Before 160 analysts, METLEN held its first Capital Markets Day in London, where the Group’s management presented the strategic plan for achieving its mid-term target of €2 billion in EBITDA. As is being revealed, the plan.

In front of 160 analysts, METLEN held its first Capital Markets Day in London, during which the group’s management presented the strategic plan aimed at achieving its mid-term goal of €2 billion in EBITDA. It was disclosed that the operational model, capital allocation priorities, and growth strategy will be supported by three new key pillars of development: Critical Metals (Gallium), Circular Metallurgy, and Defense, which complement and reinforce its leading position in the fields of Energy, Metals, and Infrastructure.

Capital Markets Day 2025

The head of METLEN, Evangelos Mytilineos, during his opening presentation, recalled his studies at LSE and his subsequent return to Greece to take over the small, then family business. He provided a brief retrospective of the group’s journey, stating, “Some say that if you make it in New York, you can make it anywhere. They haven’t been to Greece!” He spoke of the Lehman era when “we heard from our government that we wouldn’t have problems,” but later faced challenges during the Greek crisis, including the need to replace guarantees close to €600 million, the painful experience of the prolonged crisis in previous years, and the period in 2015 when the country was close to exiting the Eurozone, making it very difficult for the group to continue its trajectory.

He continued by mentioning that in 2017, when the situation calmed, they launched Big1, the first phase of reorganization as Greece attempted to recover from the recession and the company began to climb. At that time, acquisitions and mergers with subsidiaries took place, entry into retail was made, and although the path was difficult due to COVID, the energy crisis instead presented an “opportunity for us.”

Mytilineos emphasized that “when there is a problem, our goal is to be able to solve it and gain something from it, which has happened over the last 3 years. The metals sector, which has high energy intensity, made everything clearer. There is no metallurgy without energy. So we thought about how to combine these two, and ultimately energy and metals intertwined. It was a very successful model that other companies around the world are now following. The energy crisis was traumatic for metallurgy and for energy itself. Many companies went bankrupt. Fifteen years ago, we had 12 or 15 aluminum producers in the world; now we have 3 to 4,” adding that “we reached here very hard; nothing was offered to us.”

He then pointed out that in the following years, projects went well and numbers improved, with EBITDA reaching €1 billion in 2023. After that, they had to manage to consolidate over €1 billion, and things were going well. Now they are moving to the next step because they have the numbers. “We are here to explain how we will reach this step. On June 3, the Big 3 will take place for the internal transformation we need to fulfill an ambitious plan for the company. We want to strengthen existing sectors. For example, in retail, we climbed to 20%, aiming for 30%. For production, we are bringing gallium, leveraging our expertise in the defense sector and critical metals, especially in circular metals. In the company, we call them Game Changers that will change the game. This program includes the internal transformation, which will be significant. The scale of the changes is large and extremely necessary, aiming for €2 billion in EBITDA for the medium term. So we are talking about the medium term, which in the UK is 3-5 years, and we must comply with that,” concluded Mr. Mytilineos in the first part of his address.