Q4 2025 Howmet Aerospace Inc Earnings Call

February 12, 2026

Operator: Good morning, and welcome to the Howmet Aerospace Q4 and full year 2025 conference call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star, then one on your telephone keypad. To withdraw your question, please press star then two. Please note, this event is being recorded. I would now like to turn the conference over to Paul Luther, Vice President of Investor Relations. Please go ahead.

Speaker #2: After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star, then 1 on your telephone keypad.

Speaker #2: To withdraw your question, please press star, then 2. Please note this event is being recorded. I would now like to turn the conference over to Paul Luther, Vice President of Investor Relations.

Speaker #2: Please go ahead. Thank you, Gary. Good morning and welcome to the Howmet Aerospace fourth quarter and full year 2025 results conference call. I'm joined by John Plant, Executive Chairman and Chief Executive Officer and Patrick Winterlich, Executive Vice President and Chief Financial Officer.

Paul Luther: Thank you, Gary. Good morning, and welcome to the Howmet Aerospace Q4 and full year 2025 results conference call. I'm joined by John Plant, Executive Chairman and Chief Executive Officer, and Patrick Winterlich, Executive Vice President and Chief Financial Officer. After comments by John and Patrick, we will have a question-and-answer session. I would like to remind you that today's discussion will contain forward-looking statements relating to future events and expectations. You can find factors that could cause the company's actual results to differ, to differ materially from these projections listed in today's presentation, in earnings press release, and in our most recent SEC filings. In today's presentation, references to EBITDA, operating income, and EPS mean adjusted EBITDA excluding special items, adjusted operating income excluding special items, and adjusted EPS excluding special items. These measures are among the non-GAAP financial measures that we've included in our discussion.

Speaker #2: After comments by John and Patrick, we will have a question-and-answer session. I would like to remind you that today's discussion will contain forward-looking statements relating to future events and expectations.

Speaker #2: You can find factors that could cause the company's actual results to differ materially from these projections listed in today's presentation and earnings press release and in our most recent SEC filings.

Speaker #2: In today's presentation, references to EBITDA, operating income, and EPS mean adjusted EBITDA excluding special items, adjusted operating income excluding special items, and adjusted EPS excluding special items.

Speaker #2: These measures are among the non-GAAP financial measures that we've included in our discussion. Reconciliations to the most directly comparable GAAP financial measures can be found in today's press release and in the appendix in today's presentation.

Paul Luther: Reconciliations to the most directly comparable GAAP financial measures can be found in today's press release and in the appendix in today's presentation. In addition, unless otherwise stated, all comparisons are on a year-over-year basis. With that, I'd like to turn the call over to John.

Speaker #2: In addition, unless otherwise stated, all comparisons are on a year-over-year basis. With that, I'd like to turn the call over to John.

Speaker #3: Thank you, PT. Good morning and welcome to Howmet's Q4 and full year 2025 earnings call. Let's start with the highlights on slide number 4.

John Plant: Thank you, PT. Good morning, and welcome to Howmet's Q4 and full year 2025 Earnings Call. Let's start with the highlights on slide number 4. Q4 was an extremely solid quarter. Revenue of $2.17 billion was up 15%. Full-year revenue was up 11%, and hence the final quarter saw an acceleration of growth. EBITDA was $653 million, up 29%. Operating income was $580 million, an increase of 34%. Full-year EBITDA of $2.42 billion was an increase of 26%. Free cash flow, after record capital spend of $453 million, was $1.43 billion, which is more than $100 million above the guide point and a 93% conversion of net income.

John C. Plant: Thank you, PT. Good morning, and welcome to Howmet's Q4 and full year 2025 Earnings Call. Let's start with the highlights on slide number 4. Q4 was an extremely solid quarter. Revenue of $2.17 billion was up 15%. Full-year revenue was up 11%, and hence the final quarter saw an acceleration of growth. EBITDA was $653 million, up 29%. Operating income was $580 million, an increase of 34%. Full-year EBITDA of $2.42 billion was an increase of 26%. Free cash flow, after record capital spend of $453 million, was $1.43 billion, which is more than $100 million above the guide point and a 93% conversion of net income.

Speaker #3: Q4 was an extremely solid quarter. Revenue of $2.17 billion was up 15%. Full year revenue was up 11%, and hence the final quarter saw an acceleration of growth.

Speaker #3: EBITDA was $653 million, up 29%. Operating income was $580 million, an increase of 34%. Full year EBITDA of $2.42 billion was an increase of 26%.

Speaker #3: Free cash flow after record capital spend of $453 million was $1.43 billion, which is more than $100 million above the guide point and a 93% conversion of net income.

Speaker #3: Over the last six years, aggregate net income conversion to free cash flow has been 95%. Earnings per share were $1.05, an increase of 42% in the quarter over 2024.

John Plant: Over the last six years, aggregate net income conversion to free cash flow has been 95%. Earnings per share were $1.05, an increase of 42% in the quarter over 2024, resulting in a 40% increase for the year. Capital deployment in the quarter included $200 million of share buybacks, $50 million of dividends, $55 million for preferred share redemption, and a further $125 million for debt reduction. The closing cash balance was $743 million, allowing for further share buybacks in January and February, with $150 million completed quarter to date. I'll stop at this point and let Patrick provide commentary by end markets and by segment.

John C. Plant: Over the last six years, aggregate net income conversion to free cash flow has been 95%. Earnings per share were $1.05, an increase of 42% in the quarter over 2024, resulting in a 40% increase for the year. Capital deployment in the quarter included $200 million of share buybacks, $50 million of dividends, $55 million for preferred share redemption, and a further $125 million for debt reduction. The closing cash balance was $743 million, allowing for further share buybacks in January and February, with $150 million completed quarter to date. I'll stop at this point and let Patrick provide commentary by end markets and by segment.

Speaker #3: Resulting in a 40% increase for the year. Capital deployment in the quarter included $200 million of share buybacks, $50 million of dividends, $55 million for preferred share redemption, and a further $125 million for debt reduction.

Speaker #3: The closing cash balance was $743 million, allowing for further share buybacks in January and February with $150 million completed quarter to date. I'll stop at this point and let Patrick provide commentary by end markets and by segment.

Speaker #2: Thank you, John. Good morning, everyone. Please move to slide 5. Another solid quarter for Howmet, with end markets continuing to be healthy. We are well positioned for the future and continue to invest for growth.

Patrick Winterlich: Thank you, John. Good morning, everyone. Please move to slide five. Another solid quarter for Howmet, with end markets continuing to be healthy. We are well positioned for the future and continue to invest for growth. Revenue was up 15% in the fourth quarter and up 11% for the full year. Commercial aerospace growth remained strong throughout 2025, with revenue up 13% in the fourth quarter and up 12% for the full year. Commercial aerospace growth is driven by accelerating demand for engine spares and a record backlog for new, more fuel-efficient aircraft with reduced carbon emissions. Commercial aerospace engine spares were up 44% for the full year, driven by both legacy and next-generation engines. Defense aerospace growth continued to be robust at 20% in the fourth quarter.

Speaker #2: Revenue was up 15% in the fourth quarter and up 11% for the full year. Commercial aerospace growth remained strong throughout 2025, with revenue up 13% in the fourth quarter and up 12% for the full year.

Speaker #2: Commercial aerospace growth is driven by accelerating demand for engine spares and a record backlog for new, more fuel-efficient aircraft with reduced carbon emissions. Commercial aerospace engine spares were up 44% for the full year driven by both legacy and next-generation engines.

