Solar Steel CEO: “2025 was one of the best years in our history”

2025 was a year defined by volatility in the solar PV sector. Energy prices fell into negative territory in several European markets, curtailment reached 40% in Spain, and pressure to maintain profitability was higher than ever. Even so, Solar Steel exceeded expectations and closed one of the strongest periods in its history.

In a conversation with Energía Estratégica, CEO Christopher Atassi Morales explains the reasons behind this unexpected performance, including a strong commitment to continuous innovation, international expansion and a highly adaptive team culture.

• Christopher, with everything that happened this year —falling prices, solar oversupply, declining revenues in many markets— how would you summarise the year for Solar Steel?

—The truth is that we are very satisfied with our 2025 results. At the beginning of the year, everything pointed to a complex and uncertain period. We saw two global powers competing for influence, solar energy prices dropping, and unprecedented curtailment levels in Europe. In some nodes in Spain, for example, curtailment reached up to 40%, and the term is now part of our everyday vocabulary. It was far from the ideal scenario for investment.
In that context, continuing to grow is an enormous achievement. We can confidently say it was one of the best years in Solar Steel’s history.

• If you were discussing 2025 with your executive team, why would you say the company managed to grow despite this context?

—Mainly because we are competitive. If we weren’t, we wouldn’t be in this position. In an environment like this, with negative prices and projects optimised down to the last detail, CAPEX becomes the key factor. Technical quality is assumed when you are a Tier-1 supplier, but you still need to prove it in every project. If you’re not competitive, you’re out.
And we not only maintained our competitiveness —we improved it. We expanded our portfolio, incorporated more services and developed new products. That is what allowed us to stay in the game and grow. And the team made all of this possible; I am extremely proud of them.

• What can you share about this year’s numbers? Sales, volume, expansion…?

—We still need to officially close the year, but the trend is clear: we are growing across nearly all indicators. Sales, volume, geographic footprint, workforce… almost all metrics point toward the growth scenario we were targeting.

• Was this a year of diversification and market expansion for the company?

—Absolutely. We continued diversifying markets, and not only that: we consolidated our presence where we had already begun expanding. In Latin America, for example, Peru and Chile are becoming our two most important markets, and this year we did not just maintain traction —we strengthened our leadership.
In Europe, we also opened new markets, which helped reduce our dependence on a small group of countries. Our international footprint expanded, and we increased our presence beyond Spain and beyond the continent. That was a strategic move, and it is now showing concrete results.

• Is this expansion driven by the company or by your clients?

—Both. On one hand, we follow our clients in their international developments, and if they bet on a new market where we are not yet present, we go with them. But that is not enough. We also actively seek new markets and new clients, because this is an increasingly global industry. You can’t wait for things to come to you.

• What are solar clients demanding today?

—The same as always, but with more pressure: price and strong technical support. You can’t submit a vague offer with an indicative price anymore. Every euro matters, and if you don’t minimize design errors, construction issues multiply.
Clients expect precise technical solutions, and we respond with more engineering hours and professional support from the very beginning.

• How does this customer support translate in practice?

—It is part of our DNA. If a long-time client establishes operations in a new market and needs our technology, we will be there. And thanks to the group’s international presence, we can adapt quickly to those new environments.

• How did this context impact the team’s internal dynamics?

—It was a challenging year, without a doubt. But the team grew like never before. They adapted to the challenges of internationalisation, to a more dynamic market and to the need to develop products faster. They have gained attitude, drive and professionalism. I see a team more motivated than ever to continue growing, and as a leader, that is a great source of inspiration.

• What are your expectations for 2026? How do you see the short-term outlook?

—Another challenging year is expected. In Spain, installed capacity will close at around 7 GW, similar to last year. It is surprising that the market did not contract, considering the electricity environment, the hourly negative prices and the curtailment problems. But maintaining that volume in 2026 will be difficult. We are seeing the same in Germany and other European markets. The scenario will become even more competitive.

• And what is the response to this growing competitiveness?

—Not staying still. The world is a huge map with many places where we can still grow. If one market slows down, you jump to the next. That ambition for international growth is essential. And again: if you are not competitive, you disappear.

• Will you be working on new products next year?

—Yes. Our strategy remains the same: an improved product every eight months. We want to continue upgrading our multi-platform solutions, introducing new technological components, and ensuring solar PV remains the most cost-competitive renewable energy source. The focus remains on innovation to keep the sector competitive.

In a volatile year for Europe’s solar sector, Solar Steel grew, innovated and strengthened its global footprint. For its CEO, this success is no coincidence, but the result of a clear strategy: competitiveness, customer proximity, talent development and continuous product evolution. As 2026 approaches with new challenges, Atassi Morales is clear: “You must keep pushing, keep moving and never stop improving.”