PURE AEROSPACE.
PURE FOCUS.
PURE EXCELLENCE.

Employee Information on the divestment of ASTA Group

We have reached an important milestone in Montana Aerospace’s history: the divestment of the ASTA Group (Energy segment) to our majority shareholder Montana Group as of 25.09.2025. This gives ASTA the opportunity to continue developing independently in its industry, whilst Montana Aerospace positions itself clearly as a pure aerospace player.

The Aerostructures segment will thereby become the sole business area of Montana Aerospace, building on the production expertise of our globally distributed divisions Asco and UAC. With this step, we are successfully completing our multi-year strategic realignment – with the goal of fully leveraging the opportunities of the aerospace market.

“With the divestment of ASTA and the clear focus on aerospace, we have reached an important milestone. Montana Aerospace is now perfectly positioned to benefit from strong market dynamics and to - together with our customers - shape the future of the aerospace industry.”

- Kai Arndt, CO-CEO Montana Aerospace

What is the strategy for Montana Aerospace as a pure aerospace player?

Together, we are following a clear plan: at our worldwide sites, we – under the Montana Aerospace umbrella - develop and manufacture mission-critical components of the highest quality and thereby helping our customers build safe and reliable aircrafts.

Our strategic cornerstones

  1. Global One-Stop-Shop:
    We combine the strengths of our different production sites into one seamless, integrated manufacturing network. This way, we offer our customers all production steps – from raw material to ready-to-install parts – from one single source. This saves time, reduces costs, and ensures the highest quality through an end-to-end process.

  2. Close proximity to our customers: We are where our customers are – physically present and with a comprehensive range of services. Together we develop customized solutions, guarantee top quality, short delivery times, and security along the entire value chain.

  3. Tight networking across all our sites: Our sites work together closely and efficiently to ideally use resources, create synergies, and benefit from each other. This way, we continuously minimize dependence on external suppliers, create flexibility, strengthen our competencies, and win new orders for the entire group.

  4. Targeted use of investments: Through the coordinated use of our global manufacturing capacities, we ensure high utilization and efficient deployment of our investments into modern production technologies.

  5. Future-oriented production: We continuously advance the development of new manufacturing methods to produce high-quality, lightweight, and sustainable components for the mobility of tomorrow.

What does “pure aerospace player” mean for …

… us as a group?
The focus on aerospace strengthens our global One-Stop-Shop, connects our sites more closely, and enables us to use capacities to their full potential. Seamless cooperation across countries helps us seize opportunities and grow together. At the same time, we sharpen our profile as a leading aerospace company – increasing reputation, competitiveness, and providing clear orientation for all stakeholders. The industry outlook is highly promising: by 2044, demand will rise to nearly 44,000 new aircraft – many of them single-aisle models where our components are essential. With our clear focus on aerospace, we are well positioned to capture this growth and strengthen our global market position.

… you as employee?
For you as employee, nothing changes in daily work. What changes is the perspective: a clear focus creates stability, alignment of priorities, and new opportunities for growth, collaboration, and shaping the future of aerospace.

… our customers?
For customers, this means greater commitment, faster decisions, stronger innovation, and long-term reliability. At the same time, we are further advancing our One-Stop-Shop strategy to deliver even more integrated and seamless solutions worldwide.

… our investors?
On the capital markets, we now present a clear profile as a dedicated aerospace company. This strengthens our equity story and positions us on a defined growth path across commercial aviation, business jets, space, and defense.

By selling ASTA, we can now fully focus on our core strength: aerospace – the area where we have already invested most of the funds from our IPO.

FAQs

We have tried to anticipate possible questions and explain them transparently.
If you still have questions – no problem, just contact us at communication@montana-aerospace.com

  • It means we are fully focused on Aerospace – formerly known as our Aerostructures-Segment.
    Within Montana Aerospace this means a focus on our two remaining divisions Asco & UAC.
    All our knowledge, investments, and energy go into developing and manufacturing mission-critical components. By concentrating only on one segment, we can focus on further improving our One-Stop-Shop, react faster to market needs, and strengthen our position within the industry.

