HEIDELBERG gets off to positive start in new financial year – forecast for 2025/26 confirmed
current financial year. A full year after drupa,incoming ordersof € 559 million in the first quarter (previous year's figure: € 701 million) continued to create a solid basis for positive business development, with the company's successful participation in the China Print trade show also playing a role.
'Thanks to our global market position and an improved cost basis, we have made a good start to the new financial year,' said Jürgen Otto, CEO of HEIDELBERG. 'Strategic measures in our core business, together with new options in the Technology segment and our move into the defense sector, give us cause to feel very confident about the prospects for the year as a whole.' he added.
Although thefree cash flowafter three months was negative, as expected, it was much improved compared with the corresponding period of the previous year. Thanks to the initiation of staffing and efficiency measures, the figure of € –68 million (previous year: € –103 million) was better than envisaged. Thenet result after taxesin the first quarter amounted to € –11 million, which was a big improvement on the equivalent period of the previous year (€ –42 million).
As of April 1, 2025, HEIDELBERG started basing its reporting on the Print & Packaging Equipment, Digital Solutions & Lifecycle, and HEIDELBERG Technologysegments. The Print & Packaging Equipment segment includes offset and flexo solutions, as well as prepress and postpress solutions for packaging and commercial printing. The Digital Solutions & Lifecycle segment covers products and activities relating to software, service, consumables, and digital printing. The HEIDELBERG Technology segment primarily comprises activities outside the company's core business, such as electromobility (Amperfied) and industry operations (production and technology solutions for third-party businesses).
In thePrint & Packaging Equipmentsegment, sales in the first quarter increased by some 42 percent to € 211 million.Digital Solutions & Lifecyclesales matched the previous year's level, totaling € 241 million. Sales after three months in theTechnology Solutionssegment were also at the same level as in the corresponding period of the previous year. Adjusted EBITDA improved in all the segments.
'Packaging printing remained a growth driver for our business in the first quarter,' said David Schmedding, Chief Technology & Sales Officer at HEIDELBERG. 'This development reaffirms our growth strategy – the continuous and targeted expansion of our portfolio as a systems integrator for this key market segment. Our acquisition of Polar Mohr brand rights and technology to boost the productivity of value chains in packaging and label production is a further example of this approach.' he explained.
As HEIDELBERG sees it, playing a leading role as asystems integratorfor packaging and digital printing with hybrid printing solutions and the company's software and service business in a digital ecosystem can offer growth potential in its core business. In the Technology segment, the focus is on expanding the operation ofcharging infrastructure, including DC technology, and on unlockingnew market segments.
MoU agreed on system partnership with defense specialist VINCORION
HEIDELBERG has embarked on its first project in thedefense sectorand agreed a MoU (Memorandum of Understanding) on a system partnership with VINCORION Advanced Systems GmbH. This cooperation will see HEIDELBERG move into the defense market by developing, industrializing, and building power control and distribution systems for VINCORION. HEIDELBERG is aiming to become established as a reliable partner for high-quality products and gradually expand this role within the defense sector.
Full-year forecast confirmed
Following a positive start, theforecastfor financial year 2025/26 is confirmed. In view of macroeconomic developments, taking into account the various opportunities and risks, and assuming the global economy does not see weaker growth than predicted by the relevant institutions, the company is expectingsalesof around € 2,350 million in financial year 2025/26 (2024/25: € 2,280 million). TheEBITDA marginadjusted for special items is predicted to rise to as much as 8 percent (previous year: 7.1 percent).
About HEIDELBERG:
Heidelberger Druckmaschinen AG (HEIDELBERG) is a leading technology company that has been standing for innovation, quality, and reliability in mechanical engineering worldwide for 175 years. With a clear focus on growth and as a total solution provider, HEIDELBERG is driving further development in the core areas of packaging and digital printing, software solutions, and lifecycle business with service and consumables so that customers can achieve maximum productivity and efficiency. The company is also focusing on expanding into new business areas such as high-precision plant engineering with integrated control systems, automation technology, robotics, and the growing green technologies sector. With its strong international presence in approximately 170 countries, the creative power and expertise of its roughly 9,500 employees, its own production facilities in Europe, China, and the USA, and one of the largest global sales and service networks, the company is ideally positioned for future growth.
