We are proud craftspeople leading the way

We compound high-performing local winners across the highly fragmented European surfacing market, applying a proven playbook tested across more than 160 companies. We call this the HG Model – a structured approach to identifying the right companies, onboarding them effectively, and then drive value creation over time after a successful integration.

Together, we leverage our network, competency and scale to develop value over time step by step. Together, we are proud craftspeople leading the way!

The HG Model – a mutual commitment

The HG Model puts the local company at the centre. It defines what companies get from being part of HG, and what HG expects in return.

As part of HG, local companies get access to a network of peers, a practical value creation toolkit built for their daily operations, shared best practices and training through the HG Academy. Regional managers work closely with each company – coaching, challenging and connecting them to the right support at the right time.

In return, HG expects each company to continue to be a winner in their local market, to follow HG standards and to continue to improve their value creation, and to actively contribute to the local community and environment.

This mutual commitment is what drives performance. We do not run our companies from a headquarter – we empower local decision-making, trust local expertise, and measure ourselves on the results we create together.

Our values reflect this: We care. We are local. We act.

Empowering our companies to reach their full potential

We always strive towards making our companies even more robust – continuously strengthening their business foundations to fully capture the synergies of being part of HG. To address this, we drive value creation through targeted, individually tailored Company Development Plans – prioritising the companies with the highest potential across the group. By end of 2026, all companies will have a structured development plan in place that includes integrating initiatives across business foundations, margin expansion, cash optimisation and sales growth.

Governance is key to delivery. Monthly Operating Reviews, Portfolio Performance Reviews and deep-dives ensure that progress is systematically followed up at every level – from local company to group, while still maintaining local ownership and autonomy.

Our value creating Toolkit accelerates performance

Our toolkit reinforces performance across our companies by enabling knowledge sharing, best practice, and resource collaboration. The work is led by our regional managers, who carry full P&L responsibility and ensure each company gets the most relevant support at any given time.

Since HG was formed, ~800 professionals have completed training at the HG Academy – building skills in pricing, project management, leadership and culture. Through initiatives like the Greenhouse Program, we are nurturing emerging talent and preparing the next generation of General Managers. Our apprenticeship program supports a long-term goal of 12% of our workforce comprising apprentices.

The General Manager Toolkit provides practical support in project management, contracting, pricing, sales, regulatory compliance and joint purchasing – giving every GM a stronger foundation to lead from. We are also exploiting group-wide procurement scale. By leveraging our combined purchasing volume across the Nordics, we are negotiating framework agreements and driving savings that increase EBITA directly at the local company level. Procurement savings are among the first and most significant value creation element implemented after a company joins HG.

Beyond procurement, co-tendering enables improved financial terms – such as securing higher hourly rates through collaboration between multiple companies within the group – and resource-sharing optimises outcomes through collaborative personnel exchange, contributing to successful and timely project delivery. And, naturally, we share sustainability objectives and tools.

77% of HG shareholders actively use at least one group service every month, with regional collaboration being the most valued. Of those who joined at founding in 2020, 65% are strong promoters today - a testament to what HG actually delivers in the long term.

Our culture is key to success

HG's culture celebrates craftsmanship, collaboration and local heritage. We recognize our people as the cornerstone of our success. We only target companies that are among the strongest 20% in their markets – companies with proven track records, strong local brands and loyal customer relationships. When they join HG, they keep all of that. What they gain is the strength of a group behind them.

We trust each other's independent decision-making. HG's role is to support, connect and challenge – not to control. Succession planning and the development of strong management teams are central to how we safeguard the longevity of each local company and reduce dependency on individual leaders.

Sustainability from Day One

Since HG was founded, sustainability has been integrated into every aspect of our business. This includes ISO certification of our companies, mapping of scope 1 and 2 emissions, code of conduct training, and a strong commitment to recruiting and developing apprentices. Our local companies are now able to take meaningful steps towards a more sustainable future that they may not have been able to achieve on their own.

We see increasing appetite from customers to deliver on the ESG agenda – giving us a competitive advantage in winning larger national agreements and deepening partnerships with insurance companies. This has contributed to our Net Promoter Score of 69*. 

Our M&A model is efficient and built on referrals

80% of our companies are sourced from referrals from the existing HG network. On average, a new company has joined every other week since our inception. Strategic M&A remains a core growth driver. We are strengthening sourcing and conversion in Germany, continuing to build on an existing platform in Denmark, and assessing entry into a fifth country – balancing M&A growth and organisational readiness to onboard new companies.

Our thorough selection process ensures that incoming companies resonate with HG's purpose and culture and integrate easily. 90% of joining companies recommend HG to others – a testament to the strength of our cultural bonds. A value-creating development plan is launched within six months of closing, ensuring each new company is set up to improve from day one.

Companies are attracted to HG not only for financial gain, but for the opportunity to build something lasting. We align incentives through an 80/20 rollover model – 80% upfront cash and 20% in HG shares. Transactions are completed within an average of four months. Onboarding is structured and prioritises continuity of daily operations, with an immediate focus on financial reporting, ethics training and cultural integration.