Speaker #2: Defense aerospace growth continued to be robust at 20% in the fourth quarter for the full year. Defense aerospace was up 21% driven by engine spares, which increased 32%, as well as new F-35 aircraft builds.

Patrick Winterlich: For the full year, defense aerospace was up 21%, driven by engine spares, which increased 32%, as well as new F-35 aircraft builds. Commercial transportation revenue was up 4% in the fourth quarter. However, it was down 5% for the full year, including the pass-through of higher aluminum costs and tariffs. On a volume basis, Wheels was down 10% in the fourth quarter and down 13% for the full year. We continue to outperform the market with Howmet's premium products. As mentioned on the Q3 earnings call, we have combined the oil and gas and IGT markets into a single market we are calling gas turbines. The definition of oil and gas versus mid to small IGT has become blurred, since many turbines now have an increasing end use for data centers.

Speaker #2: Commercial transportation revenue was up 4% in the fourth quarter. However, it was down 5% for the full year including the pass-through of higher aluminum costs and tariffs.

Speaker #2: On a volume basis, wheels was down 10% in the fourth quarter and down 13% for the full year. We continued to outperform the market with Howmet's premium products.

Speaker #2: As mentioned on the Q3 earnings call, we have a combined the oil and gas and IGT markets into a single market. We are calling gas turbines.

Speaker #2: The definition of oil and gas versus mid to small IGT has become blurred since many turbines now have an increasing end use for data centers.

Speaker #2: We have provided historical gas turbine revenue in the appendix on page 19. Gas turbine growth has been very strong with revenue up 32% in the fourth quarter and up 25% for the full year.

Patrick Winterlich: We have provided historical gas turbine revenue in the appendix on page 19. Gas turbine growth has been very strong, with revenue up 32% in Q4 and up 25% for the full year. Gas turbine growth is driven by the increased demand for electricity generation, especially from natural gas for data centers. Within Howmet's markets, we had robust spares growth. The combination of commercial aerospace, defense aerospace, and gas turbine spares was up 33% for the full year to $1.7 billion. Spares revenue accelerated throughout 2025 and now represents 21% of total revenue versus 17% in 2024, and 11% in 2019. In summary, 2025 continued strong performance in commercial aerospace, defense aerospace, and gas turbines. Moving to slide 6, and starting with the P&L, I will focus my comments on full year performance.

Speaker #2: Gas turbine growth is driven by the increased demand for electricity generation especially from natural gas for data centers. Within Howmet's markets, we had robust spares growth.

Speaker #2: The combination of commercial aerospace, defense aerospace, and gas turbine spares was up 33% for the full year to $1.7 billion. Spares revenue accelerated throughout 2025 and now represents 21% of total revenue versus 17% in 2024 and 11% in 2019.

Speaker #2: In summary, 2025 continued strong performance in commercial aerospace, defense aerospace, and gas turbines. Moving to slide 6 and starting with the P&L. I will focus my comments on full year performance.

Speaker #2: Full year 2025 revenue, EBITDA, EBITDA margin, and earnings per share were all records. On a year-over-year basis, revenue was up 11% and EBITDA outpaced revenue growth being up 26% while absorbing approximately $1,500 net new employees predominantly in the engine segment.

Patrick Winterlich: Full year 2025 revenue, EBITDA, EBITDA margin, and earnings per share were all records. On a year-over-year basis, revenue was up 11%, and EBITDA outpaced revenue growth, being up 26%, while absorbing approximately 1,500 net new employees, predominantly in the engine segment. EBITDA margin increased 350 basis points to 29.3%, with a fourth quarter exit rate of 30.1%. Incremental flow-through of revenue to EBITDA was excellent at approximately 60% year over year. Earnings per share was $3.77, which was up a healthy 40% year over year. Now, let's cover the balance sheet and cash flow. The balance sheet continues to strengthen. Free cash flow for the year was a record of $1.43 billion.

Speaker #2: EBITDA margin increased 350 basis points to $29.3% with a fourth quarter exit rate of 30.1%. Incremental flow-through of revenue to EBITDA was excellent at approximately 60% year-over-year.

Speaker #2: Earnings per share was $3.77 which was up a healthy 40% year-over-year. Now let's cover the balance sheets and cash flow. The balance sheet continues to strengthen; free cash flow for the year was a record at $1.43 billion; free cash flow conversion of net income was 93% as we continue to deliver on our long-term target of 90%.

Patrick Winterlich: Free cash flow conversion of net income was 93%, as we continue to deliver on our long-term target of 90%. The year-end cash balance was a healthy $743 million. Debt was reduced by $265 million in 2025. We paid off the remaining $140 million of our U.S. dollar long-term, due in November 2026, at par. We also paid off our six hundred and twenty-five million-dollar 2027 notes, with newly issued $500 million-dollar notes due 2032, and $125 million of cash on hand. The interest rate for the 2032 notes is 4.55%. The combined debt actions for the year will reduce the annualized interest expense by approximately $22 million.

Speaker #2: The year-end cash balance was a healthy $743 million. Debt was reduced by $265 million in 2025. We paid off the remaining $140 million of our US dollar long-term due in November 2026 at par.

Speaker #2: We also paid off our $625 million 2027 notes with newly issued $500 million notes due 2032 and $125 million of cash on hand. The interest rate for the 2032 notes is 4.55%.

Speaker #2: The combined debt actions for the year will reduce the annualized interest expense by approximately 22 million dollars. In the fourth quarter of 2025, we redeemed all of the outstanding shares of our preferred stock for 55 million dollars simplifying Howmet's capital structure.

Patrick Winterlich: In Q4 2025, we redeemed all of the outstanding shares of our preferred stock for $55 million, simplifying Howmet's capital structure. Net debt to trailing EBITDA continued to improve, ending the year at a record low of 1 times. All long-term debt is unsecured and at fixed rates. Howmet is rated 3 notches into investment grade by all of our rating agencies, reflecting our strong balance sheet, improved financial leverage, and robust cash generation. Liquidity remains strong with a healthy cash balance, plus a $1 billion revolver, complemented by the flexibility of a $1 billion commercial paper program, neither of which were utilized in 2025. Turning to capital deployment, CapEx was a record $453 million, up approximately $130 million year-over-year, as we continue to invest for growth.

Speaker #2: Net debt to trailing EBITDA continued to improve ending the year at a record low of one times. All long-term debt is unsecured and at a fixed rate.

Speaker #2: Howmet is rated three notches into investment grade by all of our rating agencies reflecting our strong balance sheet, improved financial leverage, and robust cash generation.

Speaker #2: Liquidity remains strong with a healthy cash balance plus a $1 billion revolver complemented by the flexibility of a $1 billion commercial paper program. Neither of which were utilized in 2025.

Speaker #2: Turning to capital deployment, CAPEX was a record $453 million up approximately 130 million dollars year-over-year as we continue to invest for growth. About 70% of CAPEX was in our engines business as we continue to invest for market expansions in commercial aerospace and gas turbines.

Patrick Winterlich: About 70% of CapEx was in our engines business, as we continue to invest for market expansions in commercial aerospace and gas turbines. Investments are backed by customer contracts. In 2025, we deployed approximately $1.2 billion of cash to common stock repurchases, redemption of preferred stock, debt paydown, and quarterly dividends. For the year, we repurchased $700 million of common stock at an average price of approximately $161 per share, retiring approximately 4.4 million shares. Q4 was the 19th consecutive quarter of common stock repurchases. The average diluted share count improved to a fourth quarter exit rate of 404 million shares. Moreover, so far in 2026, we have repurchased an additional $150 million of common stock at an average price of approximately $215 per share.

