GOODYEAR TIRE & RUBBER CO /OH/GT
GOODYEAR TIRE & RUBBER CO /OH/ Segments Disclosure
Business Segments
Segment information reflects our strategic business units (“SBUs”), which are organized to meet customer requirements and global competition. For the year ended December 31, 2025, we operated our business through operating segments representing our regional tire businesses: Americas; Europe, Middle East and Africa; and Asia Pacific. Segment information is reported on the basis used for reporting to our Chief Executive Officer. Each of the SBUs is involved in the
development, manufacture, distribution and sale of tires. Certain of the SBUs also provide related products and services, which include retreads and automotive and commercial truck maintenance and repair services.
Results of operations are measured based on net sales to unaffiliated customers and segment operating income. Each segment exports tires to other segments. The financial results of each segment exclude sales of tires exported to other segments, but include operating income derived from such transactions. Segment operating income is computed as follows: Net sales less CGS (excluding asset write-offs and accelerated depreciation charges) and SAG (including certain allocated corporate administrative expenses). Segment operating income also includes certain royalties and equity in earnings of most affiliates. Segment operating income does not include net rationalization charges, asset sales, goodwill and other asset impairment charges, and certain other items.
The chief operating decision maker ("CODM") is the Chief Executive Officer. The CODM uses segment operating income to allocate resources (including employees, property, and financial or capital resources) for each segment predominantly in the annual budget and forecasting process. The CODM considers budget-to-actual variances on a monthly basis for the profit measure when making decisions about allocating capital and personnel to the segments. The CODM also uses segment operating income or loss for evaluating product pricing and to assess the performance for each segment by comparing the results and return on assets of each segment with one another and in the compensation of certain employees.
The following tables present segment sales, significant segment expenses and operating income, and the reconciliation of segment operating income to Income (Loss) before Income Taxes:
| 2025 | |||||||||||||||||||||||
| (In millions) | Americas | Europe, Middle East and Africa | Asia Pacific | Total | |||||||||||||||||||
| Net Sales | $ | 10,768 | $ | 5,550 | $ | 1,962 | $ | 18,280 | |||||||||||||||
| Less: | |||||||||||||||||||||||
| Cost of Goods Sold | 8,659 | 4,606 | 1,497 | 14,762 | |||||||||||||||||||
| Selling, Administrative and General Expense | 1,403 | 855 | 265 | 2,523 | |||||||||||||||||||
Other income(1) | (29) | (25) | (8) | (62) | |||||||||||||||||||
Segment Operating Income | $ | 735 | $ | 114 | $ | 208 | $ | 1,057 | |||||||||||||||
| Less: | |||||||||||||||||||||||
Goodwill and Intangible Asset Impairments (Note 12) | 674 | ||||||||||||||||||||||
Rationalizations (Note 4) | 194 | ||||||||||||||||||||||
Interest expense (Note 5) | 445 | ||||||||||||||||||||||
Other expense (Note 6) | 288 | ||||||||||||||||||||||
| Net (gains) loss on asset sales | (816) | ||||||||||||||||||||||
Asset write-offs and accelerated depreciation, net (Note 4) | 160 | ||||||||||||||||||||||
| Corporate incentive compensation plans | 69 | ||||||||||||||||||||||
| Retained expenses of divested operations | 13 | ||||||||||||||||||||||
Other(2) | 163 | ||||||||||||||||||||||
| Income (Loss) before Income Taxes | $ | (133) | |||||||||||||||||||||
(1) Primarily represents OTR transition license agreement royalty income, in addition to transition services income related to the sales of the OTR tire business and the Dunlop brand. | |||||||||||||||||||||||
(2) Primarily represents unallocated corporate costs and the elimination of royalty and other income attributable to the strategic business units ("SBUs"). Other also includes $15 million of costs related to the Goodyear Forward plan, primarily related to third-party consulting fees. | |||||||||||||||||||||||
| 2024 | |||||||||||||||||||||||
| (In millions) | Americas | Europe, Middle East and Africa | Asia Pacific | Total | |||||||||||||||||||
| Net Sales | $ | 11,033 | $ | 5,425 | $ | 2,420 | $ | 18,878 | |||||||||||||||
| Less: | |||||||||||||||||||||||
| Cost of Goods Sold | 8,758 | 4,488 | 1,840 | 15,086 | |||||||||||||||||||
| Selling, Administrative and General Expense | 1,357 | 848 | 304 | 2,509 | |||||||||||||||||||
