Good morning, and welcome to Astec's 2026 Investor Day. My name is Steve Anderson, and I'm the Senior Vice President of Investor Relations. We're happy you've joined us today. I've been with Astec for over 26 years, and I can tell you I've never been more excited about the future of Astec than I am right now. You'll learn more about the reasons why over the next 90 minutes. Before we get started, I'd like to share some details about today's event. The event is being webcast and recorded for replay. Presentation materials are available under the Investor Relations tab of the Astec Industries website at www.astecindustries.com. We don't anticipate any interruptions during the presentation that we are broadcasting from one of our manufacturing facilities in Chattanooga, Tennessee.
In the unlikely event you hear any noises from our production areas, please excuse us and know that any disruptions will be quickly resolved. Some statements we will make are forward-looking. For more details about the risks, uncertainties, and assumptions relating to these statements, please see our safe harbor language in this presentation. We will also discuss GAAP and non-GAAP financial metrics. We encourage you to familiarize yourself with our disclosures and the reconciliation tables as you consider these metrics. Before we go deeper, I'd like to introduce you to our executive leadership team, many of whom you'll hear from today. We are leaders with over 130 years of combined experience across infrastructure, materials, manufacturing, engineering, finance, innovation, and human resources.
For our agenda today, we will cover five primary topics: who we are, the next era of growth, the mega trends shaping our markets, how we operate through the Astec Built to Connect way, and ultimately, why we feel Astec is a compelling long-term investment. Questions can be submitted via the chat box on the webcast page during the presentation and will be answered during the brief question and answer session at the conclusion of the presentation. With that, let me turn the presentation over to Jaco van der Merwe, our President and Chief Executive Officer.
Thank you, Steve, and I appreciate your kind words about how you view Astec today. Welcome to Astec's 2026 Investor Day. I want to start by thanking my team and all our partners who made this day possible. Secondly, I want to thank each of our participants on the call today. I trust that you will find the next 90 minutes insightful and that you will walk away as excited about Astec's future as we are. Since 1972, Astec has provided innovative solutions and exceptional customer service to the rock to road industry. Over the past 3 years, we have focused relentlessly on building a solid foundation, improving consistency, strengthening our balance sheet, and proving we can execute. Today marks an inflection point.
This is the moment where we describe the future of Astec and how we will further improve consistency, how we will enhance profitability, and lastly, how we will grow. Our purpose, vision, core values, and 3 strategic pillars are ingrained in who we are, how we operate, and how we win. Achieving Astec's full potential will take focus on multiple fronts. Growing our recurring revenue mix and bringing industry-changing solutions to the market will be key for us to reach the long-term goals we will share with you today. We like the industry we play in as the demand for infrastructure, natural resources, and recycling will continue to grow. I am very proud of our team, our product portfolio, our strong brand, and the relationship we have and are still building with our customers. Before we get into details, we want to start with who we are.
This short video brings Astec to life, our people, our purpose, and the work behind the results we deliver.
In a world full of complexity, we bring certainty. In a world of chaos, we build order. When the future is calling, we stand ready. Driven by a legacy of manufacturing innovation, Astec equipment is at work behind the scenes, transforming challenges into progress, quietly building the infrastructure that physically connects the world. Our impact is hidden in plain sight. You don't think about the materials that create the foundation of your forever home or the asphalt mix under the plane that brings you home or the equipment needed to clear a road until it's your road that's gone. We are the foundation beneath the structures where memories are made, the roads that connect lives and dreams. The unseen hand that turns raw materials into the building blocks of progress. Our touch is everywhere, every moment, every day.
Without the machinery and technology we provide, progress stalls, movement stops, and innovation fades. Astec is the constant you can depend on. Our equipment and people represent the promise of reliability. Precision, safety, and support. From the materials that build the skyline to the roads that bring us together, we are Built to Connect. With over 4,000 employees and a global presence, our reach is as vast as our impact. At the heart of this success are the skilled innovators and master craftsmen who design and build our equipment to the highest standards. Our commitment goes beyond the equipment we manufacture. It's in the expertise we share, the partnerships we foster, and the solutions we deliver. Astec doesn't just power industries. We empower people and communities. Every innovation, every breakthrough, every challenge met is a step towards what's next. It's not just about building infrastructure.
It's about connecting the world. You don't have to see us to know we're here. Astec, we're Built to Connect.
What a fantastic overview of Astec. At Astec, we are Built to Connect. Think about it this way. Everything you drive on, everything you land on, your house, hotel, or the office you are in right now has probably needed the products Astec makes during the construction process. We connect people, families, and industries to the future. What did you see in this video? Products, manufacturing sites, customer sites? I saw so much more than that. I see a company and industry that is made up of hardworking people who make things happen. Focusing on our employees and our customers are two of the three strategic pillars, the third being innovation. Having engaged, enabled, and empowered employees is the key to success of our business. Part of our vision is to provide life-changing opportunities for our 4,500 team members. When we do this well, the results will follow.
I wanna share one of many examples with you. Kim Graf is a general manager at one of our manufacturing sites. Kim started with Astec in 1992 at our front desk. She slowly worked herself into the HR team, where she later became the HR manager. Her ability to communicate well made her a natural choice when the GM position became available a couple of years later. Today, she runs one of our best facilities. Today, we have over 4,500 employees and 26 manufacturing sites around the world. We generate 80% of our revenue in the U.S., of which approximately 34% is from parts and service. Over the last 3 years, this team has generated a total return for our shareholders of 74%. This is an example of what is possible if we work together and use our resources in the right way.
Astec operates in two strong segments, Infrastructure Solutions and Materials Solutions. Both these segments have strong and growing parts and service businesses. The Astec brand is well-known for quality and customer service in asphalt, aggregates, mineral processing, and concrete production industries. Our product brands provide customers with a connection to legacy brands and companies started or acquired by Astec over the last fifty-plus years. I'm very proud of how our two recent acquisitions have integrated into Astec and our branding structure. Our two operating segments have truly assembled an unrivaled product portfolio that reflects the products our customers need to be successful. Each segment has a strong new product development pipeline. Combined with our Astec Digital solutions, we are uniquely positioned in the rock-to-road space like no other OEM in North America.
As an example of our focus on new product development, we have showcased and launched over 25 new or upgraded products at the March 2026 CONEXPO-CON/AGG. Products are important, but providing our customers with solutions and support is what differentiates us in the market. Our parts and service business now makes up approximately 34% of our total revenue. Growing to 40%-50% will ensure we provide our customers with the support they expect from us while improving our consistency and profitability. Launching our Astec Signal Platform at CONEXPO-CON/AGG 2026 was an exciting event for us. Moving away from products with software to providing customers with intelligence from products is transforming how we do business. Although Astec generates 80% of our in the U.S., we have significant market share growth opportunities.