Speaker #2: Investments are backed by customer contracts. In 2025, we deployed approximately $1.2 billion of cash to common stock repurchases, redemption of preferred stock, debt paydown, and quarterly dividends.

Speaker #2: For the year, we repurchased 700 million dollars of common stock at an average price of approximately $161 per share retiring approximately $4.4 million shares.

Speaker #2: Q4 was the 19th consecutive quarter of common stock repurchases. The average diluted share count improved to a fourth quarter exit rate of 404 million shares.

Speaker #2: Moreover, so far in 2026, we have repurchased an additional 150 million dollars of common stock at an average price of approximately $215 per share.

Speaker #2: As of today, the remaining authorization from the board of directors for share repurchases is approximately $1.35 billion. Finally, we continue to be confident in the strong future free cash flow.

Patrick Winterlich: As of today, the remaining authorization from the board of directors for share repurchases is approximately $1.35 billion. Finally, we continue to be confident in the strong future free cash flow. For the year, we paid $181 million in dividends, which was an increase of 69% year-over-year, from $0.26 per share in 2024 to $0.44 per share in 2025. Now let's move to slide 7 to cover the segment results from the Q4. The engine products team delivered another record quarter for revenue, EBITDA, and EBITDA margin. Quarterly revenue increased 20% to $1.16 billion. Commercial aerospace was up 17%, and defense aerospace was up 18%. The gas turbines market was up 32%.

Speaker #2: For the year, we paid $181 million in dividends, which was an increase of 69% year-over-year, from $0.26 per share in 2024 to $0.44 per share in 2025.

Speaker #2: Now let's move to slide 7 to cover the segment results from the fourth quarter. The engine products team delivered another record quarter for revenue; EBITDA and EBITDA margin quarterly revenue increased 20% to $1.16 billion; commercial aerospace was up 17%; and defense aerospace was up 18%.

Speaker #2: The gas turbines market was up 32%. Demand continues to be strong across all our engine markets with strong engine spares volume. EBITDA outpaced revenue growth with an increase of 31% to $396 million; EBITDA margin increased 290 basis points to 34% while absorbing approximately $320 net new employees in the quarter.

Patrick Winterlich: Demand continues to be strong across all our engine markets, with strong engine spares volume. EBITDA outpaced revenue growth with an increase of 31% to $396 million. EBITDA margin increased 290 basis points to 34%, while absorbing approximately 320 net new employees in the quarter. For the full year, revenue was up 16% to $4.3 billion. EBITDA was up 25% to $1.44 billion, and EBITDA margin was 33.3%, which was up approximately 250 basis points. All of these were records for the engine product segment. Moreover, the engine product segment added approximately 1,440 net new employees, which has a near-term margin drag, but positions us well for the future. Please move to slide eight.

Speaker #2: For the full year, revenue was up 16% to $4.3 billion; EBITDA was up 25% to $1.44 billion; and EBITDA margin was 33.3% which was up approximately 250 basis points.

Speaker #2: All of these were records for the engine product segment. Moreover, the engine product segment added approximately $1,440 net new employees which has a near-term margin drag but positioned us well for the future.

Speaker #2: Please move to slide 8. Fastening systems had another strong quarter. Quarterly revenue increased 13% to $454 million; commercial aerospace was up 20%. Other markets were up 14% on renewables demand; defense aerospace was up 7%; and commercial transportation which represents approximately 10% of Fastener's revenue was down 16%.

Patrick Winterlich: Fastening Systems had another strong quarter. Quarterly revenue increased 13% to $454 million. Commercial aerospace was up 20%. Other markets were up 14% on renewables demand, defense aerospace was up 7%, and commercial transportation, which represents approximately 10% of Fasteners revenue, was down 16%. EBITDA continues to outpace revenue growth with an increase of 25% to $139 million, despite the sluggish recovery of wide-body aircraft builds, along with weakness in commercial transportation. EBITDA margin increased a healthy 290 basis points to 30.6%, as the team has continued to expand margins through commercial and operational performance. For the full year, revenue was up 11% to $1.75 billion.

Speaker #2: EBITDA continues to outpace revenue growth with an increase of 25% to $139 million despite the sluggish recovery of widebody aircraft bills along with weakness in commercial transportation.

Speaker #2: EBITDA margin increased a healthy 290 basis points to 30.6% as the team has continued to expand margins through commercial and operational performance. For the full year, revenue was up 11% to $1.75 billion; EBITDA was up 31% to $530 million; and EBITDA margin was 30.4% which was up approximately 460 basis points.

Patrick Winterlich: EBITDA was up 31% to $530 million, and EBITDA margin was 30.4%, which was up approximately 460 basis points. The Fasteners team delivered solid year-over-year revenue and EBITDA growth while maintaining a relatively flat headcount. Moving to slide 9. Engineered structures performance continues to improve. Quarterly revenue increased 4% to $287 million. Commercial aerospace was down 6% due to product rationalization and was essentially flat with the previous three quarters of 2025. Defense aerospace was up 37%, primarily driven by the end of destocking on the F-35 program. Segment EBITDA outpaced revenue growth with an increase of 24% to $63 million.

Speaker #2: The Fastener's team delivered solid year-over-year revenue and EBITDA growth while maintaining a relatively flat headcount. Moving to slide 9. Engineered structures performance continues to improve.

Speaker #2: Quarterly revenue increased 4% to $287 million; commercial aerospace was down 6% due to product rationalization and was essentially flat with the previous three quarters of 2025.

Speaker #2: Defense aerospace was up 37% primarily driven by the end of destocking on the F-35 program. Segment EBITDA outpaced revenue growth with an increase of 24% to $63 million; EBITDA margin increased 350 basis points to 22% as we continue to optimize the structure's manufacturing footprint and rationalize the product mix to maximize profitability.

Patrick Winterlich: EBITDA margin increased 350 basis points to 22%, as we continue to optimize the structures manufacturing footprint and rationalize the product mix to maximize profitability. For the full year, revenue was up 8% to $1.15 billion. EBITDA was up 46% to $243 million, and EBITDA margin was 21.2%. EBITDA margin was up approximately 560 basis points as the team continues to make significant progress. Finally, slide 10. Forged Wheels quarterly revenue was up 9%, as a 10% decrease in volumes was largely offset by higher aluminum costs, tariff pass-through, and favorable foreign currency impacts. EBITDA was strong at $79 million, an increase of 20%, despite a challenging market. EBITDA margin increased 270 basis points to 29.9%....

Speaker #2: For the full year, revenue was up 8% to $1.15 billion; EBITDA was up 46% to $243 million; and EBITDA margin was 21.2%. EBITDA margin was up approximately 560 basis points as the team continues to make significant progress.

Speaker #2: Finally, slide 10. Forged wheels quarterly revenue was up 9% as a 10% decrease in volumes was largely offset by higher aluminum costs, tariff pass-through, and favorable foreign currency impacts.

Speaker #2: EBITDA was strong at $79 million; an increase of 20% despite a challenging market. EBITDA margin increased 270 basis points to 29.9%. The unfavorable margin impact of lower volumes and higher pass-through was more than offset by flexing costs; a strong product mix driven by premium products and favorable foreign currency.