Other income(1) | (15) | (3) | (1) | (19) | |||||||||||||||||||
Segment Operating Income | $ | 933 | $ | 92 | $ | 277 | $ | 1,302 | |||||||||||||||
| Less: | |||||||||||||||||||||||
Goodwill and Intangible Asset Impairments (Note 12) | 125 | ||||||||||||||||||||||
Rationalizations (Note 4) | 86 | ||||||||||||||||||||||
Interest expense (Note 5) | 522 | ||||||||||||||||||||||
Other expense (Note 6) | 134 | ||||||||||||||||||||||
| Net (gains) loss on asset sales | (93) | ||||||||||||||||||||||
Asset write-offs and accelerated depreciation, net (Note 4) | 146 | ||||||||||||||||||||||
| Corporate incentive compensation plans | 62 | ||||||||||||||||||||||
| Retained expenses of divested operations | 15 | ||||||||||||||||||||||
Other(2) | 175 | ||||||||||||||||||||||
| Income (Loss) before Income Taxes | $ | 130 | |||||||||||||||||||||
(1) Primarily represents royalty income attributable to the SBUs. | |||||||||||||||||||||||
(2) Primarily represents unallocated corporate costs and the elimination of royalty income attributable to the SBUs. Other also includes $105 million of costs related to the Goodyear Forward plan, primarily related to third-party consulting fees. | |||||||||||||||||||||||
| 2023 | |||||||||||||||||||||||
| (In millions) | Americas | Europe, Middle East and Africa | Asia Pacific | Total | |||||||||||||||||||
| Net Sales | $ | 11,993 | $ | 5,606 | $ | 2,467 | $ | 20,066 | |||||||||||||||
| Less: | |||||||||||||||||||||||
| Cost of Goods Sold | 9,828 | 4,761 | 1,925 | 16,514 | |||||||||||||||||||
| Selling, Administrative and General Expense | 1,440 | 855 | 341 | 2,636 | |||||||||||||||||||
Other income(1) | (24) | (2) | (1) | (27) | |||||||||||||||||||
Segment Operating Income | $ | 749 | $ | (8) | $ | 202 | $ | 943 | |||||||||||||||
| Less: | |||||||||||||||||||||||
Goodwill and Intangible Asset Impairments (Note 12) | 230 | ||||||||||||||||||||||
Rationalizations (Note 4) | 502 | ||||||||||||||||||||||
Interest expense (Note 5) | 532 | ||||||||||||||||||||||
Other expense (Note 6) | 231 | ||||||||||||||||||||||
| Net (gains) loss on asset sales | (104) | ||||||||||||||||||||||
Asset write-offs and accelerated depreciation, net (Note 4) | 36 | ||||||||||||||||||||||
| Corporate incentive compensation plans | 70 | ||||||||||||||||||||||
| Retained expenses of divested operations | 18 | ||||||||||||||||||||||
Other(2) | 149 | ||||||||||||||||||||||
| Loss before Income Taxes | $ | (721) | |||||||||||||||||||||
(1) Primarily represents royalty income attributable to the SBUs. | |||||||||||||||||||||||
(2) Primarily represents unallocated corporate costs and the elimination of royalty income attributable to the SBUs. | |||||||||||||||||||||||
The following table presents segment assets at December 31:
| (In millions) | 2025 | 2024 | |||||||||
| Assets | |||||||||||
| Americas | $ | 10,275 | $ | 11,406 | |||||||
| Europe, Middle East and Africa | 4,878 | 4,514 | |||||||||
| Asia Pacific | 2,166 | 2,610 | |||||||||
| Total Segment Assets | 17,319 | 18,530 | |||||||||
Corporate(1) | 889 | 2,391 | |||||||||
| $ | 18,208 | $ | 20,921 | ||||||||
(1) Corporate includes substantially all of our U.S. net deferred tax assets. | |||||||||||
The following table presents geographic information. Net sales by country were determined based on the location of the selling subsidiary. Long-lived assets consist of property, plant and equipment. Management did not consider the net sales
of any individual country outside the United States to be significant to the consolidated financial statements. For long-lived assets, only the United States and China were considered to be significant.
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Net Sales | |||||||||||||||||
| United States | $ | 8,953 | $ | 9,083 | $ | 9,807 | |||||||||||
| International | 9,327 | 9,795 | 10,259 | ||||||||||||||
| $ | 18,280 | $ | 18,878 | $ | 20,066 | ||||||||||||
| Long-Lived Assets | |||||||||||||||||
| United States | $ | 3,435 | $ | 3,688 | |||||||||||||
| China | 645 | 676 | |||||||||||||||
| Other international | 3,763 | 3,718 | |||||||||||||||
| $ | 7,843 | $ | 8,082 | ||||||||||||||
At December 31, 2025, significant concentrations of cash and cash equivalents held by our international subsidiaries included the following amounts:
•$296 million or 37% in EMEA, primarily Luxembourg and Belgium ($193 million or 24% at December 31, 2024),
•$206 million or 26% in Asia Pacific, primarily China, India and Taiwan ($242 million or 30% at December 31, 2024), and
•$204 million or 26% in Americas, primarily Brazil, Chile and Mexico ($199 million or 25% at December 31, 2024).