Parts and service, mining, aggregate production, recycling, and selected adjacencies like industrial heating are just a few examples. Internationally, our products and brands are recognized well beyond our size. We will continue to grow our international presence through organic and inorganic growth. Finding local manufacturing closer to key markets is part of our acquisition focus. To bring this to life, we wanna show you how Astec comes together from raw material to finished solutions and from plant to the job site. This is our Rock to Road story.
From raw rock in the quarry to the roads, runways, and structures that connect our world, Astec's Rock to Road strategy mirrors how our customers do business. We don't just operate at one point in the process. We design and build the equipment that extracts materials, processes it in asphalt and concrete plants, and turns it into the roads and infrastructure we all rely on. We are Built to Connect. Signal is the platform that connects the dots for our customers and our industry. Across every business segment, Signal connects machines, plants, and people, giving customers real visibility into their assets and operations. With Signal, iron becomes smart. Customers gain insight into efficiency opportunities, predictive alerts, asset health, and remote diagnostics, reducing downtime and keeping crews focused on building the infrastructure. Our industry is transforming.
Today's asphalt plants are highly automated, and concrete opens new markets from pavement to structures. Signal turns siloed operations into connected, intelligent systems. Astec creates the intelligence that drives the iron we produce. From rock to road and beyond, Astec and Signal connect our customers to their operations and connect us more closely to them.
Iron becomes smart. I love that expression. I mentioned earlier that providing customers with intelligence from equipment will be a key differentiator for Astec through our Signal Platform. Helping customers manage and utilize their equipment in a safe and more efficient way will become a necessity in an environment of inflation and customer consolidations. Launching Astec's Signal Platform at CONEXPO-CON/AGG 2026 was a huge milestone for us. This platform will enable us to further grow our parts and service mix and our customers to run equipment safer and more efficiently across the rock to road portfolio. Imagine an environment where you have 100% visibility of where your fleet is located, how well it's running, and how you operate in the most efficient way. An environment where you use Signal to drive intelligence and operational improvement.
An environment where you minimize equipment downtime through smart services, telematics, all from your smartphone or tablet. An environment where you run equipment remotely or autonomously in a safe and productive manner. An environment where customers use our smart services to fix or prevent problems before they happen. These are all elements becoming a reality as we speak. Focusing on customer service has been an important part of our legacy since Astec was founded over five decades ago. When our customers are successful, we are also. Our customers rely on us for support, training, efficiency improvements, and to bring industry-changing innovation to them. Our customer base is very diverse. From a new entrant to the market who chooses us because of our support and expertise, to the large industry consolidators who need visibility and performance across their Rock to Road portfolio.
We engage all of them at all levels in their respective organizations. Our teams are available 24/7. We are, however, taking this to the next level. During 2025, we launched our Astec customer focus principles. The A representing acting with urgency and empathy. We wanna respond quickly and with care. The S represents simplify every experience, remove friction, and make it easy for the customer. The T stands for take ownership. Own the engagement from start to finish and follow through. E represents engaging as One Astec. Work together across roles and departments to deliver a complete solution. Lastly, the C stands for communicate effectively. Keep the customer informed throughout the engagement. We are very proud of the business that Dr. Brock and his founding partners started. Since our inception in 1972, Astec has grown through various cycles.
Some were very successful, and some were full of valuable lessons. As you all know, we grew through acquisitions. Our company started as a pure play asphalt plant producer. Entering the crushing and screening market was a natural adjacency when Astec bought Telsmith, JCI, and KPI. The addition of Peterson, BTI, and Powerscreen complemented the asphalt crushing and screening businesses. In early 2017, Astec took a deliberate decision to enter the concrete plant market through the acquisition of RexCon. Since then, we have added CON-E-CO and BMH to become the leading suppliers of concrete plant equipment in North America. The acquisition of MINDS gave us the opportunity to build a digital platform that can support our businesses. Launching of our Signal Platform positioned Astec to meet the digital and AI needs of our customers. The acquisition of TerraSource Global added opportunities in washing, recycling, and soft rock mining.
Our most recent acquisition of CWMF was a great tuck-in business which provides regional support to customers in the northern part of the U.S. As mentioned before, we are at an inflection point. Over the last 3 years, we have worked very hard to create consistency, improve our profitability, and we made the biggest acquisition in the history as we continue to grow. We are not done yet. In fact, we see many additional opportunities to enhance all 3 elements: consistency, profitability, and growth. As we enter the next phase of our company's journey, we are excited about the opportunities for growth, the markets we operate in, and the Astec Built to Connect way we have been operating under for the last 3 years. We see various industry mega trends that will have a positive effect on our future growth.
Recycling, re-industrialization, digital solutions, and mining are just a few examples. As these mega trends connect with our Built to Connect business model, we will generate greater results. Our focus remains on growing our top and bottom line in a consistent, disciplined, yet aggressive manner. I will now hand it over to Brian Harris, our Chief Financial Officer, who will walk you through our long-term growth targets and financial capacity.
Okay. Thanks, Jaco. In this section of the presentation, we outline our financial and operational targets for the next 5 years. These are the targets that management will hold themselves accountable for, and it's our intention to provide regular updates on our progress towards these targets in the coming quarters and years ahead. While we do not expect improvement in performance to be upwards in a straight line, we fully expect to achieve these targets by 2030, and that in doing so, we will deliver significant shareholder value. Management has selected 4 performance metrics which we believe to be the most relevant to investors, those that reflect best-in-class peer performance, and those which are consistent with management's long-term incentive plans and align closely with shareholder value creation. With that said, I would like to add a little color to each metric.
Revenue growth CAGR of greater than 6% compares to our previous three-year average of 3%. You may ask why the acceleration in top line organic growth. Astec is at an inflection point where the coming together of innovative new products with our superior digital offering provides the opportunity to capitalize on the tailwinds from growth megatrends and favorable end markets. Our global footprint and brand recognition is a launchpad for growth in a number of key markets, and recent acquisitions have created increased scale and expanded the global install base. Adjusted EBITDA margin is perhaps the most important metric by which the quality of our earnings is compared to our industry peers.
From a relatively low starting point three years ago, we have achieved a 440 basis point improvement. We expect to build consistently at a pace of 75-150 basis points each year. This margin improvement is underpinned by a number of initiatives, most importantly, growing the higher margin parts and service revenue in our mix. Continuous improvement in our manufacturing efficiency, a relatively fixed SG&A base that can support a substantially larger business, providing a leveraged P&L account. Return on invested capital is another critical performance metric for investors and management alike. First and foremost, we must ensure that our return on invested capital is exceeding our weighted average cost of capital, which currently sits at 8.25% compared to our reported 2025 adjusted ROIC of 11.5%.
I will discuss our capital allocation priorities in a moment, but first, I want to emphasize that our goal is not to strive for a bigger and bigger ROIC %, but rather to grow the capital employed base upon which we generate a return which exceeds the cost of capital. By doing so, we will generate significant economic profit. Consider an extreme example. Most investors would prefer to earn a 20% return on $1 million of capital rather than a 50% return on $1,000 of capital, even though the rate of return on the smaller capital is higher. The last of our four metrics is operating cash flow, which is also a management incentive metric and one which will be driven by improved and growing EBITDA, a focus on working capital management, and stable, consistent maintenance capital expenditure.
