NOTE
12:- REPORTABLE SEGMENT
ASC
280, “Segment Reporting,” establishes standards for reporting information about operating segments. Operating segments are
defined as components of an enterprise about which separate financial information is available that is evaluated regularly by the chief
operating decision maker ("CODM") in deciding how to allocate resources and in assessing performance. The Company manages its business
on the basis of one reportable segment and unit and derives revenues mainly from products, lease revenues and warranty and services
(see Note 1 for a brief description of the Company’s business and Note 2l for details on the Company's revenue recognition).
The
Company operates as one operating segment. Operating segments are defined as components of an enterprise for which separate financial
information is regularly evaluated by the CODM, which is the Company’s chief executive officer, who reviews financial information
and annual operating plans presented on a consolidated basis, for purposes of making operating decisions, evaluating financial performance,
and allocating resources. There is no expense or asset information, that are supplemental to those disclosed in these consolidated financial
statements, that are regularly provided to the CODM. The allocation of resources and assessment of performance of the operating segment
is based on consolidated net loss as shown in our consolidated statements of operations. The CODM considers net loss in the annual forecasting
process and reviews actual results when making decisions about allocating resources. Since the Company operates as one operating segment,
financial segment information, including profit or loss and asset information, can be found in the consolidated financial statements.
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.