Patrick Winterlich: The unfavorable margin impact of lower volumes and higher pass-through was more than offset by flexing costs, a strong product mix driven by premium products, and favorable foreign currency. For the full year, revenue was down 1% to $1.04 billion. EBITDA was up 3% to $296 million. EBITDA margin was a strong 28.5% in a challenging market and was up 130 basis points year-over-year. The Wheels team has continued to expand margins despite market, metal cost, and tariff uncertainty. Lastly, before turning it back to John, I want to highlight a couple of items. Firstly, in mid-2024, we established a 2025 dividend policy to pay cash dividends on the company's common stock at a rate of 15% ± 5% of adjusted net income.

Speaker #2: For the full year, revenue was down 1% to $1.04 billion; EBITDA was up 3% to $296 million; EBITDA margin was a strong 28.5% in a challenging market and was up 130 basis points year-over-year.

Speaker #2: The wheels team has continued to expand margins despite market metal cost and tariff uncertainty. Lastly, before turning it back to John, I want to highlight a couple of items.

Speaker #2: Firstly, in mid-2024, we established a 2025 dividend policy to pay cash dividends on the company's common stock at a rate of 15%, plus or minus 5%, of adjusted net income.

Speaker #2: Cash dividends were approximately $181 million or 12% of adjusted net income in 2025. Looking forward, we envisage that the dollar value of dividend distributions in 2026 will be higher than in 2025.

Patrick Winterlich: Cash dividends were approximately $181 million, or 12% of adjusted net income, in 2025. Looking forward, we envisage that the dollar value of dividend distributions in 2026 will be higher than in 2025. Secondly, in Q4 2025, we completed the annuitization of the UK pension plan, resulting in a $128 million reduction to Howmet's gross pension obligations. No new pension contributions were required in 2025 to complete the transaction. A third-party carrier will now pay and administer future annuity payments for this plan. Now let me turn the call back to John.

Speaker #2: Secondly, in the fourth quarter of 2025, we completed the annuitization of the UK pension plan, resulting in a $128 million reduction to gross pension obligations.

Speaker #2: No new pension contributions were required in 2025 to complete the transaction. A third-party carrier will now pay and administer future annuity payment for this plan.

Speaker #2: Now let me turn the call back to John. Thank you, Patrick, and let's move to slide 11. Let me turn to the outlook for the company and I'll provide summary comments before providing more detail for each market segment.

John Plant: Thank you, Patrick, and, let's move to slide 11. Let me turn to the outlook for the company, and I'll provide summary comments before providing more detail for each market segment. The vast majority of the markets we serve, including commercial aerospace, defense, and land-based gas turbines, are in a growth phase. The commercial truck wheel segment is stable at a low level and should begin to show signs of growth towards the latter half of 2026. Firstly, commercial aerospace is buoyed by increased air travel, both domestic and international. The highest growth is seen in Asia Pacific, notably China, but also in North America and in Europe. Freight traffic also continues to grow. Passenger demand, combined with the recent multi-year underbuild of commercial aircraft, have together led to a record OEM backlog stretching into the next decade.

John C. Plant: Thank you, Patrick, and, let's move to slide 11. Let me turn to the outlook for the company, and I'll provide summary comments before providing more detail for each market segment. The vast majority of the markets we serve, including commercial aerospace, defense, and land-based gas turbines, are in a growth phase. The commercial truck wheel segment is stable at a low level and should begin to show signs of growth towards the latter half of 2026. Firstly, commercial aerospace is buoyed by increased air travel, both domestic and international. The highest growth is seen in Asia Pacific, notably China, but also in North America and in Europe. Freight traffic also continues to grow. Passenger demand, combined with the recent multi-year underbuild of commercial aircraft, have together led to a record OEM backlog stretching into the next decade.

Speaker #2: The vast majority of the markets we serve including commercial aerospace, defense, and land-based gas turbines are in a growth phase. The commercial truck wheel segment is stable at a low level and should begin to show signs of growth towards the latter half of 2026.

Speaker #2: Firstly, commercial aerospace is buoyed by increased air travel both domestic and international. The highest growth is seen in Asia-Pacific, notably China. But also in North America, and in Europe.

Speaker #2: Freight traffic also continues to grow. Passenger demand combined with the recent multi-year underbuild of commercial aircraft have together led to a record OEM backlog stretching into the next decade.

Speaker #2: New aircraft bills including narrowbody-widebody and freighters are planned to grow at all aircraft manufacturers. I'll provide expected build rates later in the call. In addition to these robust new bills spares continue to be elevated by the expanding size and growing age of the current fleet of aircraft.

John Plant: New aircraft builds, including narrow body, wide body, and freighters, are planned to grow at all aircraft manufacturers. I'll provide expected build rates later in the call. In addition to these robust new builds, spares continue to be elevated by the expanding size and growing age of the current fleet of aircraft. This is further enhanced by durability issues found in some modern engines, essentially due to higher operating pressures and temperatures, which are required to achieve increased fuel efficiency. Air pollution in certain parts of the world further contributes to the problem. Defense markets, especially fixed-wing aircraft, are also buoyant. The largest platform, the F-35, continues to be steady for OE builds, again, with a very large new build backlog, while spares also continue to grow due to the size of the fleet.

John C. Plant: New aircraft builds, including narrow body, wide body, and freighters, are planned to grow at all aircraft manufacturers. I'll provide expected build rates later in the call. In addition to these robust new builds, spares continue to be elevated by the expanding size and growing age of the current fleet of aircraft. This is further enhanced by durability issues found in some modern engines, essentially due to higher operating pressures and temperatures, which are required to achieve increased fuel efficiency. Air pollution in certain parts of the world further contributes to the problem. Defense markets, especially fixed-wing aircraft, are also buoyant. The largest platform, the F-35, continues to be steady for OE builds, again, with a very large new build backlog, while spares also continue to grow due to the size of the fleet.

Speaker #2: This is further enhanced by durability issues found in some modern engines essentially due to higher operating pressures and temperatures, which are required to achieve increased fuel efficiency.

Speaker #2: Air pollution in certain parts of the world further contributes to the problem. Defense markets, especially fixed-wing aircraft, are also buoyant. The largest platform, the F-35, continues to be steady for OE bills again with a very large new bill backlog.

Speaker #2: While spares also continue to grow due to the size of the fleet. In fact, for our engine product segments in 2025, the F-35 spares demand exceeded the OE demand for the aggregate value of parts provided.

John Plant: In fact, for our Engine Products segment in 2025, the F-35 spares demand exceeded the OE demand for the aggregate value of parts provided. The F-15 and F-16 programs are also seeing new builds with reasonable quantities. Howmet sees strong further demand from other parts of the defense and space industry also, namely tank turbines, missiles, rocket motors, howitzers, and also spare rocket parts. The gas turbine business is entering its largest growth phase in years. While oil and gas demand is seen to be steady, the demand for electricity generation, especially from natural gas for data centers, is extremely high.

John C. Plant: In fact, for our Engine Products segment in 2025, the F-35 spares demand exceeded the OE demand for the aggregate value of parts provided. The F-15 and F-16 programs are also seeing new builds with reasonable quantities. Howmet sees strong further demand from other parts of the defense and space industry also, namely tank turbines, missiles, rocket motors, howitzers, and also spare rocket parts. The gas turbine business is entering its largest growth phase in years. While oil and gas demand is seen to be steady, the demand for electricity generation, especially from natural gas for data centers, is extremely high.