We are often asked about our capital allocation strategy. We believe this question lends itself less to a specific answer and more to a set of decision rules. Starting from a balance sheet with almost zero debt 3 years ago, Astec has been able to allocate capital in a prudent but value-creating way. The left-hand chart shows the $380 million of capital deployed over the past 3 years, during which time capital expenditure has averaged 2.4% of revenue. Cash has been returned to shareholders through a long-standing dividend policy. We invested $250 million for the TerraSource acquisition in 2025. This left the company with a net debt to adjusted EBITDA leverage ratio of 2 times, well within our stated range of 1.5 to 2.5 times.
The right-hand column provides a forward look at the capital to be deployed in the 5 years from 2026 to 2030. Assuming a continuation of the current dividend policy, no share buybacks, capital expenditure at 2.5% of revenue, and including the acquisition of CWMF in January 2026, our capital deployed would be $409 million. However, this is just half the story because it would leave the company with a leverage ratio well below 1 times. If we were to operate with a leverage ratio range between 1.5-2.5 times, we have the capacity to deploy a further $400 million-$600 million of capital.
Astec has developed a robust capital deployment decision-making strategy that will result in a positive NPV investment, an optimal capital structure, and excess cash flow returned to shareholders in a value-maximizing way. Clearly, as a growth-oriented company, it's essential that we take a disciplined approach to inorganic growth. To this end, we have developed a comprehensive playbook that defines the businesses that will be of interest, and most importantly, those that will not be a good fit. Our 2 most recent acquisitions of TerraSource and CWMF are great examples of businesses that met all our acquisition criteria. Both transactions were compelling for different reasons, but had the common feature of being EPS accretive in the first full year. The graphic on the left summarizes the critical elements of our acquisition playbook. Delving into these a little deeper.
Recurring aftermarket parts and service revenue is important to increase our mix of higher-margin products and get closer to our peers that are often in the 40%-50% range. Enhancing the overall scale of the business will allow us to unlock synergies in procurement and the back office, as well as leveraging our relatively fixed SG&A cost base. As we grow our digital service offerings, companies that can support our technology and innovation aspirations will be of great interest. Achieving leadership in our chosen markets, which are aligned with the macro trends, will allow us to grow faster than the underlying markets. Being closely tied to our large-scale customers can further enhance our market position in an industry that is consolidating at breakneck speed. Often overlooked, but something that Astec management is very focused on, is how well the two cultures will fit together.
History is littered with examples of acquisitions that look good on paper but failed due to cultural differences. As I said earlier, capital deployment revolves around a decision-making strategy with shareholder value creation at the center. Here are some of the big themes that will drive growth in the construction industry and inform our thinking around acquisition opportunities. The reindustrialization of America, whether this being basic manufacturing or the construction of large-scale data centers, consumes large quantities of aggregates and concrete. The growth in mining, particularly as it relates to rare earth metals, will be another source of incremental revenue. The digital revolution that is upon us will drive automation along with innovative new technologies that put data in the hands of operators in a more meaningful way than ever before.
Companies that incorporate this technology into their equipment will derive new sources of revenue and access to a larger customer base. Lastly, the need to continuously reduce cost and improve efficiency will drive the need for equipment that can be more energy efficient, allow for increased use of recycled materials, and reduce downtime. Astec has the breadth of products and global reach to service all these industry trends, and importantly, has the capital available to do so while prudently managing debt levels. Now back to Jaco for a more in-depth view of the mega trends and why Astec is well-positioned to take advantage of them.
Thank you, Brian. Our core business is within the infrastructure market. It is an attractive market segment that will need investments for decades to come. According to the American Society of Civil Engineers, if the United States wants to improve from a C report card grade to a B, we will need over $9 trillion of investment. As a reminder, the Infrastructure Investment and Jobs Act provided $1.2 trillion of investment, with $379 billion for highways, $65 billion for energy and power, and $69 billion for water and the environment. We expect the next highway bill to be very focused on roads and bridges, and this portion could be as high as $600 billion.
We have a lot of work to do as a country with about 4.1 million miles of roads and 623,000 bridges in poor or mediocre condition. Our customers operate in this space. The need for investment is clear, and it has bipartisan support. Our funding mechanisms need reform, and our company and industry are very involved with regulators to get this done. Astec is well-positioned to respond and take advantage of the funding needed to keep our infrastructure intact. Both Brian and I talked about megatrends earlier that we believe will have a positive effect on Astec. This slide provides more detail on what sits below these megatrends. Movements in the macro environment cannot be controlled by the company, but many of the examples listed here will have a positive effect on Astec. Recent developments around data center growth are a great example.
We know our markets, and our customers use our equipment to take advantage of these megatrends. The release of our Signal Platform positions us well to benefit when our customers shifts towards the use of digital platforms. Our Built to Connect way has been in place and refined over the last two years. We have a strong and clear purpose of Built to Connect. Our vision of building industry-changing solutions that create life-changing opportunities both honors our legacy but also explains what will make us successful in the future, innovation and employees. The three strategic pillars provide the foundation of our purpose and vision, engaged employees, customer focus, and innovative solutions. Our engaged employees will look after our customers, who will then reward us with business to fund innovation. Next, members of our executive leadership team will present on the three strategic pillars.
Aletheia Silcott will start by talking about our team members, and then Michael Norris will talk about being customer-focused and developing innovative solutions.
Thank you, Jaco. Hello, I'm Aletheia Silcott, and I have the pleasure of serving our employees as the HR leader at Astec. I would like to share with you how our people approach directly supports our strategy, sustainable growth, and operational performance. Before I get into the details, though, I'd like to start with our people, the men and women who help us to be the success that we are today. This short video brings to life what it means to be an Astec employee and how being engaged, enabled, and empowered directly supports our strategy and performance.
At Astec, our strategy starts with our people. One of our three strategic pillars is engaged employees, brought to life through our E three strategy, engaged, empowered, and enabled. This isn't a one-time initiative. It's how we build the business. We invest intentionally in our team through ongoing training, leadership development, and clearly defined career journeys. Our global learning platform offers more than 580 courses, giving every employee access to the skills and knowledge they need to grow, adapt, and lead. Engagement is not assumed. It's measured. Through biennial employee surveys, we listen carefully to our people and act on what we learn, continuously improving the employee experience and strengthening retention. We unite our global workforce through common platforms and consistent execution under our Astec operating model, creating alignment, clarity, and shared ways of working.
Through dedicated programs like our WIN program, employees are empowered to improve processes, drive operational excellence, and deliver meaningful cost savings. The result is a skilled, connected, and committed workforce that executes consistently and improves continuously. At Astec, engaged employees aren't just part of our culture. They're how we deliver lasting performance over time.
