SEGMENT INFORMATION AND CUSTOMER CONCENTRATION
 
We have determined that we operate as a single operating and reportable segment. Our executive team is organized by function, rather than legal entity or discrete financial data oversight, with no business component managers reporting to the chief operating decision maker (“CODM”), who is our president and chief executive officer. The CODM regularly analyzes financial and operational data on a single basis of segmentation at the consolidated level, consistent with our integrated service offering, in order to allocate resources and assess performance.

The measure of profit and loss regularly provided to the CODM that is most consistent with GAAP is net income attributable to Cheniere, as presented in our Consolidated Statements of Operations. This measure contributes to the CODM’s assessment of performance and resource allocation, which includes monitoring of budget versus actual results, establishing compensation and deciding on capital allocation priorities. Significant expenses regularly provided to the CODM, and included in the measure of profit and loss, are cost of sales, operating and maintenance expense and selling, general and administrative expense, as reported in our Consolidated Statements of Operations. Also provided regularly to the CODM are changes in the fair value of our derivative instruments, which are inclusive of significant noncash items, which were $3.6 billion, $1.3 billion and $8.0 billion in gains for the years ended December 31, 2025, 2024 and 2023. Interest income, which is included in interest and dividend income on our Consolidated Statements of Operations, was $102 million, $188 million and $206 million for the years ended December 31, 2025, 2024 and 2023.

The measure of segment assets is reported on our Consolidated Balance Sheets as total assets. Substantially all of our tangible long-lived assets, which consist of property, plant and equipment, are located in the U.S. Total expenditures for additions to long-lived assets is reported on our Consolidated Statements of Cash Flows.

For the years ended December 31, 2025, 2024 and 2023, we had no customers with revenues that were 10% or more of total revenues from contracts with external customers. We had one customer with a balance of 10% or more of trade receivables and contract assets, both net of current expected credit losses, representing 15% and 21% of total trade receivables and contract assets, both net of current expected credit losses, as of December 31, 2025 and 2024. Customers under common control are considered to be a single customer.
The following table shows total revenues from contracts with external customers attributable to the country in which the revenues were derived (in millions). We attribute revenues to the country in which the party to the applicable agreement has its principal place of business, with foreign countries that individually accounted for 10% or more of total revenues from contracts with external customers shown separately from the remaining countries. Revenues attributed to foreign countries exclude certain sales and other operating revenues for which attribution to a specific country is not practicable.
Total Revenues from Contracts with External Customers
Year Ended December 31,
202520242023
U.S.$3,664 $2,792 $3,012 
Singapore2,093 1,907 3,305 
United Kingdom1,639 1,257 2,823 
Other countries12,068 9,458 10,641 
Total$19,464 $15,414 $19,781 

Historical Timeline

Fiscal YearFiled
2025Feb 26, 2026Showing above
2024Feb 20, 2025
2016Feb 24, 2017
2015Feb 19, 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.