Figure 1:HEIDELBERG develops and produces innovative control and power electronics. The company intends to use this core technology to open up new business areas, such as the defense sector.
Figure 2:HEIDELBERG masters the highly productive interplay of mechanics, electrics, electronics and software in a printing machine.
175 years of HEIDELBERG – Home of Print press kit | HEIDELBERG
Image material and further information about the company are available in theInvestor Relationsportal andPress Loungeof Heidelberger Druckmaschinen AG atwww.heidelberg.com.
Important note:
This release contains forward-looking statements based on assumptions and estimates by the management of Heidelberger Druckmaschinen Aktiengesellschaft. Even though the management is of the opinion that these assumptions and estimates are accurate, the actual future development and results may deviate substantially from these forward-looking statements due to various factors, such as changes in the overall economic situation, in exchange and interest rates, and within the print media industry. Heidelberger Druckmaschinen Aktiengesellschaft provides no guarantee and assumes no liability for future developments and results deviating from the assumptions and estimates made in this press release.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
8 hours ago
- Forbes
5 Big Reasons Leadership Effectiveness Is Imperative In Construction
The U.S. construction industry is standing at the edge of one of the most transformative decades in its history. Fueled by a $1.2 trillion federal infrastructure package and steady private-sector demand, the market was previously projected to expand from $1.77 trillion in 2024 to more than $2.12 trillion in 2025. At the same time, advances in technology and artificial intelligence are reshaping how projects are designed, managed, and delivered, while the rapid acceleration of clean energy initiatives is fueling unprecedented demand for new infrastructure and retrofitting. Another powerful force is the surge in data center development, as the digital economy and AI adoption require massive investments in high-capacity facilities. Yet beneath this headline growth lies a paradox. While opportunity abounds, growth alone does not guarantee long-term success. The companies that thrive will not be those with the largest projects in the pipeline, but those that invest in leadership, talent development, and organizational resilience to sustain performance at scale. In short, success will not hinge on cranes and concrete. It will hinge on people. The Leadership Imperative in a High-Growth Era Construction firms are scaling at unprecedented rates, but growth exposes cracks. As companies double or triple headcount, leadership gaps widen, succession planning falters, and decision-making slows under the weight of bureaucracy. Without intentional leadership development, the very growth firms are chasing can become the catalyst for cultural erosion and stalled performance. Research consistently underscores the impact. Organizations with robust leadership pipelines enjoy 1.5 times higher employee retention and 29% higher profitability than peers that neglect leadership development. For construction firms, where projects are complex, labor markets tight, and safety paramount, the consequences of leadership neglect are magnified. True leadership development isn't about checking a box with occasional training. It's about embedding leadership competencies into every layer of the organization—from executives shaping strategy to front-line supervisors setting daily standards of excellence. This top-down approach doesn't just prepare the next generation of leaders; it ensures cultural continuity and operational alignment during periods of hypergrowth. 1 - Safety: A Cultural and Financial Lever In construction, safety is more than a compliance issue—it is a leadership issue. The industry knows that unsafe environments cost lives. What's discussed less often is how safety incidents erode profitability, damage reputation, and accelerate turnover. Consider the numbers. Safety-related costs can consume 6–9% of project budgets. Conversely, companies that embrace a safety-leadership culture—where leaders model accountability, empower crews to intervene, and create psychological safety around reporting—see incidents fall by 20–50%. That isn't just fewer accidents. It's 15–25% higher productivity, improved morale, and greater client trust. The leaders who treat safety as a cultural cornerstone—not a compliance afterthought—will differentiate themselves in a crowded market. 