At Astec, our employees are guided by a clear purpose, Built to Connect. That purpose shows up not just in what we build for our customers, but in how we develop, enable, and engage our workforce. We believe that a high-performance culture with fully engaged employees is a competitive advantage, especially in a complex manufacturing-driven environment. The men and women at Astec are what makes us truly successful. They are the heart of our organization and the craftsmen of our products. When we create a positive employee experience for our team members, they in turn create innovative solutions and go above and beyond for our customers. Let me briefly walk you through how this comes to life and what we've been focused on over the last 3 years. First, living our vision of life-changing opportunities.
In 2025 alone, more than 300 of our team members were promoted or took on new challenges internally. This is not incidental. That's intentional. We focus on clearly defined career journeys and leadership development programs at all levels of the organization that allows us to grow talent from within. Why does this matter to investors? Internal mobility protects institutional knowledge and lowers long-term talent costs. It also creates stronger leaders who understand our products, our customers, and our operating model. Second, establishing a high performance culture. We drive consistency and accountability through our One Astec operating model, supported by a well-defined high performance framework. This creates alignment across all of our functions and geographies and ensures that we execute with quality and discipline even as we scale. Our high performance culture is not just about expectations, it's about clarity.
Our teams know what success looks like, how performance is measured, and how they contribute to our collective results. That clarity translates directly into execution of reliability and improved operating outcomes. Third, operational excellence driven by each and every one of our team members. A great example of this is our WIN program, where employees submit improvement ideas directly from the front lines. To date, over 3,000 projects have been submitted, demonstrating a culture where grassroots ideas are grown and owned locally and benefit the entire organization. At the same time, we are investing heavily in lean capability. We currently have 93 manufacturing certification graduates with 145 additional graduates scheduled for this year. This builds internal problem solving capability and drives continuous improvement in productivity, quality, safety, all critical to margin performance. Finally, training and development and employee incentives.
We offer more than 580 training courses spanning technical skills, leadership development, and compliance. We also conduct a biannual Voice of One Astec employee engagement survey. This survey provides critical insights into the needs of our team members. We strive to be a best place to work, and the voice of the employee is paramount as we curate competitive benefits, wages, and opportunities. We also take pride in recognizing our talented employees who make a lasting impact on our organization. Programs like our Bravo Awards and peer recognition reinforce our winning behaviors and reward employees who deliver results aligned with our strategy. In summary, we foster a culture and a workforce that is empowered to act, enabled with the right tools, and engaged in continuous improvement. For our investors, this means stronger execution, lower operational risk, better scalability, and a culture that supports long term value creation.
Our people strategy is not separate from our business strategy. It's a core driver of it. Now over to our Group President of Materials Solutions, Michael Norris, who's going to touch on our other two strategic pillars.
Thank you, Aletheia. At Astec, everything we do starts and ends with our customers. We are a reliable provider of the world's renowned brands and top tier solutions. That reputation has been earned over decades of listening to what our customers need and delivering their expectations. This slide captures the foundation of how we put customers at the center of our business. First, we develop customer-focused solutions. We offer custom solutions spanning the full rock to road value chain. Our engineering teams work directly alongside customers to develop innovative answers to their most pressing challenges. This is not off-the-shelf equipment. It's the purpose-built technology designed for real-world job site conditions. Second, we focus on overall customer experience. As Jaco van der Merwe mentioned previously, our Astec customer focus principles guide every interaction with our customers.
A great example of the impact, we have enabled our customers to improve their recycled portion of their asphalt content by up to 20%, helping them operate more efficiently and sustainably. Third, customer training and support. We run dedicated customer schools designed to help operators get the maximum value from their tailored solutions. Annually, we train over 2,000 customers. Training is available in the classroom, in the field, and through virtual sessions, meeting our customers wherever they are. This investment in education directly translates into better uptime and productivity for their operations. Fourth, we deliver an enhanced aftermarket experience. We have a global service team supporting all business segments along with inspection services specifically designed to prevent costly downtime. Backing all of this up is over 1 million sq ft of parts on the shelf, ensuring timely delivery so that customers are never waiting on us.
The bottom line is this: our customer first mindset is not just a philosophy, it's embedded in how we design, build, train, and service. It drives loyalty, repeat business, and ultimately long term value for our shareholders. Now we'll turn to a short video that shows what happens when more than 50 years of innovation pushes even further.
At Astec, innovation is one of our 3 strategic pillars, and it's woven into the fabric of our culture. We innovate with purpose to solve our customers' toughest challenges, to modernize a traditionally analog industry, and to consistently build value for our shareholders. Across the construction, infrastructure, and materials markets, digital transformation is accelerating. Astec is not following that change. We're leading it. With extended reality, customers and technicians gain a deeper understanding of our equipment, improving training, accelerating service, and reducing downtime through immersive hands-on experiences. MyAstec simplifies the customer experience entirely. In just 3 clicks, customers can find the exact part they need, reducing friction, saving time, and keeping operations running. Safety and efficiency come together with Astec Silobot, which inspects the insides of silos without putting people at risk, delivering critical insights faster and more effectively.
Our Signal telematics platform unifies data across all business units, giving customers real-time visibility into performance, health, and productivity anywhere, anytime. Innovations like our moisture detection system help customers maintain optimal material conditions, improving quality, consistency, and importantly, reducing costs. Through disciplined new product development, we continue to launch solutions that meet evolving industry demands. This innovation strategy drives higher customer retention, expands aftermarket and digital revenue potential, improves operational efficiency, and positions Astec for sustainable long-term growth. Innovation isn't just how we operate, it's how Astec grows.
Our customers told us something loud and clear. We don't just need machines, we need smarter machines. That's exactly what we build. Take our Signal Connectivity Suite. Imagine running a job site with real-time visibility into performance, health, and productivity, all unified across your entire rock to road fleet through one asset management dashboard. That's not a future promise, that's today. Think about parts and service. We built the MyAstec portal so your team can find the exact part they need in just 3 clicks. No catalogs, no hold times, 3 clicks and you're ordering. At CONEXPO-CON/AGG 2026, we launched or upgraded over 25 new products, each one backed by our disciplined phase-gate new product development process that ensures everything we release is ready for the real world, not just the showroom. Now here's where it gets exciting.
Our advanced technology group is developing AI-powered simulations that are transforming the industry as we know it. Silobot uses artificial intelligence for more efficient inspection, assessment, and reporting. DropZone uses AI detection for safe truck loading, and we're using extended reality as both a sales and a service tool, which will allow our customers to walk through an entire asphalt plant or a crushing plant virtually before it's even built. This is what Built to Connect really means. It's not just connecting rock to road, it's connecting data, people, and the future of the industry to the technology that will define it. Innovation isn't a department at Astec, it's who we are.