Speaker #2: The F-15 and F-16 programs are also seeing new bills with reasonable quantities. Howmet sees strong further demand from other parts of the defense and space industry also, namely tank turbines, missiles, rocket motors, howitzers, and also spare rocket parts.

Speaker #2: The gas turbine business is entering its largest growth phase in years. While oil and gas demand is seen to be steady, the demand for electricity generation especially from natural gas for data centers is extremely high.

Speaker #2: If we aggregate both large gas turbines and small to medium-sized gas turbines, we expect that our base business of approximately $1 billion should double in revenue to $2 billion over the next three to five years.

John Plant: If we aggregate both large gas turbines and small to medium-sized gas turbines, we expect that our base business of approximately $1 billion should double in revenue to $2 billion over the next 3 to 5 years, and even more growth is envisaged beyond that, especially for mini-grids. Howmet is well positioned in this segment by the supply of turbine blades, where we are the largest manufacturer of gas turbine blades in the world, covering our key customers at GE Vernova, Siemens Power, Mitsubishi Heavy, Ansaldo, Solar, and Baker Hughes, plus parts for aero-derivative engines produced by GE Aviation. We have recently completed new contracts with 4 of these 7 customers, while negotiations continue with the other 3. Additionally, the build-out of the turbine fleet over the next 5 years ensures a healthy and growing spares market for years to come. Turning now to commercial truck wheels.

John C. Plant: If we aggregate both large gas turbines and small to medium-sized gas turbines, we expect that our base business of approximately $1 billion should double in revenue to $2 billion over the next 3 to 5 years, and even more growth is envisaged beyond that, especially for mini-grids. Howmet is well positioned in this segment by the supply of turbine blades, where we are the largest manufacturer of gas turbine blades in the world, covering our key customers at GE Vernova, Siemens Power, Mitsubishi Heavy, Ansaldo, Solar, and Baker Hughes, plus parts for aero-derivative engines produced by GE Aviation. We have recently completed new contracts with 4 of these 7 customers, while negotiations continue with the other 3. Additionally, the build-out of the turbine fleet over the next 5 years ensures a healthy and growing spares market for years to come. Turning now to commercial truck wheels.

Speaker #2: And even more growth is envisaged beyond that, especially for mini grids. Howmet is well positioned in this segment via the supply of turbine blades where we are the largest manufacturer of gas turbine blades in the world, covering our key customers of GE, Vinnova, Siemens Power, Mitsubishi Heavy, and Saldo, Solar, and Baker Hughes.

Speaker #2: Plus parts for aeroderivative engines produced by GE Aviation. We have recently completed new contracts with four of the seven customers, while negotiations continue with the other three.

Speaker #2: Additionally, the build-out of the turbine fleet over the next five years ensures a healthy and growing spares market for years to come. Turning now to commercial truck wheels, we weathered the volume downturn in 2025, especially in the second half.

John Plant: We weathered the volume downturn in 2025, especially in the second half. Share growth and penetration versus steel wheels helped. For the year, commercial transportation revenue was down 5%, despite material and tariff recovery covering part of the volume downdraft. The market appears to be stabilizing, and we now believe that Q1 will be the quarterly low point. Given the new 2027 emissions regulations remain in place, we anticipate that this will begin to help demand in the second half of 2026. And then we should see the inventory multiplier effects still take effect as the truck builds increase. I'd like to mention the commercial aircraft build rate assumptions upon which our guidance is based, albeit we will match aircraft build rates, whatever they eventually turn out to be.

John C. Plant: We weathered the volume downturn in 2025, especially in the second half. Share growth and penetration versus steel wheels helped. For the year, commercial transportation revenue was down 5%, despite material and tariff recovery covering part of the volume downdraft. The market appears to be stabilizing, and we now believe that Q1 will be the quarterly low point. Given the new 2027 emissions regulations remain in place, we anticipate that this will begin to help demand in the second half of 2026. And then we should see the inventory multiplier effects still take effect as the truck builds increase. I'd like to mention the commercial aircraft build rate assumptions upon which our guidance is based, albeit we will match aircraft build rates, whatever they eventually turn out to be.

Speaker #2: Share growth and penetration versus steel wheels helped. For the year, commercial transportation revenue was down 5% despite material and tariff recovery covering part of the volume downdraft.

Speaker #2: The market appears to be stabilizing and we now believe that Q1 will be the quarterly low point. Given the new 2027 emissions regulations remain in place, we anticipate that this will begin to help demand in the second half of 2026 and then we should see the inventory multiplier effect take effect as the truck bills increase.

Speaker #2: I'd like to mention the commercial aircraft build rate assumptions upon which our guidance is based. Albeit, we will match aircraft build rates whatever they eventually turn out to be.

Speaker #2: For Boeing, the 737 assumption is 40 aircraft per month based on a rate of 42 as a daily average coming to a month without vacations.

John Plant: For Boeing, the 737 assumption is 40 aircraft per month, based on a rate of 42 as a daily average coming to a month without vacations. And the 787 is 7 a month, rising to 8 a month by Q4. For Airbus, the A320 is assumed to be 60 a month, while the A350 is at 6 per month. Our Q1 2026 guide numbers are revenue of $2.235 billion ±$10 million, EBITDA of $685 million ±$5 million, and EPS of $1.10 ±$0.01. You'll note that our Q1 revenue is an increase of 15% year-on-year above the average for 2025. We remain positive on the growth for 2026, while noting the dependency on aircraft builds.

John C. Plant: For Boeing, the 737 assumption is 40 aircraft per month, based on a rate of 42 as a daily average coming to a month without vacations. And the 787 is 7 a month, rising to 8 a month by Q4. For Airbus, the A320 is assumed to be 60 a month, while the A350 is at 6 per month. Our Q1 2026 guide numbers are revenue of $2.235 billion ±$10 million, EBITDA of $685 million ±$5 million, and EPS of $1.10 ±$0.01. You'll note that our Q1 revenue is an increase of 15% year-on-year above the average for 2025. We remain positive on the growth for 2026, while noting the dependency on aircraft builds.

Speaker #2: And the 787 is seven a month rising to eight a month by the fourth quarter. For Airbus, the A320 is assumed to be 60 a month while the A350 is at six.

Speaker #2: Per month. Our Q1 2026 guide numbers are revenue of $2.235 billion plus or minus 10 million, EBITDA of $685 million plus or minus 5 million, and EPS of $1.10 plus or minus a penny.

Speaker #2: You'll note that our Q1 revenue is an increase of 15% year-on-year, above the average for 2025. We remain positive on the growth for 2026, while noting the dependency on aircraft builds.

Speaker #2: For 2026, the numbers provided exclude the acquisition of CAMP. Revenue of $9.1 billion plus or minus 100 million, EBITDA of $2.76 billion plus or minus 50 million, earnings per share of $4.45 plus or minus a penny, and finally free cash flow of $1.6 billion plus or minus 50 million.

John Plant: For 2026, the numbers provided exclude the acquisition of CAM. Revenue of $9.1 billion, ±$100 million. EBITDA of $2.76 billion, ±$50 million. Earnings per share, $4.45, ±$0.01. Finally, free cash flow of $1.6 billion, ±$50 million. The EBITDA incremental for the year is guided to be approximately in the early 40%. I would now like to turn to portfolio commentary. In the last few months, we've been very busy. We've signed and closed on the purchase of a fasteners business in Wisconsin, Bruner Inc. We believe that this acquisition enhances our product offering and opens up new markets for Howmet to explore, especially in the longer length and wider diameter parts in the fasteners market.