2 - Reducing Rework: Through Continuous Improvement Few inefficiencies are as costly to construction firms as rework. Industry studies estimate rework can account for 5–10% of total project costs. For a firm managing billions in projects, the math is staggering. The solution isn't more oversight; it's more learning. Borrowing from high-performance domains like the military and aviation, structured debriefing systems create continuous feedback loops. Teams analyze what went well, what failed, and what must change. These insights become operational improvements that cut rework and drive efficiency across projects. Companies that operationalize these practices report 30–40% reductions in rework—savings that directly impact margins and competitiveness. More importantly, these practices foster cultures of adaptability and collaboration that scale far beyond a single project. 3 - Scaling Like a Startup: Even as an Enterprise Growth in construction doesn't always resemble the disciplined pace of Fortune 500 scaling. It often looks like a startup—rapid expansion, evolving systems, and a constant push to deliver more with less. Yet even the largest construction firms are learning that agility is no longer optional. Rigid hierarchies and siloed communication create drag at precisely the moment companies must move faster. By treating growth like a late-stage startup—emphasizing agile leadership, rapid decision-making, and scalable systems—construction companies can accelerate without breaking. Evidence backs this approach. Firms adopting agile leadership practices report 60% faster decision cycles and 30% greater project delivery efficiency. In an industry where delays can erase millions in value, agility becomes a competitive weapon. 4 - The Retention Challenge: Building Careers, Not Just Jobs The talent shortage in construction is not a future concern—it's a present crisis. Nearly 40% of the skilled workforce will retire within the next decade, creating an acute need for succession planning and career development. Yet turnover remains stubbornly high, and the cost is enormous. Replacing a single frontline employee costs 16–20% of their annual salary, not to mention lost knowledge and productivity. Mid-level managers and senior position can cost closer to 100% of salary to replace. So, even small incremental improvements in employee retention can have a dramatic impact. The most competitive firms are addressing turnover not with signing bonuses alone, but with systemic investments in onboarding, mentorship, and career pathing. Employees who see a future for themselves in the company are far more likely to stay. Structured onboarding and mentoring programs, for example, can improve retention by 50% in the first 18 months and accelerate time to full productivity by 20%. For younger generations entering the workforce, culture and development opportunities matter as much as compensation. Companies that fail to address this reality will lose talent to those that do. 5 - Building a Competitive Advantage Through People When you combine these levers—leadership development, safety culture, continuous improvement, agility, and career pathing—a clear pattern emerges. The construction firms that will thrive over the next five years are those that view organizational development as a growth strategy, not a cost center. This is not hypothetical. At EXCELR8, in our partnerships with leading construction companies, embedding leadership competencies and scalable operating systems - supported by AI-powered tools - has created the foundation for multi-year sustainable growth. In other organizations, structured mentoring frameworks stabilized turnover while strengthening cultural integration across expanding teams. In still others, leadership development programs tied directly to safety initiatives helped reduce incidents on job sites and reinforce trust across the workforce. The results speak for themselves: reduced costs, stronger margins, improved morale, and the ability to seize opportunities that competitors cannot. The Call to Action for Construction Leaders The U.S. construction industry will not suffer from a lack of projects in the coming years. The greater risk is that firms will lack the leadership, culture, and systems to execute at scale. In an environment of slowing growth rates, rising costs, and fierce competition, the human side of the business becomes the decisive edge. The path forward is clear: Growth in construction is inevitable. Sustained success is not. The difference will be made by leaders willing to go beyond the blueprint and invest in what truly drives performance: their people.
