NOTE 13 – SEGMENT INFORMATION

a.The Company operates in Israel as a single operating segment. The Company’s President and Chief Executive Officer is the chief operating decision maker (the “CODM”). The CODM makes decisions on resource allocation, assesses performance of the business and monitors budget versus actual results on a consolidated basis. For additional information see Note 14.
b.Segment information:

Year Ended December 31,

(U.S. dollars in thousands)

  ​ ​ ​

2023

  ​ ​ ​

2024

  ​ ​ ​

2025

Revenues from customers

 

$

65,494

 

$

53,399

 

$

52,744

Less:

Employee salaries and related expenses

 

24,075

 

21,780

 

24,722

Sub-contractors expense

 

14,008

 

8,682

 

12,275

Interest expense

 

3,180

 

1,062

 

-

Interest income

(1,286)

(1,299)

(1,083)

Depreciation

1,191

1,304

1,465

Other segment expenses*

15,760

17,716

20,973

Income (loss) before taxes on income

8,566

4,154

(5,608)

Taxes on income

254

1,222

996

Segment net income (loss)

$

8,312

$

2,932

$

(6,604)

* Other expenses included in net income (loss) includes raw materials, rent and utilities and others.

c.The following table summarizes the Company’s disaggregation of revenues:

Year Ended December 31,

(U.S. dollars in thousands)

2023

  ​ ​ ​

2024

2025

Gaucher disease:

Pfizer (Ireland)

$

12,522

$

12,617

$

18,227

Fiocruz (Brazil)

$

10,401

$

11,031

$

11,062

Fabry disease:

Chiesi (Italy)

$

17,495

$

29,333

$

22,513

Total revenues from selling goods

$

40,418

$

52,981

$

51,802

Revenues from license and R&D services

$

25,076

$

418

$

942

d.Long lived assets are located in Israel.

Historical Timeline

Fiscal YearFiled
2025Mar 18, 2026Showing above
2024Mar 17, 2025

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.