Thank you, Aletheia Silcott and Michael Norris. To add what Michael Norris just talked about, our focus on innovation and developing sustainable solutions provides several benefits for our customers, including operating within federal and state legal environments and obtaining permits for new facilities, driving cost reductions through energy and operational efficiency. Customers depend on us to keep doing product development and to ensure they can operate in a changing environment. This is an area where we effectively combine product and digital innovation to make the complete system more efficient. Astec is uniquely positioned in the rock to road space to deliver for our customers. Earlier in the presentation, Brian J. Harris outlined the key performance metrics that we will hold ourselves accountable for and which we believe are of great interest to investors.
However, we know that investors have a choice, and when they choose to invest in Astec, they do so knowing that our performance compares favorably with the peer group and best-in-class companies. Our recent share price performance and the total shareholder returns compare very well with our peer group, which demonstrates that a turnaround has begun at Astec, giving us the confidence to deliver even greater shareholder value in the future. Our 2030 targets also compare favorably with both peers and best-in-class companies, providing a compelling basis for investment in Astec. During full year 2025, we delivered 10% EBITDA for the first time since we started reporting adjusted EBITDA in 2016. We are committed to delivering our 2030 targets as we elevate Astec to new levels.
14%-17% adjusted EBITDA, 13%-15% ROIC, and 25%+ operating cash flow growth are achievable targets. Our focus on growing our parts and service business, introducing new products, and continuing our operational excellence journey are anchored by a strong balance sheet. Executing our plans will position us well to deliver the 2030 targets. To reinforce the investment thesis in Astec, I'd like to remind you of the growth drivers and industry tailwinds. We have a large number of new products launching over the next 12-18 months, which target specific segments of the market. Our growing parts and service business will expand margins. Public funding is stable and growing, and the public end markets are non-cyclical.
The industry mega trends promise multiple years of growth in the demand for construction materials, and our positive cash flow and strong balance sheet provide excellent options for capital allocation. The flywheel multiplier effect of these growth drivers with the Astec Built to Connect way will supercharge the impact on shareholder value creation, reinforcing the case to invest in Astec. Thank you for spending your morning with us today. We really appreciate your time and interest in Astec. Putting investor money to work successfully is a big responsibility. The Astec leadership team shares in that responsibility as we are all shareholders. We know what we need to do to deliver our long-term results. We know what good looks like. We are dedicated to strengthen our parts and service business, continuous improvement, and bringing our industry-changing solutions to the market.
Over the last three years, we delivered 74% of total shareholder returns. We focused on creating consistency. Now we are shifting our focus to further improve profitability and to accelerate our growth. Thank you. I will now turn the presentation back over to Steve.
At this time, our management team is available to take questions. As a reminder, questions can be submitted in the chat box on the webcast page, and we will get to as many of those as we can. During the Q&A session, I will be off-camera receiving questions that you have submitted on the Investor Day website. I will direct your questions as appropriate. Before we get started, I wanna ask Jaco to introduce a key recent addition to the Astec team. Jaco.
Yeah. Thank you, Steve. I want to welcome Chad Hartley this morning. Chad is our new Group President for the Infrastructure Solutions Group. Chad, you joined us on Monday, so I assume everything is already figured out by now.
Absolutely.
You know, we're very fortunate. Chad brings many years of experience in sales, manufacturing, running global operations to our team. Chad, you know, why Astec? I mean, what piqued your interest in the business and what is the opportunities that you see right now?
Yeah. You know, thanks, Jaco, and great to be here with Astec. You know, when you take a look at this business, extremely strong foundation. A lot of good things going on within the business, driving more consistency in the results. You know, truly, it's at this inflection point that you talk about on the journey. I think it's just an absolutely great time to be a part of the company. What I see is great people within the organization and truly from the shop floor all the way up through leadership. The passion, the engagement that I've seen has been really, really good. I think right now it's just really about time to accelerate.
Yeah.
Right? The consistency that is starting to happen, so that's great. Couple other things I would just say, the innovation, the digital piece of things, you know, that ecosystem and how this business has a portfolio to really drive a broader industry solution, is great. You know, all in all, I just think it's a great time to be a part of this company and just, I see the passion and I see the opportunity within Astec.
Yeah, absolutely. We definitely welcome you to the team and look forward to see what you're gonna bring to the table for us.
Yes. Thank you.
Welcome.
Thank you, Chad. Now for our question and answer session. Our first question goes to Jaco. Can you elaborate on the most important drivers for margin growth over the next five years?
As part of our presentation today, we talk about, you know, growing our EBITDA margin from 14% to 17%. We know that is a really aggressive target. There's 3 significant focus areas for us. Number 1 is growing our parts and service business. It gives us a huge opportunity to connect with our customers on a daily basis and to make sure our customers' equipment are running, you know, as they want them to run. Secondly, we see a big opportunity still in improving our own internal operations, manufacturing, sales and operations planning, improving quality, you know, the state of our inventory. There's so many opportunities from an operational excellence point of view.
You know, lastly, we're very excited about our new product development pipeline. You know, just recently at CONEXPO-CON/AGG, we launched over 25 new or significantly upgraded equipment. That pipeline is healthy. Between those 3 focus areas, we feel, you know, margin can be driven into those range that we quoted. We also see some efficiencies from an SG&A point of view. You know, right now we know that we have some room for improvement compared to our peer companies.
All right. Thank you, Jaco. Next question I'll direct to Brian. Brian, how much of your anticipated revenue and margin growth will be organic versus inorganic?
Yeah. The vast majority of the revenue growth that we have in the next five years is organic, and for the reasons that Jaco just mentioned. There are a couple of other areas. One, of course, is the inorganic growth that we've got from CWMF. The first year we closed that deal on January first, 2026, so we have a full year in year one of that five-year plan. Also we have the second six months of the TSG acquisition, which we closed in July of last year. Both of those would be incremental. Everything else that we have in the plan for the next five years is organic growth.
Thank you, Brian. Next question I'll direct to Michael Norris, Group President of our Materials Solutions Segment. The Materials Solutions Segment went through a down cycle but has shown recent improvement. How do you see the cycle playing out over the next five years?
Yeah. Thanks for the question, Steve. Materials Solutions is definitely on the upswing. If we take a look at the cycle a little bit and think about the last two years, it was really impacted by high interest rates. How that impacted our business was that our, you know, big producers that use our equipment, they limited their investment in capital. The high interest expense really impacted our channel partners' ability to reinvest in their inventory. We had high inventory levels. I think that was across our own peer group. I think if you think about it now, that's changed. Our customers, they're used to working in this high interest rate environment today, and we have increased demand from infrastructure spending.
Data centers are driving a lot of interest in our business today. We also have TerraSource that joined us, that gives us a lot of new markets that we can go into. I think if you think about energy, if you think about fertilizers, special minerals like lithium and those types of things, and those markets, they have a different cycle than what the traditional aggregate market has. I think we have opportunity and durability in that cycle. I would say that, you know, TerraSource brings thousands of assets for us to harvest the aftermarket as well, and that just gets us closer to our 40%-50% target of aftermarket revenue. I think we're in a good place.
