compared to virtuous historical financials; a situation that indicates further capacity to grow.
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Hera’s business plan envisages growth that is increasingly moving towards a regen-erative approach, designed to maximize the creation of shared value
In 2016, we added the Shared Value Creation perspective to our approach to Corporate Social Responsibility. This allowed us to directly quantify and represent how the activities of the Group contribute to operating margins and, at the same time, meet the guidelines provided by the United Nations and included in drivers of the Global Agenda.
executive chairman's message
Nine-month results indicate increasingly strong fundamentals
Earnings as at 30 September 2018 show a stronger growth than that already achieved in the First-Half Report. Even though Q3 has a lower weight compared to other quarters on full-year earnings, due to the seasonality of the gas business, results released today clearly prove the effectiveness of Hera’s business model and its capability to execute the Business Plan.
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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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In 2021, the best “Health & Safety” performance ever
Since its inception, Hera has had “Health and Safety in the workplace” among its founding principles. For this reason, over time it has defined specific strategies and implemented improvement plans that proved to be effective, as shown by the positive performance recorded over the years. Especially in 2021, Hera achieved a significant decrease both in the frequency of accidents and in the number of days the employees were absent from work, reaching the best results in its history.
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Expanding customer base and 1 bn€ energy transition projects
Hera has a very straightforward plan to ride the long wave of demand for more efficient and sustainable energy consumption. In the coming years, Hera will continue to play a proactive role in the energy transition process, not only through responsible management of operations, but also by encouraging more sustainable consumption by its customers.
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For Hera, great benefits from higher Shared Value creation
With a win-win approach, Hera has long chosen to strategically position increasing EBITDA shares in activities that contribute to strengthening the Group’s margins while offering tangible social and environmental benefits. Following this pioneering vision, Hera dedicated 2.5 billion investments to initiatives with higher impact and visible returns.
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2023 TSR is new fuel for the share’s ongoing rally
The presentation of the 2023-2027 Business Plan, held on 24 January 2024, gave further boost to the uptrend that the Hera stock started in early October 2023. At recent prices around 3.3 euro, the share price has increased by more than 30% since last autumn’s low; nonetheless, an attractive gap of around 15.5% remains against the consensus target price.
executive chairman's message
As growth accelerates, more value to shareholders
With the 2023-2027 Business Plan, Hera clearly defines the path to follow over the coming years. Even in the new, challenging scenario, Hera continues to leverage on a strategy that has been proven effective over time, with well-defined priorities in terms of value creation, sustainability and resiliency.
a look at numbers
Focus on Q12023 results
Hera starts 2023 on a growth path. All KPIs are up compared to the first quarter of 2022, while Net Financial Debt decreases by €472.2 m, thus taking the Debt-to-EBITDA ratio down to 2.84x. The Energy and Waste areas, which outperformed the Group average growth, have driven the 9.4% increase in EBITDA.
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Higher shareholder returns from an acceleration plan
The rally that Hera’s shares have experienced since last October has only partly covered the wide appreciation room against the average target price of analysts in coverage – currently at 3.53 euro. Preliminary results for the Year 2023, above market expectations, will provide further visibility on management’s actual ability not only to hit strategic targets, but to achieve them well in advance.
a look at numbers
Focus on nine-month 2024 results
Once again, nine-month 2024 results prove the strength and effectiveness of Hera’s business model. The Group succeeded in increasing operating margins even though the normalisation of energy prices led to a 25.3% fall in Revenues, against the backdrop of an anaemic economy and the expiry of the 110% Ecobonus incentives.
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Towards a zero-emission 2050
What will living conditions on Earth be like in the future? Everything depends on the choices being made as of today and how those commitments will be maintained over time. Aware of this reality and of its role as an enabler of sustainability, last July Hera made a formal commitment to reach Net Zero in terms of greenhouse gas emissions by 2050, being the first to have taken up that challenge among Italian multi-utilities.
a look at numbers
Focus on nine-month 2022 results
The Hera Group’s continuous EBITDA growth path was not interrupted even by the very challenging external environment experienced in the first nine months of the current financial year. EBITDA progressed by 20.4m€ (+2.4%), with the regulated businesses leveraging the service quality to offset the cut in regulated returns while the liberalised businesses were benefiting from careful management policies.
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An investment case perfectly fitting in the new market environment
Uncertainty and volatility are the key words that have dominated the equity markets in these times of Covid-19 pandemic. Long term sustainability and “green” agenda are the key words that have shaped the new monetary and fiscal policies in Europe.
a look at numbers
Focus on the development of the sales partnership with Ascopiave
On 17 June 2019, the Boards of Directors of Hera and Ascopiave signed a binding Term Sheet intended to develop a major operator in energy sales in the areas of North-East Italy. This formal step took place at the end of a competitive process launched by Ascopiave with the aim of making the most of the sales segment of its business portfolio, by involving the major utilities in the Country.