Status Update
Logotype for Eramet SA

Eramet (ERA) Status Update summary

Event summary combining transcript, slides, and related documents.

Logotype for Eramet SA

Status Update summary

8 Jul, 2026

Safety and Operational Performance

  • Four fatalities in 2025 led to a renewed focus on safety, with a two-year roadmap and updated safety policy to achieve zero harm.

  • Senegal operations have been Lost Time Injury-free for six years, serving as a model for group-wide safety improvements.

  • Leadership accountability, empowered local teams, and a culture of performance are central to safety and operational goals.

  • Safety is linked to operational efficiency, with safer operations expected to reduce stoppages and improve productivity.

  • Group-wide safety diagnosis and policy updates are part of the ReSolution program.

Market Environment and Strategic Context

  • 2025 remains challenging due to low commodity prices, adverse exchange rates, and global macro headwinds, including slowing industrial activity in China and higher US tariffs.

  • Core commodities like manganese, nickel, and lithium are at multi-year price lows, with demand and prices expected to remain subdued until 2026.

  • Despite headwinds, long-term fundamentals for energy transition metals remain strong, with demand expected to double over the next decade.

  • All assets are long life, high grade, low cost, and scalable, positioning the group competitively.

  • Tier-1 global asset base includes world-class operations in Gabon, Indonesia, Senegal, and Argentina.

Operational and Commercial Improvement Initiatives

  • The ReSolution program targets an EBITDA uplift of EUR 130–170 million within two years, with EUR 60–70 million one-off free cash flow improvements delivered in 2025.

  • Over 50 improvement initiatives focus on productivity, cost, procurement efficiencies, and commercial excellence.

  • Commercial excellence aims for EUR 10–20 million EBITDA uplift, with initiatives in go-to-market, supply chain, product-market fit, and contract management.

  • A Value Office has been established to centralize performance tracking and foster a culture of ownership.

  • Asset-specific priorities include maintenance upgrades, debottlenecking, and process efficiency.

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