John C. Plant: For 2026, the numbers provided exclude the acquisition of CAM. Revenue of $9.1 billion, ±$100 million. EBITDA of $2.76 billion, ±$50 million. Earnings per share, $4.45, ±$0.01. Finally, free cash flow of $1.6 billion, ±$50 million. The EBITDA incremental for the year is guided to be approximately in the early 40%. I would now like to turn to portfolio commentary. In the last few months, we've been very busy. We've signed and closed on the purchase of a fasteners business in Wisconsin, Bruner Inc. We believe that this acquisition enhances our product offering and opens up new markets for Howmet to explore, especially in the longer length and wider diameter parts in the fasteners market.

Speaker #2: The EBITDA incremental for the year is a guided to be approximately in the early 40%. I would now like to turn to portfolio commentary.

Speaker #2: In the first sorry, in the last few months, we've been very busy. We've signed and closed on the purchase of a fasteners business in Wisconsin Bruna Inc. We believe that this acquisition enhances our product offering and opens up new markets for Howmet to explore.

Speaker #2: Especially in the longer length and wider diameter parts in the fasteners market. The impact of this acquisition on Howmet's earnings is not material. However, it provides a very good platform for future growth.

John Plant: The impact of this acquisition on Howmet's earnings is not material. However, it provides a very good platform for future growth. The more significant acquisition is CAM in the aerospace, fasteners, and fittings business, for which we have agreed to pay $1.8 billion. Upon deal closure, the earnings per share effect in the balance of 2025 will not be of a material effect, and hence the guide is kept clean until the date of closing is known post the regulatory processes. These actions strengthen Howmet's portfolio of businesses going into 2027. The theme has been and will continue to be, to play to our strengths and allocate capital decisively to businesses that are growing and show the strongest returns on capital and cash generation. We're excited about the future, given these portfolio improvements, as well as the growing commercial aerospace and gas turbine businesses.

John C. Plant: The impact of this acquisition on Howmet's earnings is not material. However, it provides a very good platform for future growth. The more significant acquisition is CAM in the aerospace, fasteners, and fittings business, for which we have agreed to pay $1.8 billion. Upon deal closure, the earnings per share effect in the balance of 2025 will not be of a material effect, and hence the guide is kept clean until the date of closing is known post the regulatory processes. These actions strengthen Howmet's portfolio of businesses going into 2027. The theme has been and will continue to be, to play to our strengths and allocate capital decisively to businesses that are growing and show the strongest returns on capital and cash generation. We're excited about the future, given these portfolio improvements, as well as the growing commercial aerospace and gas turbine businesses.

Speaker #2: The more significant acquisition is CAMP in the aerospace fasteners and fittings business, for which we have agreed to pay $1.8 billion. Upon deal closure, the earnings per share effect in the balance of 2025 will not be of a material effect, and hence the guide is kept clean until the date of closing is known post the regulatory processes.

Speaker #2: These actions strengthen Howmet's portfolio of businesses going into 2027. The theme has been and will continue to be to plateau our strengths and allocate capital decisively to businesses that are growing and show the strongest returns on capital and cash generation.

Speaker #2: We're excited about the future given these portfolio improvements as well as the growing commercial aerospace and gas turbine businesses. Further growth updates concerning the gas turbine business will be provided as we progress throughout the year.

John Plant: Further growth updates concerning the gas turbine business will be provided as we progress throughout the year. I'll now stop and turn the meeting over to questions. Thank you.

John C. Plant: Further growth updates concerning the gas turbine business will be provided as we progress throughout the year. I'll now stop and turn the meeting over to questions. Thank you.

Speaker #2: I'll now stop and turn the meeting over to questions. Thank you.

Speaker #1: We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys.

Operator: We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. To withdraw your question, please press star, then two. Please limit yourselves to one question only. The first question is from Doug Harned with Bernstein. Please go ahead.

Speaker #1: To withdraw your question, please press star, then two. Please limit yourselves to one question only. The first question is from Doug Harnett with Bernstein.

Speaker #1: Please go ahead.

Doug Harned: Good morning. Thank you.

Speaker #3: Good morning. Thank you.

Doug Harned: Good morning. Thank you.

Speaker #2: Hi, Doug.

John Plant: Hi, Doug.

John C. Plant: Hi, Doug.

Speaker #3: John, I'd like to understand sort of how you're thinking has evolved when you look ahead over the next five years with engine products. Clearly, things have changed.

Doug Harned: So I'd like to understand sort of how your thinking has evolved when you look ahead over the next five years with engine products. Clearly, things have changed. And, you know, can you contrast your expectations for the relative growth across commercial aero, defense, gas turbines, as you think about planning, investments, and so forth? And then related to this, you just reached a record EBITDA margin of 34%, if for engine products. Are you near a ceiling with this? And what's enabling you to get to these higher margins?

Speaker #3: And can you contrast your expectations for the relative growth across commercial aero, defense, gas turbines, as you think about planning investments and so forth?

Speaker #3: And then related to this, you just reached a record EBITDA margin of 34%. For engine products, are you near a ceiling with this? And what's enabling you to get to these higher margins?

John Plant: Okay, so, as you said, my thinking has evolved. I guess thinking always evolves, with the passage of time, and the circumstances, change. I mean, I think the constant, throughout this starts off with commercial aerospace, where I've been convinced that growth will be robust and continuing. As you know, sometimes over the last 2 or 3 years, or maybe 4 years, it hasn't, it hasn't been quite as good as we had envisaged. And that's principally due to the difficulties in final assembly of aircraft, and also engines. But the trajectory has been positive, and the future continues to look really good. And so when I consider the backlog, the commercial aircraft that are there, I think it is quite extraordinary, and I think the word extraordinary is appropriate.

John C. Plant: Okay, so, as you said, my thinking has evolved. I guess thinking always evolves, with the passage of time, and the circumstances, change. I mean, I think the constant, throughout this starts off with commercial aerospace, where I've been convinced that growth will be robust and continuing. As you know, sometimes over the last 2 or 3 years, or maybe 4 years, it hasn't, it hasn't been quite as good as we had envisaged. And that's principally due to the difficulties in final assembly of aircraft, and also engines. But the trajectory has been positive, and the future continues to look really good. And so when I consider the backlog, the commercial aircraft that are there, I think it is quite extraordinary, and I think the word extraordinary is appropriate.

Speaker #2: Okay. So did you say by thinking has evolved? I guess thinking growth evolves with the passage of time and the circumstances, change. I mean, I think the constant throughout this starts off with commercial aerospace where I've been convinced that growth will be robust and continuing.

Speaker #2: As you know, sometimes over the last two or three years or maybe four years, it hasn't been quite as good as we had envisaged.

Speaker #2: And that's principally due to the difficulties in final assembly of aircraft. And also engines. But the trajectory has been positive and the future continues to look really good.

Speaker #2: And so when I consider the backlog, the commercial aircraft that are there, I think it is quite extraordinary. And I think the word extraordinary is appropriate.

Speaker #2: And that applies to both narrow-body aircraft and wide-body aircraft. Since if you were to order a new aircraft today, you're really looking at delivery beyond 2030.

John Plant: And that applies to both narrow body aircraft and wide body aircraft. Since if you were to order a new aircraft today, you're really looking at delivery beyond 2030, and if build rates were not to increase, then it would be possibly almost towards the end of the 2030s. And so there's a very strong requirement for builds to increase, and so I think that backlog number gives great comfort in the investments that we've made. And you've seen our capital expenditure develop, you know, very notably over the last few years. And I know we've talked previously about building out another complete manufacturing plant and extending, let's say, 1.5 manufacturing plants, and that's for our commercial aerospace business.