Our portfolio is strong, and I think we're at the right time in the cycle to be able to grow this business over the next several years.
All right. Thank you, Michael.
You're welcome.
For Chad, can you tell us about your operational, commercial, and manufacturing experience and how they relate to Astec?
Yeah, absolutely, Steve. You know, I think the experience I've got centers around a lot of the themes that Astec's really on, right? Disciplined execution, building strong teams, you know, thinking about, you know, the innovation pipelines, everything. That's all been things that have been experiences in my career. Transformation is another thing. Again, this inflection point that we talk about, been through a lot of journeys of transforming parts of the business, bringing different parts of the business together and, you know, I think there's a lot of that opportunity here within Astec. You know, from a customer focus perspective, really bringing innovation, industry solutions, digital, all those things together. As you have an acquisitive company, there's just broader aspects that you can bring customer solutions to.
I think those are all things that I have a lot of passion for and have a lot of background in. I just feel like, you know, the fit of these things that, you know, with everything that's been talked about today and a lot of the experiences I've had, you know, sticking to disciplined execution, building strong teams, all those things really come together.
Thank you, Chad. I'll direct this next question to Jaco. With Signal, how much of the rollout is from retrofitting installed Astec equipment versus a possible accelerator in equipment replacement demand?
That's, Stephen, that's a really good question. You know, Signal is obviously a platform that consists of various pieces and, you know, included in there is controls, obviously in the future, telematics, management capabilities. Today, you know, every piece of equipment that goes out is Signal ready. There is a significant opportunity for us to go and retrofit and that cycle has already started. We are very fortunate that various of the big players in the market have chosen, you know, our solution as their platform for the future. You know, we think this business can grow significantly over the long term. It's gonna be a mix between new installations, but also retrofits.
All right. As a follow-up and related question, Jaco, can you discuss how you plan to monetize the new Signal digital platform and how the digital mega trend plays into your 2030 targets?
Yeah. Obviously, Signal and monetizing a product like Signal is something new for Astec. Our teams, our product management teams have done a lot of work around that and we see various channels on how to monetize this. You know, first of all, obviously sell the technology as part of the new product that we sell. You know, selling controls for plant upgrades or retrofits. Long term, I think there's a, there's an element of license fees as you go, and it becomes more a way for the customer to run their business versus just a product. Now I will say, you know, Signal obviously is a product.
We wanna monetize that, but long term, our goal is to use Signal to drive smart services and with that then sell more parts to our customers. You know, I can see a future where we use Signal to provide services to our customers, to provide spare parts with, for them, without even them interacting in the process. They will trust us to make sure they keep their machines running and their equipment running in the most efficient way.
Thank you, Jaco. Brian, I'll direct the next question to you. How much revenue can you support with the existing level of SG&A, and will SG&A need to grow as you expand internationally?
To look today, our SG&A percentage of revenue is about 19%. We know that's high relative to our industry peers and higher than where we would like it to be. We've talked about having this leveraged P&L account. The G&A portion of that corporate back office expenses and the infrastructure that we need to support being a public company is relatively fixed. As our top line grows, we'd expect that percentage to come down. Obviously, as we grow our sales organically, we may need to flex our sales teams and our sales expenses appropriately. The SG&A will not grow at the same kind of pace that we see our top line growing at.
We will bring that percentage down, and ultimately, that will improve our EBITDA margins as well as we go over the next 5 years here.
Thank you, Brian. Jaco, I'll direct the next one to you. Can you talk about the role of acquisitions in getting to the 40%-50% part mix goal?
Yeah. You know, acquisitions play an important role in our strategic roadmap. You know, I think the recent acquisition of TerraSource is a great example where we found a business that has a very high parts and service mix in that product. Obviously that will help us. You know, that will probably over the next year as it gains momentum, you know, help us to add another 2, 3 percentage points to our mix. Today, we are at 34%. You know, Brian also presented earlier today our strategic filters around acquisitions, and you can clearly see aftermarket is a key consideration when we do acquisitions.
I will say, we've also noticed through our scouting of the market of acquisition opportunities that, you know, a lot of companies that is available have not focused that much on parts and service business. That just means that there is a great opportunity for us that if we do buy a business, that we can use the way we think about equipment and servicing our customers, that we can grow that mix within an acquired business. Absolutely part of our focus. We are constantly looking for that pure play parts players. If we have to buy, you know, a company with a lower percentage and we see the opportunity, we will definitely take advantage of that.
Yeah. Jaco, I might add to that just a little bit. If I think about our, you know, our own population and the assets that we have in place, I think we have a lot of opportunity to capture more of our own share as well. There's an inorganic path to get there. I think organically, we have a good path to get there as well.
Yeah. All right, Michael, I'll direct excuse me, I'll direct the next question to you. On the mining and rare earth minerals opportunity.
Can you talk about how you're seeing the demand in the recent 1 to 2 years and where you see the opportunity going?
Yeah. I would say, it's a great question. I think today, I think about just North America, when we talk about the rare earth minerals, and you think about the Department of Defense and the investment that they're making in rare earth minerals here. I mean, that Mountain Pass project we're in on that, our dealer and channel network is in on those projects. You know, that's gonna get to be more and more of a higher demand for us. You know, we're well-positioned with our product portfolio and the products that we have to be able to capitalize on that. It's an important part of the future for us. I mean, we're seeing that demand.
Yeah. If I can add a little bit there. You know, we talked about different mega trends that is of interest to us and mining is a space that is definitely an opportunity for us. You know, in certain markets around the world, you know, South Africa, Brazil, where we have factories that is predominantly focused on mining.
Here in North America, you know, we are playing, you know, way on the outside of mining. Great opportunity for us. Obviously with rare earth minerals, great opportunity now that we have the TerraSource product portfolio and getting into soft rock mining. That space is something that's very interesting to us.
All right. Brian, I'll send the next one to you. On the greater than 6% organic revenue CAGR target, how much of that growth is expected to come from Infrastructure Solutions versus Materials Solutions?
Yeah. The mix is probably pretty even right now. We've got a lot of activity on the MS side. You've seen our backlog has grown substantially over the last two or three quarters. We do expect that to be a good source of the growth. Probably over the five years, it'll be pretty well-balanced. Maybe a little more acceleration in MS in the near term. Over the five-year horizon that we've been looking at, I think pretty well-balanced between both IS and MS.
Maybe, Michael, you can add a little bit of color around the new products that we launched at CONEXPO-CON/AGG, and what does that pipeline look like for MS here over the next 12 months?
