REPORTABLE SEGMENTS AND RELATED INFORMATION |
REPORTABLE SEGMENTS AND RELATED INFORMATION The Company’s business is comprised of two reportable segments, which are further described below. These segments are strategic business groups, which are managed separately as each represents a specific grouping of related automotive components and systems. •Fuel Systems. This segment provides advanced fuel injection systems, fuel delivery modules, canisters, sensors, electronic control modules and associated software. Our highly engineered fuel injection systems portfolio includes pumps, injectors, fuel rail assemblies, engine control modules, and complete systems, including software and calibration services, that reduce emissions and improve fuel economy for traditional and hybrid applications. •Aftermarket. Through this segment, the Company sells products to independent aftermarket customers and OES customers. Its product portfolio includes a wide range of products as well as maintenance, test equipment and vehicle diagnostics solutions. The Aftermarket segment also includes sales of starters and alternators to OEMs. Segment Adjusted Operating Income (AOI) is the measure of segment income or loss used by the Company. Segment AOI is comprised of segment operating income adjusted for restructuring, transaction-related costs, impairment charges and other items not reflective of ongoing operating income or loss, and acquisition-related intangibles amortization expense because it pertains to non-cash expenses that the Company does not use to evaluate core operating performance. Management believes Segment AOI is most reflective of the operational profitability or loss of its reportable segments. Segment AOI excludes certain corporate costs, which primarily represent corporate expenses not directly attributable to the individual segments. The Company’s chief operating decision maker (CODM) is the chief executive officer. The CODM uses Segment AOI for the financial planning and review process. The CODM considers actual-to-forecast and actual-to-actual variances on a quarterly basis for Segment AOI when making decisions about the allocation of operating and capital resources to each segment. The CODM also uses Segment AOI for evaluating pricing strategy and to assess the performance of each segment by comparing the results of each segment with one another and in determining the compensation of certain employees. The following tables show segment revenues and significant expenses for the Company’s reportable segments:
| | | | | | | | | | | | | | | | | | | | | | | | | Three Months Ended June 30, 2025 | | Fuel Systems | | Aftermarket | | Inter-segment Eliminations | | Consolidated | (in millions) | | | | Net sales to external customers | $ | 537 | | | $ | 353 | | | $ | — | | | $ | 890 | | Inter-segment eliminations | $ | 55 | | | $ | — | | | $ | (55) | | | $ | — | | Net Sales | $ | 592 | | | $ | 353 | | | $ | (55) | | | $ | 890 | | Less: | | | | | | | | Cost of sales | 487 | | | 261 | | | | | | | | | | | | | | Selling, general and administrative expenses (excluding Net R&D costs shown separately below)1 | 17 | | | 32 | | | | | | Net R&D costs | 27 | | | 3 | | | | | | Other segment items2 | (1) | | | — | | | | | | Segment AOI | $ | 62 | | | $ | 57 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | Three Months Ended June 30, 2024 | | Fuel Systems | | Aftermarket | | Inter-segment Eliminations | | Consolidated | (in millions) | | | | Net sales to external customers | $ | 518 | | | $ | 350 | | | $ | — | | | $ | 868 | | Inter-segment eliminations | $ | 69 | | | $ | 5 | | | $ | (74) | | | $ | — | | Net Sales | $ | 587 | | | $ | 355 | | | $ | (74) | | | $ | 868 | | Less: | | | | | | | | Cost of sales | 489 | | | 264 | | | | | | | | | | | | | | Selling, general and administrative expenses (excluding Net R&D costs shown separately below)1 | 18 | | | 35 | | | | | | Net R&D costs | 28 | | | 2 | | | | | | Other segment items2 | — | | | 1 | | | | | | Segment AOI | $ | 52 | | | $ | 53 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | Six Months Ended June 30, 2025 | | Fuel Systems | | Aftermarket | | Inter-segment Eliminations | | Consolidated | (in millions) | | | | Net sales to external customers | $ | 1,010 | | | $ | 676 | | | $ | — | | | $ | 1,686 | | Inter-segment eliminations | $ | 110 | | | $ | — | | | $ | (110) | | | $ | — | | Net Sales | $ | 1,120 | | | $ | 676 | | | $ | (110) | | | $ | 1,686 | | Less: | | | | | | | | Cost of sales | 931 | | | 496 | | | | | | | | | | | | | | Selling, general and administrative expenses (excluding Net R&D costs shown separately below)1 | 32 | | | 63 | | | | | | Net R&D costs | 52 | | | 6 | | | | | | Other segment items2 | (2) | | | 2 | | | | | | Segment AOI | $ | 107 | | | $ | 109 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | Six Months Ended June 30, 2024 | | Fuel Systems | | Aftermarket | | Inter-segment Eliminations | | Consolidated | (in millions) | | | | Net sales to external customers | $ | 1,045 | | | $ | 686 | | | | | $ | 1,731 | | Inter-segment eliminations | $ | 118 | | | $ | 7 | | | $ | (125) | | | $ | — | | Net Sales | $ | 1,163 | | | $ | 693 | | | $ | (125) | | | $ | 1,731 | | Less: | | | | | | | | Cost of sales | 971 | | | 504 | | | | | | | | | | | | | | Selling, general and administrative expenses (excluding Net R&D costs shown separately below)1 | 34 | | | 69 | | | | | | Net R&D costs | 52 | | | 5 | | | | | | Other segment items2 | (1) | | | 2 | | | | | | Segment AOI | $ | 107 | | | $ | 113 | | | | | | ____________ | | | 1 Excludes acquisition-related intangible amortization.
