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Strategic approach

Hera aims to create value through a multi-stakeholder approach and focus on achieving growth in accordance with all internal and external development guidelines to benefit from both the economies of scale and to pool resources resulting from mergers with multi-utility companies operating in the sector.

Hera has always pursued operational efficiency strategies, leveraging an organizational model based on consolidating certain general functions and maintaining strong roots in the areas served.

In 2010, the transformation of the multi-business territorial operative companies into organisational units took effect, which will contribute to additional rationalisation of operating costs while maintaining local coverage of the customer base.

The Group has always been focused on the development of open markets, even during periods of economic-financial crisis. Special attention has been placed on cross-selling policies of the services in the business portfolio to the same customer base.  The development of market share in the deregulated electricity and special waste treatment markets is currently supported by a strategy to develop plant capacities that has reached its execution final stage. In fact, in the last 18 months, 2 WTE plans and a cogeneration CCGT plan have come on stream.

The deregulated Italian waste treatment market recently recently demonstrated its serious lack of infrastructural as compared to the average situation in European countries, leading to a “waste emergency” in several regions. As a result, government authorities took action to move forward with the construction of new plants in Italy, laying the foundation for important development in the sector, and called local public invitations for tenders  for the construction of new waste-to-energy plants. With these possibilities offered by the market, Hera intends to expand its presence on the Italian market by leveraging its position of leadership and its exclusive know-how deriving from the construction of numerous plants in the last few years, satisfying the current needs of the local areas where it operates.

In regulated services, the objective pursued was to strengthen supervision in the reference area by strengthening asset ownership by purchasing gas and district heating networks owned by third parties and managed by the Group, for the purpose of greater rationalisation of owned assets, investments and management and maintenance costs. The strategy in regulated business sectors was to maintain expiring concessions by taking part in tenders both in the reference areas and expanding to several neighbouring areas for certain network services.

 
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