I would just, Thanks, Jaco. Just to add to that, I mean, I think if I look at our innovation pipeline that we have on the MS side, I mean, over the next 18 months, we're gonna have over a dozen new products that are gonna hit the market. You know, those are focused on domestic market, North America, that's our big market, but also on the international side. You can imagine on our mobile equipment, we primarily manufacture in North America for North America historically, and the weights and dimensions and over-the-road access and those types of things are different globally. A lot of our innovation pipeline gives us opportunities to expand our North American business, but also grow internationally as well. A lot of good stuff coming.
All right. Jaco, if you could address this, can you talk about how your concrete segment fits into the long-term framework of Astec? What are you trying to achieve in this business from a parts and service standpoint? From a high level, can you compare and contrast the margin profile of concrete versus asphalt?
Absolutely. You know, we bought RexCon in 2017 and, you know, I've had the great fortunes to watch this concrete portfolio grow. I will say it gives Astec great diversification. If you look at our customers today, they do crushing and screening, they do asphalt production, they do concrete production, obviously lay down. It really fits well with that rock to road portfolio that we, that we're building. You know, from a margin, profile point of view, you know, I will say it's comparable with asphalt. Typically on a, on a concrete plant, the mix of parts is a lot lower compared to what you see on an asphalt plant, just because of the complexity in asphalt production.
You know, overall it's, it still has a really nice margin profile and, you know, we are really starting now the new product development in that space. You know, over the next couple of years, we're very excited about how we will bring change to that market and obviously, you know, have a solution for our Signal Platform that connects to the concrete side as well.
All right. Thank you, Jaco. Michael, I'll direct the next one to you. Can you talk about the opportunity to develop system sales?
Is the installed base a source of advantage? Can you leverage existing brands? How do you develop dealer support for MS systems? How should we think about the benefit?
Yeah, that's a great question, Steve. I think, maybe first I'll define what a system is, maybe for some of the listeners who don't understand that. On the MS side of the business, we have two mainly tracks of portfolio that we offer. One is we call a system, which is a complete fixed plant installation. You can imagine this, the larger producers are doing a lot of tons per hour. That's what that system business is. We're trying to grow that business because it's a larger system. Obviously, it's a bigger order, but it's also a bigger consumer of parts when we talk about trying how we're gonna grow our parts business. The other path that we have is around the mobile track stuff. That typically goes through a dealer channel.
If we think about the mix of those, the system business is better for parts, better for aggregate production on big volumes. The mobile stuff is more for the contractor market. It's more a little bit smaller. Parts consumption is not quite as high as it is on the other units. The systems business is a big portion of us or a big an important part of what we do, and it's also one of the largest profitability opportunities that we have.
Michael, maybe, you know, maybe to add to that, I will say since Michael is in his role, we for a while there, Astec lost its focus on the system business. I will say we've done a great job bringing that back to life. Michael, maybe just talk about the pipeline a little bit.
Yeah. I would say, I mean, you know, our pipeline and project opportunities is in the hundreds at the moment. You know, when we talked earlier about the high interest rates kind of pausing that capital investment by the large producers, well, that's all coming online today. We've seen that pick up significantly in the latter half of Q4 and Q1's been strong, and it continues into Q2 as well. I mean, the pipeline is really growing there.
Typically, when you have a system like that, I mean, that will be in place for 15, 20 plus years.
Exactly.
It just produce spare parts.
Yeah
you know, every day of the week.
That's a great point. I mean, for us, we try not to lose any deals when it comes to the systems projects that we have. If you're out, you could be out for 10 years or more, and you lose that annuity for the parts business along with that. We've really focused on that. For us, it's a competitive advantage. I mean, our engineering teams, how we ETO, we can do that with some of the digital tools that we have today. We can do the augmented reality, lay out your plant in your quarry, you know, before you even, you know, place the PO. We can walk you through what that would look like to help you identify traffic patterns and where you wanna stockpile and just kinda get your logistics and your quarry in place.
We have a lot of tools to kind of help promote that, and it's a big focus for us at the moment.
All right. Thank you. Brian, I'll direct the next question to you. Do you include any larger CapEx investments in your 2.5% of revenue target, or is this primarily maintenance CapEx? Is it reasonable to think you can reach 100% cash conversion within your target period?
We haven't really included any major significant capital expenditure projects in the 2.5%. That's pretty much the run rate. We've been at 2.4% for the past three years. We've included 2.5 in the model that we've got going forward for the next five years. A lot of that is maintenance and replacement. We are investing in the manufacturing facilities to upgrade them, improve our efficiencies, reduce costs. The 2.5% is really the major part of that.
We have a few parts related questions, so I'll summarize those. Does reaching 40%-50% of revenue from parts and service by 2030 require additional M&A, or do you have a current plan to attain that mark organically? What efforts are underway?
Yeah. Getting to that target obviously is going to take both acquisitions and growing organically. You know, I mentioned earlier, TerraSource was a great opportunity for us to buy a very strong parts and service business. Even with that mix, we think there's a lot more to go after. Michael talked about the thousands of installations that they have, getting to touch every one of those is something that we're busy putting the resources in place. You know, there is not that many pure play parts businesses that makes 100% sense. There is quite a few, and we are exploring those. From a organic point of view, we see obviously significant opportunity both in the local market, internationally.
We're very excited about how we're going to use our Signal Platform to help us to enable that. You know, I think if we do that well, our customers will see the benefit with improved runtime or uptimes in their operations. You know, that will just generate then a new cycle of capital spend with us.
All right. Thank you. Another question related to parts. Do you have sufficient infrastructure in place to achieve the 40% parts mix targets, or will that require additional investment?
Yeah, I will say in general, we have. you know, we have great capability in shipping and receiving. We have the warehouse capacity. you know, obviously, if you look at parts, there's a mix between procured parts that we buy and sell, and then there's manufactured parts. In certain of our facilities, we will need investment in capacity. Michael, maybe you can say something about that just in image from a machining point of view.
Yeah.
You know, what you've seen and what your team is working on.
I'll maybe go back to the previous question that asked really about what we're doing today. Today, right now, there's people out there that are going and calling on these customers where our assets are located and doing machine audits and things like that to go and try to drive that business today. We have those, you know, asset population mapped out. We know where they are. We have people in place going out to call on those things. That's what we're doing today. If we think about our capacity to fulfill parts, I mean, fill rate for us is one of the major focuses.
We look at that on a monthly basis for all of our sites and all of our product portfolios to make sure that we have the parts on the shelf and available at the time the customer needs it. We find if you do that, you win a lot. We're really focused on that.
Yeah. I will also note that, you know, in most product lines, from a market share point of view, we have an opportunity to grow our share, as you know, in general, it's lower than what we see in some of our capital equipment product lines. Big opportunity, and opportunity with existing customers running our equipment. You know, the last thing on parts is it takes time to develop that. It's not something that you're just gonna get a big order and all of a sudden you jump to 40%. It is something that you have to work on a daily basis.
you know, a tool like MyAstec that we have now rolled out on our asphalt plants, soon it will be on our concrete plants, are all ways that we wanna make it easy for our customers to do business with us. If we do that, we feel comfortable that we can grow that to 40%-50%.