Yahoo
13 hours ago
- Yahoo
5 Insightful Analyst Questions From Gray Television's Q2 Earnings Call
Gray Television's second quarter results were received positively by the market, as management highlighted several factors shaping performance. The company attributed the year-on-year revenue decline primarily to continued softness in core advertising, particularly in the automotive segment, but noted better-than-expected contributions from legal, entertainment, and digital categories. CEO Hilton Howell emphasized, 'Political advertising finished well above our expectation for an off-cycle year,' with legal advertising growing at double-digit rates and digital revenue up 8%. Operational cost discipline also played a role, with expenses held flat compared to the prior year. Is now the time to buy GTN? Find out in our full research report (it's free). Gray Television (GTN) Q2 CY2025 Highlights: Revenue: $772 million vs analyst estimates of $771.6 million (6.5% year-on-year decline, in line) Adjusted EPS: -$0.48 vs analyst expectations of -$0.28 (76.2% miss) Adjusted EBITDA: $164 million vs analyst estimates of $159.8 million (21.2% margin, 2.6% beat) Revenue Guidance for Q3 CY2025 is $742.5 million at the midpoint, below analyst estimates of $782.6 million Operating Margin: 10.6%, down from 18.4% in the same quarter last year Market Capitalization: $619.7 million While we enjoy listening to the management's commentary, our favorite part of earnings calls are the analyst questions. Those are unscripted and can often highlight topics that management teams would rather avoid or topics where the answer is complicated. Here is what has caught our attention. Our Top 5 Analyst Questions From Gray Television's Q2 Earnings Call Dan Kurnos (The Benchmark Company) asked about the likelihood of additional M&A activity. CEO Hilton Howell stated the immediate focus is on integrating recent deals, with no current plans for further transactions but openness to future opportunities. Steven Cahall (Wells Fargo) questioned the leverage improvement from M&A and the impact of the WANF affiliation change. CFO Jeff Gignac confirmed the quarter-turn reduction in leverage includes anticipated synergies and that WANF's revenue mix will shift toward advertising. Craig Huber (Huber Research Partners) sought clarity on the rationale behind the CBS affiliation change in Atlanta. Chief Legal Officer Kevin Latek explained it was a long-expected industry move, independent of recent events, and management feels prepared for the transition. Alan Gould (Loop Capital) pressed for a timeline and magnitude of leverage reduction over the next political cycles. Gignac declined to provide a specific number but reiterated the company's commitment to getting leverage 'back below 4x.' Eli Lapp (BMO) queried the speed of synergy realization and the role of transaction size in deleveraging. Management affirmed synergies are recognized quickly after closing and described the preference for duopolies due to lower integration risk. Catalysts in Upcoming Quarters For the remainder of 2025, our analysts will closely monitor (1) the successful integration and performance of newly acquired stations and duopolies, (2) the impact of the WANF affiliate change on advertising and retransmission revenues, and (3) the trajectory of core advertising trends in key categories such as automotive and legal. Execution on cost control, further deleveraging, and any additional regulatory changes will also be important indicators of future progress. Gray Television currently trades at $6.17, up from $4.17 just before the earnings. At this price, is it a buy or sell? The answer lies in our full research report (it's free). High-Quality Stocks for All Market Conditions When Trump unveiled his aggressive tariff plan in April 2025, markets tanked as investors feared a full-blown trade war. But those who panicked and sold missed the subsequent rebound that's already erased most losses. Don't let fear keep you from great opportunities and take a look at Top 5 Strong Momentum Stocks for this week. This is a curated list of our High Quality stocks that have generated a market-beating return of 183% over the last five years (as of March 31st 2025). Stocks that made our list in 2020 include now familiar names such as Nvidia (+1,545% between March 2020 and March 2025) as well as under-the-radar businesses like the once-small-cap company Comfort Systems (+782% five-year return). Find your next big winner with StockStory today. StockStory is growing and hiring equity analyst and marketing roles. Are you a 0 to 1 builder passionate about the markets and AI? See the open roles here. Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
Forbes
16 hours ago
- Forbes
Why ESIM Adoption Is Still So Slow—And What Needs To Change