Goodwill and intangible asset impairment, as described in Note to the Consolidated Financial Statements No. 12, Goodwill and Intangible Assets; rationalizations, as described in Note to the Consolidated Financial Statements No. 4, Costs Associated with Rationalization Programs; net (gains) losses on asset sales, as described in Note to the Consolidated Financial Statements No. 2, Divestitures; and asset write-offs, accelerated depreciation and accelerated lease costs were not charged (credited) to the SBUs for performance evaluation purposes but were attributable to the SBUs as follows:
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Goodwill and Intangible Asset Impairment | |||||||||||||||||
| Americas | $ | 674 | $ | 125 | $ | — | |||||||||||
| Europe, Middle East and Africa | — | — | 230 | ||||||||||||||
| Total Segment Goodwill and Intangible Asset Impairment | $ | 674 | $ | 125 | $ | 230 | |||||||||||
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Rationalizations | |||||||||||||||||
| Americas | $ | 94 | $ | 23 | $ | 19 | |||||||||||
| Europe, Middle East and Africa | 87 | 36 | 409 | ||||||||||||||
| Asia Pacific | — | 13 | 25 | ||||||||||||||
| Total Segment Rationalizations | $ | 181 | $ | 72 | $ | 453 | |||||||||||
| Corporate | 13 | 14 | 49 | ||||||||||||||
| $ | 194 | $ | 86 | $ | 502 | ||||||||||||
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Net Gains on Asset Sales | |||||||||||||||||
| Americas | $ | (16) | $ | (13) | $ | (104) | |||||||||||
| Europe, Middle East and Africa | — | (79) | — | ||||||||||||||
| Asia Pacific | (55) | (1) | — | ||||||||||||||
| Total Segment Gains on Asset Sales | $ | (71) | $ | (93) | $ | (104) | |||||||||||
| Corporate | (745) | — | — | ||||||||||||||
| $ | (816) | $ | (93) | $ | (104) | ||||||||||||
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Asset Write-Offs, Accelerated Depreciation, and Accelerated Lease Costs, net | |||||||||||||||||
| Americas | $ | 71 | $ | 14 | $ | 19 | |||||||||||
| Europe, Middle East and Africa | 83 | 68 | 17 | ||||||||||||||
| Asia Pacific | 6 | 44 | — | ||||||||||||||
| Total Segment Asset Write-Offs, Accelerated Depreciation, and Accelerated Lease Costs, net | $ | 160 | $ | 126 | $ | 36 | |||||||||||
| Corporate | — | 20 | — | ||||||||||||||
| $ | 160 | $ | 146 | $ | 36 | ||||||||||||
The following tables present segment capital expenditures and depreciation and amortization:
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Capital Expenditures | |||||||||||||||||
| Americas | $ | 579 | $ | 790 | $ | 638 | |||||||||||
| Europe, Middle East and Africa | 160 | 257 | 255 | ||||||||||||||
| Asia Pacific | 83 | 113 | 126 | ||||||||||||||
| Total Segment Capital Expenditures | $ | 822 | $ | 1,160 | $ | 1,019 | |||||||||||
| Corporate | 4 | 28 | 31 | ||||||||||||||
| $ | 826 | $ | 1,188 | $ | 1,050 | ||||||||||||
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Depreciation and Amortization | |||||||||||||||||
| Americas | $ | 605 | $ | 579 | $ | 580 | |||||||||||
| Europe, Middle East and Africa | 284 | 277 | 239 | ||||||||||||||
| Asia Pacific | 119 | 153 | 141 | ||||||||||||||
| Total Segment Depreciation and Amortization | $ | 1,008 | $ | 1,009 | $ | 960 | |||||||||||
| Corporate | 37 | 40 | 41 | ||||||||||||||
| $ | 1,045 | $ | 1,049 | $ | 1,001 | ||||||||||||
The following table presents segment equity in the net (income) loss of investees accounted for by the equity method:
| (In millions) | 2025 | 2024 | 2023 | ||||||||||||||
| Equity in (Income) Loss | |||||||||||||||||
| Americas | $ | 32 | $ | 27 | $ | 15 | |||||||||||
| Europe, Middle East and Africa | (1) | (1) | (1) | ||||||||||||||
| Asia Pacific | (14) | (8) | (16) | ||||||||||||||
| Total Segment Equity in (Income) Loss | $ | 17 | $ | 18 | $ | (2) | |||||||||||
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Feb 10, 2026 | Showing above |
| 2024 | Feb 14, 2025 | |
| 2023 | Feb 13, 2024 | |
| 2022 | Feb 13, 2023 | |
| 2021 | Feb 14, 2022 | |
| 2020 | Feb 9, 2021 | |
| 2019 | Feb 11, 2020 | |
| 2018 | Feb 8, 2019 | |
| 2017 | Feb 8, 2018 | |
| 2016 | Feb 8, 2017 | |
| 2015 | Feb 9, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.