All right. Thank you, Jaco van der Merwe. Next one I'll direct to Brian. How do you envision deploying capital towards acquisitions going forward? Larger deals, smaller bolt-on acquisitions, other?
Yeah, look, I think it's gonna be a combination of the above. We've talked in the presentation there about having, you know, $400 million to $600 million of capital available to allocate towards acquisitions if we maintain our leverage in that 1.5 to 2.5 times range. We have a very active business development process within the company, and we have a pretty active pipeline of potential targets. We're constantly looking at them. We've talked about the filters and the discipline that we have. It's a little hard to predict exactly when those deals will land, how big they'll be. There could be some smaller bolt-on, tuck-in deals along the way that fit nicely with the existing portfolio that we have, and there could be larger transformational ones.
We're very disciplined about the approach that we take to our acquisition. It'll just take time for those to land. We're gonna stay well within our leverage boundaries, and we'll acquire what we can and what's the best fit for the company going forward.
All right. Thank you, Brian. I'll stick with you, Brian, on this one. How are you thinking about the level and timing and investment necessary to achieve your international growth goals?
Again, the growth goals are both domestic and international. We have a very good international footprint. It represents about 20% of our revenue today. We operate in some very attractive end markets. We'd like to grow in internationally. It really depends on the art of the possible when it comes to acquisitions. We get inbound inquiries all the time with businesses that are for sale, we look hard at those. It's about managing risk, about being in the right, in the right markets where we see the growth potential. I wouldn't say there was a specific mix between international and growth. The 80/20 domestic international is quite a good mix just now.
That may not change significantly over time, but we will be looking at international targets.
Own around the world, you know, sometimes much bigger than what we are. You know, our opportunity to grow market share is significant internationally. You know, players, international players like our product. If we can take our existing product and make it close to the customers, I think there's a significant opportunity for us. We excited about that. I think the really good thing is we have a lot of international experience. If I just look at all four of us, we've all lived in different countries, and worked in different countries, so you know, lots of international experience within our leadership team.
All right, great. We have time for just a couple more questions. I'll direct the next one to Michael. In Materials Solutions segment, where do you foresee your growth coming from geographically?
We're just kinda as we discussed a little bit earlier, I think the North American market for us is still our primary market, and it's the most stable market for us. We have good foundations already set up in Latin America, and we're seeing good growth opportunities there. Brazil for us has been a growth area for us over the last few years. Asia, I think with TerraSource, with the energy and the potash and the fertilizer and those types of markets are gonna be a growth area for us in the Middle East. You know, I think we have a lot of opportunity. Going back to this innovation, you know, you imagine our products today were for North America, so our new products that were coming out are gonna give us more of an international appeal.
We're excited about what the future looks like there. Like I said, all those are coming online over the next 18 months or so. We're excited about what our growth opportunities are internationally.
Okay, great. Thank you. Jaco, maybe address this one, please. If you were able to build out the parts enterprise, are you able to leverage the investment by expanding the offering beyond Astec parts and carrying margin attractive non-Astec parts?
Yeah, absolutely. You know, if you look at our customer base today, a lot of our customers, especially right now, are growing through industry consolidation. A lot of acquisitions made by our customers. That means that they have a mixed fleet of equipment. Customers want to deal with us and, you know, if we provide them better service on Astec equipment with our support, they're looking to us for support on competitive parts as well. You know, in some of our business areas, we're already doing really well with that. You know, just here recently, both Michael and on in our Infrastructure Solutions side, we've launched dedicated platforms that are specifically focused on competitive parts. We see a significant opportunity there.
And, you know, to be quite frank, I think we're doing a really good job with supporting our customers. We have great fill rate today. If a customer needs something, you know, we probably have it. If we can create that same type of availability from a competitive point of view, we feel that we can attract quite a bit of business there.
All right. Thank you, Jaco. Then this question ties, parts and digital together, but can you talk about the customer acceptance rates on MyAstec, and is this accelerating? For new users of MyAstec, what kind of acceleration in your parts, are you seeing? What are you seeing once those customers are fully on board?
Yeah, I remember correctly, we probably now have 400 assets, 400 asphalt plants on MyAstec. It's growing, you know, on a daily basis. We have a team now that just go from customer to customer. We create a digital twin of what the customer have, so that we, you know, we know exactly what that customer wants when they, when they order parts from us. You know, anything technology-related, there's a variance in adoption. You know, typically the younger employees, we see a lot of that in our industry now, they adapt to this technology really quickly. Somebody who's run an asphalt plant that's used to picking up the phone and say, "Send me that thing," everybody knows what that thing is, they wanna do that.
We're catering for both. But we know long term, it's gonna be a great opportunity for us. Obviously that's a platform that we now started to take to concrete and it's gonna be on the Materials Solutions side as well in the future. Great opportunity for us.
I might just add a little bit to that, Jaco, if you don't mind, on the, on the Signal Platform you talked about and the telematics piece there. I mean, really all of this ease of tools that we're trying to put together is really to try to reduce friction. If we can be easy and have a good fill rate, we feel pretty confident that we can win in that, in that market segment. Telematics and Signal is gonna be a good adder for us for sure.
All right. Jaco, as we wrap up, is there a final message you'd like to leave with us?
Yeah, absolutely, Stephen C. Anderson. You know, first of all, I want to thank everybody for joining us today. I trust that you've learned a lot about Astec today. You know, I trust that you see how excited we are about the future of Astec. I think if you look at our long-term targets, you know, taking this business to a 14% or 17% EBITDA business, it's elevating it to a place that we've never been before. I think we as a team, you know, we really like the product portfolio that we have. We like the market that we play in. You know, I think we have a very clear path to get to our 2030 targets. I want to remind you of those.
You know, obviously growing our parts and service business, you know, driving operational excellence and then bringing new products to the market that gives our customers the opportunities to stay competitive. You know, I got away from CONEXPO-CON/AGG this year so energized because it was so clear that we are leading the way around that. You know, the next thing is we are very fortunate that we have a strong balance sheet. You know, Brian talked about the financial capacity that we have to take advantage of inorganic opportunities. You know, we have a strong process, we have a strong team around that.
I think, over the next few years, we're going to put that money to work in a good way. Lastly, we've proven that we can execute. The last three years, we've grown and improved our shareholder returns to 74% over the last three years. This team have demonstrated through our Built to Connect way that if we execute, the results will come. From my side, where I'm sitting today, I hope you guys agree, this journey has just started. Today, we're not only announcing these targets to the market, we're making a commitment.
We're making a commitment with our 4,500 employees, that we're gonna take this business and really put it in a place where it deserves to be. Thank you very much. We appreciate your time.
Thank you.
Thank you, Jaco. Thank you all for joining us today. As we've mentioned previously, our Investor Day materials can be found in the investor relations section of the Astec Industries website at www.astecindustries.com. Have a great day. We're adjourned