2 Other segment items include inter-segment fees and other income. | |
The following table shows a reconciliation of Segment AOI to Earnings before income taxes for the Company’s reportable segments: | | | | | | | | | | | | | | | | | | | | | | | | | Three Months Ended June 30, | | Six Months Ended June 30, | (in millions) | 2025 | | 2024 | | 2025 | | 2024 | Fuel Systems | $ | 62 | | | $ | 52 | | | $ | 107 | | | $ | 107 | | Aftermarket | 57 | | | 53 | | | 109 | | | 113 | | Segment AOI | 119 | | | 105 | | | 216 | | | 220 | | | | | | | | | | Corporate, including stock-based compensation | 25 | | | 21 | | | 49 | | | 39 | | Amortization of acquisition-related intangibles | 7 | | | 7 | | | 14 | | | 14 | | Transaction-related (benefits) costs | (4) | | | 3 | | | (5) | | | 20 | | | | | | | | | | Restructuring expense | 2 | | | 3 | | | 7 | | | 5 | | | | | | | | | | | | | | | | | | Equity in affiliates’ earnings, net of tax | (4) | | | (2) | | | (8) | | | (5) | | Interest income | (4) | | | (4) | | | (8) | | | (8) | | Interest expense | 21 | | | 39 | | | 40 | | | 61 | | Other postretirement expense, net | 1 | | | 1 | | | 2 | | | 1 | | Earnings before income taxes | $ | 75 | | | $ | 37 | | | $ | 125 | | | $ | 93 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Segment Information Segment information as of June 30, 2025 and December 31, 2024 and for the three and six months ended June 30, 2025 and 2024 is presented in the tables below: | | | | | | | | | | | | Assets | | | | (in millions) | June 30, 2025 | | December 31, 2024 | Fuel Systems | $ | 2,060 | | | $ | 1,902 | | Aftermarket | 1,421 | | | 1,332 | | | | | | Total | 3,481 | | | 3,234 | | Corporate1 | 413 | | | 534 | | Consolidated | $ | 3,894 | | | $ | 3,768 | | _______________ | | | 1 Corporate assets include cash and cash equivalents, investments and long-term receivables, and deferred income taxes. |
| | | | | | | | | | | | | | | | | | | | | | | | Depreciation and amortization | Three Months Ended June 30, | | Six Months Ended June 30, | (in millions) | 2025 | | 2024 | | 2025 | | 2024 | Fuel Systems | $ | 32 | | | $ | 34 | | | $ | 62 | | | $ | 68 | | Aftermarket | 7 | | | 6 | | | 13 | | | 12 | | | | | | | | | | Total | 39 | | | 40 | | | 75 | | | 80 | | Corporate | — | | | — | | | 1 | | | 1 | | Consolidated | $ | 39 | | | $ | 40 | | | $ | 76 | | | $ | 81 | |
| | | | | | | | | | | | Long-lived asset expenditures1 | Six Months Ended June 30, | (in millions) | 2025 | | 2024 | Fuel Systems | $ | 62 | | | $ | 52 | | Aftermarket | 5 | | | 6 | | | | | | Total | 67 | | | 58 | | Corporate | 2 | | | 2 | | Consolidated | $ | 69 | | | $ | 60 | | _______________ | | | 1 Long-lived asset expenditures include capital expenditures and tooling outlays. |
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