John C. Plant: And that applies to both narrow body aircraft and wide body aircraft. Since if you were to order a new aircraft today, you're really looking at delivery beyond 2030, and if build rates were not to increase, then it would be possibly almost towards the end of the 2030s. And so there's a very strong requirement for builds to increase, and so I think that backlog number gives great comfort in the investments that we've made. And you've seen our capital expenditure develop, you know, very notably over the last few years. And I know we've talked previously about building out another complete manufacturing plant and extending, let's say, 1.5 manufacturing plants, and that's for our commercial aerospace business.

Speaker #2: And if build rates were not to increase, then it would be possibly almost towards the end of the 2030 decade. And so there's a very strong requirement for builds to increase and so I think that backlog number gives great comfort in the investments that we've made.

Speaker #2: And you've seen our capital expenditure develop very notably over the last few years. And we've talked previously about building out another complete manufacturing plant and extending, say, one and a half manufacturing plants for our commercial aerospace business.

Speaker #2: So that's been very significant and that's on top of the new engine plant that we built in 2020 coming on stream at that time.

John Plant: So that's been very significant, and that's on top of the new engine plant that we built in 2020, coming on stream at that time, just the start of COVID. So there's been a tremendous investment for the commercial aerospace market. At the same time, we've seen very solid demand for defense, and I think the surprise there has not been the solidity of the F-35, more so the fact that the other legacy aircraft have also seen significant new orders. But the F-35 is the flagship program that we have. But now when we look out, you know, there's a significant emerging segments of missiles for us, where we're seeing very significant demand increases.

John C. Plant: So that's been very significant, and that's on top of the new engine plant that we built in 2020, coming on stream at that time, just the start of COVID. So there's been a tremendous investment for the commercial aerospace market. At the same time, we've seen very solid demand for defense, and I think the surprise there has not been the solidity of the F-35, more so the fact that the other legacy aircraft have also seen significant new orders. But the F-35 is the flagship program that we have. But now when we look out, you know, there's a significant emerging segments of missiles for us, where we're seeing very significant demand increases.

Speaker #2: We started COVID. So it's been a tremendous investment for the commercial aerospace market. At the same time, we've seen very solid demand for defense.

Speaker #2: And I think the surprise there has not been the solidity of the F-35. More so the fact that the other legacy aircraft have also seen a significant new orders.

Speaker #2: But the F-35 is the flagship program that we have but now when we look out, there's a significant emerging segments of missiles for us where we're seeing very significant demand increases.

Speaker #2: And just at the moment, we're also spending a lot of our engineering efforts to try and ensure that we have position on engines for drones and for the larger cruise missiles.

John Plant: And just at the moment, we're also spending a lot of our engineering efforts to try and ensure that we have position on engines for drones and for the larger cruise missiles. And so, again, we see defense as a continuing good sector for us, and which we're backing with investment dollars in a significant way. I think the biggest change to my thinking has been for the gas turbine market, and historically, if you'd gone back by 7 years, I'd have said this was a more cyclical business. It had shown, you know, periods of rapid growth and rapid decline, and it was one where I was quite leery about making investments in that segment.

John C. Plant: And just at the moment, we're also spending a lot of our engineering efforts to try and ensure that we have position on engines for drones and for the larger cruise missiles. And so, again, we see defense as a continuing good sector for us, and which we're backing with investment dollars in a significant way. I think the biggest change to my thinking has been for the gas turbine market, and historically, if you'd gone back by 7 years, I'd have said this was a more cyclical business. It had shown, you know, periods of rapid growth and rapid decline, and it was one where I was quite leery about making investments in that segment.

Speaker #2: And so again, we see defense as a continuing good sector for us and which we're backing with investment dollars in a significant way. I think the biggest change to my thinking has been for the gas turbine market.

Speaker #2: And historically, if you'd gone back by seven years, I'd have said this was a more cyclical business. It had shown periods of rapid growth and rapid decline.

Speaker #2: And it was one where I was quite leery about making investments in that segment. And then I think things began to change with, I'll say, more consistency of product management by our customers.

John Plant: And then I think things began to change with, I'll say, more consistency of product management by our customers, so far less new product introductions and therefore more buildable, repeatable product. And then the emergence of demand, which seemed to be, you know, a long, ongoing need to support the renewable industries with a base level of capability and fast response. But it didn't really stop there, and now the, I'll say, emphasis is probably a little bit less on renewables and more on fossil fuels. And certainly, when you look at it, if coal-fired power stations are not being retired, then the tremendous demand that's there can only really, realistically be filled by the natural gas market.

John C. Plant: And then I think things began to change with, I'll say, more consistency of product management by our customers, so far less new product introductions and therefore more buildable, repeatable product. And then the emergence of demand, which seemed to be, you know, a long, ongoing need to support the renewable industries with a base level of capability and fast response. But it didn't really stop there, and now the, I'll say, emphasis is probably a little bit less on renewables and more on fossil fuels. And certainly, when you look at it, if coal-fired power stations are not being retired, then the tremendous demand that's there can only really, realistically be filled by the natural gas market.

Speaker #2: So far less new product introductions and therefore more buildable, repeatable product. And then the emergence of demand, which seemed to be a long ongoing need to support the renewable industries with a base level of capability and fast response.

Speaker #2: But it didn't really stop there. And now the, I'll say, the emphasis is probably a little bit less on renewables and more on fossil fuels and certainly when you look at it, if coal-fired power stations are not being retired, then the tremendous demand that's there can only really be realistically fulfilled by the natural gas market.

Speaker #2: And so, when you look at it with the demand projections for data centers—and that was without the advent of AI—it caused me to think about the willingness to invest, and so we did tick up our capital deployment in new equipment in 2024, and then more again in 2025.

John Plant: And so when you look at it and with the demand projections for data centers, and that was without the advent of AI, it caused me to think about the willingness to invest, and so we did tick up capital deployment in new equipment in 2024 and then more again in 2025. And you saw the capital expenditure for the year, you know, very, very significantly above that which we envisaged at the beginning of the year, to go back to our guidance a year before. And now we're looking at 2026, where it's gonna be a higher number again, and we've picked a midpoint of about $470 million, but I could envisage it rising above that.

John C. Plant: And so when you look at it and with the demand projections for data centers, and that was without the advent of AI, it caused me to think about the willingness to invest, and so we did tick up capital deployment in new equipment in 2024 and then more again in 2025. And you saw the capital expenditure for the year, you know, very, very significantly above that which we envisaged at the beginning of the year, to go back to our guidance a year before. And now we're looking at 2026, where it's gonna be a higher number again, and we've picked a midpoint of about $470 million, but I could envisage it rising above that.

Speaker #2: And you saw the capital expenditure for the year in a very, very significantly above that which we envisaged at the beginning of the year to go back to our guide a year before.

Speaker #2: And now we're looking at 2026 where it's going to be a higher number again. And we've picked a midpoint of about 470 million. But I could envisage it rising above that.

John Plant: But at the same time, we're really trying and ensuring that we, you know, have that consistency of free cash flow conversion of the, of the 90%. And so, 2025 was a year where there was not a lot of new output from the capital expenditures that we had put into the ground. I think it's more a question of, yield improvement to allow for the average of a 25% growth rate area. And we had been, I'll say, quite successful and, and probably exceeded our expectations of the improvements we could make.