  • The Energy and Aerostructures markets differ greatly in needs and dynamics. The demands of the market and the increasing complexity of the aerospace industry require a clear focus – to shorten innovation cycles ("time-to-market"), increase efficiency, and meet our customers’ needs even more effectively. By focusing on Aerospace, we can concentrate our efforts and strengthen our position as the One-Stop-Shop within the industry.

    The divestment will provide ASTA with the opportunity to continue developing independently in its own industry, while at the same time focusing fully on its strengths and therefor shaping its own future.

  • Clear answer:
    Yes. Montana Aerospace stands on a solid foundation even without the Energy segment. The Aerostructures segment grew over the past 12 months by +7% in revenue and +36% in EBITDA.

    To ensure continued stability, the Holding is responsible not only for the strategic direction of the group but also for financial management – a central pillar of our success.

    This is demonstrated by three recent examples:

    ·         Turnaround 2024: Through consolidation and clear financial steering, we achieved a positive operating result for the first time – a decisive milestone for our future.

    ·         New refinancing: Strengthening our balance sheet, lowering financing costs, and creating additional flexibility for investments in projects, sites, and people.

    ·         Targeted resource allocation: Ensuring that capital is deployed where it creates the greatest value – for growth, efficiency, and stability.

    At the same time, we must continue to do our homework. A key priority is improving our cash conversion – turning profits into real liquidity. This strengthens our ability to act, secures future investments, and makes us more resilient against market volatility.

  • Our clear focus on aerospace allows us to allocate investments more precisely – directly into growth projects, innovation, and the expansion of our global One-Stop-Shop. By leveraging worldwide capacities and seamless collaboration across sites, we can capture market opportunities more effectively and strengthen our competitiveness. At the same time, this focus sharpens our profile as a leading aerospace company, giving all stakeholders clarity and confidence. With global demand expected to reach nearly 44,000 new aircraft by 2044 – many of them single-aisle models where our components are essential – we are ideally positioned to benefit from this growth and secure our long-term success.

  • Success comes when we think beyond boundaries, give our best every day, and constantly look for ways to improve. By challenging ourselves and supporting each other, we create a culture where progress never stops – and where together we achieve more than any of us could alone.

    Sharing ideas, focusing on quality, and continuously improving our One-Stop-Shop enables us to deliver excellent results for our customers. Each of us is an essential part of our shared success and our future.

    And together, with our work, we connect people safely across the world, contribute to global security in times of uncertainty, and take part in exploring new frontiers in space.

  • No, since ASTA is no longer part of the Montana Aerospace Group, in the future the content of the magazine/blog will focus exclusively on topics related to Montana Aerospace and our divisions, Asco and UAC.

Proud of
What We’ve Built Together

Over the past years, months, and weeks, we have achieved a great deal together. As a group, we have grown closer, tackled challenges side by side, shared experiences, and with our One-Stop-Shop concept, we have won new orders, entered new markets, and industrialized new products. We have delivered to our customers on time and in highest quality – and convinced them again and again. All of this – and much more – we achieved as a team. We turned challenges into opportunities and proved that together we can accomplish great things – and will continue to do so in the future. The market outlook gives us strong tailwind: we have set our course, and now it is up to us to continue flying on an efficient and profitable trajectory.

A heartfelt thank you for your work and contribution – together we will stay on our path to success.

Kai Arndt Michael Pistauer Vicky Welvaert
Co-CEO Co-CEO CHRO

Goodbye and thank you to our Colleagues from ASTA

We would like to sincerely thank ASTA for the many years of collaboration and shared commitment. Through your expertise, dedication, and professionalism, you have significantly contributed to the success of our group. We wish you all the best and much success for the future as part of the Montana Group!