Dmitri Verbovski, Yesim Founder. When eSIM technology entered mainstream devices—first in smartwatches, then in iPhones and Android devices—it was heralded as the next evolution in mobile connectivity. By allowing users to activate a cellular plan without physically inserting a SIM card, eSIM promised seamless, digital onboarding. And yet, in 2025, eSIM adoption remains tepid in many consumer markets. For a technology with obvious advantages, that's puzzling. As the CEO of a global digital connectivity provider, I've spent the last few years working at the intersection of telecom infrastructure and user experience. What I've learned is simple. It's not the technology that's broken; it's the outdated, fragmented ecosystem surrounding it. eSIM Works—So Why Isn't The World Using It? eSIM technology streamlines onboarding, reduces manufacturing waste and makes switching between carriers frictionless. From a consumer experience and logistics standpoint, it's a no-brainer. So why do most mobile users still rely on traditional plastic SIM cards? According to Kaleido Intelligence's market analysis, while eSIM-connected devices are proliferating in the IoT and enterprise markets, their adoption in the consumer market still lags significantly behind expectations. The answers share a common factor: Most friction comes not from the technology itself but from how humans implement it. Traditional carriers have little incentive to speed up eSIM adoption, because eSIM undermines their core customer retention mechanisms. Users can switch carriers in minutes, removing a key friction point that previously acted as a "soft lock-in." As a result, most major carriers either delay the rollout of eSIM, restrict its use to secondary devices or bury it deep in technical menus. As Mobilise Global notes, many MNOs fear an increase in churn and a decline in revenue per user due to easier switching. Until telcos see eSIM not as a threat but as an opportunity to build better, more dynamic customer relationships, progress will remain slow. According to a consumer survey by a niche eSIM resource site, fewer than 40% of consumers feel confident activating an eSIM on their own. Many cite confusing instructions, unclear compatibility and inconsistent onboarding flows as reasons for abandonment. In practice, users often encounter QR codes that expire, vague instructions or apps that don't support their device. In an age of one-click everything, eSIM activation still feels like configuring a home router circa 2008. This disconnect is hindering adoption and trust. While most flagship smartphones now support eSIM, mid-tier and entry-level markets remain underserved. In many regions, such as Latin America and sub-Saharan Africa, this lack of device support is a significant blocker to adoption. This device gap significantly limits mass adoption, especially in prepaid markets where users upgrade slowly. And even within supported devices, not all carriers allow eSIM provisioning. The result: a fragmented ecosystem where capability does not translate into usability. Fragmentation, combined with inconsistent regulation across regions, creates a trust barrier that slows mass-market adoption. eSIM promised a new era of mobile freedom, but most consumers still don't know it exists. Telcos and OEMs have largely failed to educate the public. Aside from Apple's bold move to remove SIM trays in U.S. iPhones, there has been no widespread campaign to explain eSIM's value. Digital-first players like Holafly, Airalo and Ubigi are filling the gap, especially for travelers, but their outreach remains niche compared to what's needed for mass adoption. What Needs To Change If we want eSIM to reach its potential, three shifts must happen. First, carriers must reframe eSIM as an opportunity. Instead of viewing eSIM as a churn risk, telcos should embrace it as a platform for loyalty through enhanced service, dynamic plans and seamless user experience. The user experience also needs radical simplification. QR codes and manual provisioning must go. eSIM onboarding should be as easy as logging into Netflix. Startups building eSIM activation layers with clean APIs and no-code integrations will lead the way. Finally, consumers need to be educated about the technology. People don't adopt what they don't understand. eSIM needs storytelling, community onboarding and product-led demos that reduce fear and increase trust. Adoption Is Not Inevitable—It's Earned The eSIM revolution was never about the chip. It was about the choice: the ability to switch networks with ease, travel without roaming fees and stop being locked in. But technology alone doesn't drive change. If we want eSIM to become the global norm, we must encourage user-first design, transparent pricing and clear, consistent education. Until then, eSIM will remain a hidden feature in an over-marketed phone. The technology is ready, and the infrastructure is improving. The next chapter of mobile connectivity will be written by those who prioritize simplicity, transparency and trust. Whether eSIM becomes the norm depends on how boldly we tell its story, and how relentlessly we fight for user-first simplicity. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