Speaker #2: But at the same time, we're really trying and ensuring that we have that consistency of free cash flow conversion of the 90%. And so 2025 was a year where there was not a lot of new output from the capital expenditures that we had put into the ground.

John C. Plant: But at the same time, we're really trying and ensuring that we, you know, have that consistency of free cash flow conversion of the, of the 90%. And so, 2025 was a year where there was not a lot of new output from the capital expenditures that we had put into the ground. I think it's more a question of, yield improvement to allow for the average of a 25% growth rate area. And we had been, I'll say, quite successful and, and probably exceeded our expectations of the improvements we could make.

Speaker #2: And it was more a question of yield improvement to allow for the average of a 25% growth in that area. And we had been quite successful and probably exceeded our expectations of the improvements we could make.

Speaker #2: And as you know, in previous calls, I've talked about building a new plant in Japan which has been done. Building a new plant in Europe which has been done.

John Plant: And as you know, in previous calls, I've talked about building a new plant in Japan, which has been done, building a new plant in Europe, which has been done, and then placing new capital into those two new manufacturing plants, plus the existing one in the US. And so a lot of that capital will come on stream towards the back end of 2026 and into 2027. But it hasn't really stopped there, and in dialogue with our customers more recently, we are seeing, again, further demand patterns evolve, where additional investments are required. And so right now, if I was to call it, I envisage that 2027, we'll see an even higher capital number if all of our discussions come home. And at the...

John C. Plant: And as you know, in previous calls, I've talked about building a new plant in Japan, which has been done, building a new plant in Europe, which has been done, and then placing new capital into those two new manufacturing plants, plus the existing one in the US. And so a lot of that capital will come on stream towards the back end of 2026 and into 2027. But it hasn't really stopped there, and in dialogue with our customers more recently, we are seeing, again, further demand patterns evolve, where additional investments are required. And so right now, if I was to call it, I envisage that 2027, we'll see an even higher capital number if all of our discussions come home. And at the...

Speaker #2: And then placing new capital into those two new manufacturing plants plus the existing one in the US. And so a lot of that capital will come on stream towards the back end of 2026 and into 2027.

Speaker #2: But it hasn't really stopped there, and in dialogue with our customers more recently, we're seeing, again, further demand patterns evolve where additional investments are required.

Speaker #2: And so right now, if I was to call it, I envisage that 2027, we'll see an even higher capital number if all of the discussions come home.

Speaker #2: And I quoted in my prepared remarks about four out of seven customers. That was the both the very large gas turbine customers and the, I'll say, small and mid-sized.

John Plant: I quoted in my prepared remarks about 4 out of 7 customers. That was both the very large gas turbine customers and the, I'll say, small and mid-sized. But if I just confine it to the large gas turbines for principally utilities, but now some of them being sold directly to data centers where, you know, it's a gigawatt of energy, you know, output is required, then we've now completed 3 out of 4, I'll say, outcomes or discussions with those customers, and have reached agreements whereby we would seek to invest more for the future, while ensuring, again, that we have a, you know, healthy returns for our shareholders.

John C. Plant: I quoted in my prepared remarks about 4 out of 7 customers. That was both the very large gas turbine customers and the, I'll say, small and mid-sized. But if I just confine it to the large gas turbines for principally utilities, but now some of them being sold directly to data centers where, you know, it's a gigawatt of energy, you know, output is required, then we've now completed 3 out of 4, I'll say, outcomes or discussions with those customers, and have reached agreements whereby we would seek to invest more for the future, while ensuring, again, that we have a, you know, healthy returns for our shareholders.

Speaker #2: But if I just confine it to the large gas turbines for the principal, the utilities, but now some of them being sold directly to data centers where it's a gigawatt of energy output is required, then we've now completed three out of four, I will say, outcomes or discussions with those customers.

Speaker #2: And have reached agreement whereby we would seek to invest more for the future while ensuring, again, that we have healthy returns for how much shareholders.

Speaker #2: So I think that really covers how I think that it's evolved in our thinking both through commercial areas-based defense, supplementary areas, and further market opportunity in defense.

John Plant: So I think that really covers how, you know, I, I think that it's evolved in our thinking, both through commercial aerospace, defense, supplementary areas, and further market opportunity in defense. There will be collaborative combat aircraft as well, and their engine requirements, and now in the gas turbine market. So it's a particularly exciting time, and, and as you know, we always back the areas of investment in the company which earn high returns. Hope that covers it, Doug?

John C. Plant: So I think that really covers how, you know, I, I think that it's evolved in our thinking, both through commercial aerospace, defense, supplementary areas, and further market opportunity in defense. There will be collaborative combat aircraft as well, and their engine requirements, and now in the gas turbine market. So it's a particularly exciting time, and, and as you know, we always back the areas of investment in the company which earn high returns. Hope that covers it, Doug?

Speaker #2: We've been collaborative combat aircraft as well, and our engine requirements, and now in the gas turbine market. So it's a particularly exciting time, and as you know, we always back the areas of investment in the company which earn higher returns.

Speaker #2: Hope that covers it, Doug.

Speaker #3: Well, and just on margins, the 34%, which was unusually high.

Doug Harned: Well, and just on margins, the 34%, which was unusually high.

Speaker #2: Well, I think it's a good margin. As you know, I never am willing to consider what margins are for the future because I find it always a very difficult topic to cover.

John Plant: Well, I think it's a good margin. As you know, I never am willing to consider, you know, what margins are for the future, 'cause I find it always a very difficult topic to cover. As you know, we don't seek to take them down, but at the same time, predicting increases is, you know, it's not something that I've ever been willing to do, and because so many factors come into play in regard to that. I mean, at the moment, I see, for example, us having to take on additional costs, not only at the new manufacturing plants, but also I think that we're gonna, you know, sort of recruit another net 1,500 people plus in 2026 into our engine segment.

John C. Plant: Well, I think it's a good margin. As you know, I never am willing to consider, you know, what margins are for the future, 'cause I find it always a very difficult topic to cover. As you know, we don't seek to take them down, but at the same time, predicting increases is, you know, it's not something that I've ever been willing to do, and because so many factors come into play in regard to that. I mean, at the moment, I see, for example, us having to take on additional costs, not only at the new manufacturing plants, but also I think that we're gonna, you know, sort of recruit another net 1,500 people plus in 2026 into our engine segment.

Speaker #2: As you know, we don't seek to take them down, but at the same time, predicting increases is not something that I've ever been willing to do.

Speaker #2: And because so many factors come into play in regarding that. I mean, at the moment, I see, for example, us having to take on additional costs, not only of the new manufacturing plants, but also I think that we're going to sort of recruit another net 1,500 people plus in 2026 into our engine segment.

Speaker #2: And so on all of those people, we'll require training and etc., etc. So there's a lot going on. And I'm also very clear if we were to hit all of our marks, then again, the output that we need to achieve won't come from just the new capital, though.

John Plant: And so, you know, on all of those people will require training and, you know, et cetera, et cetera. So there's a lot going on, and I'm also very clear that if we were to hit all of our marks, then, again, you know, the output that we need to achieve, what won't come from just the new capital load. We've got to try to attain further yield improvements, which then requires us to have, you know, effective labor, and then obviously bringing together of all of the, you know, I'll say the flow that we have and trying to get more repeatable product through our manufacturing facilities.

John C. Plant: And so, you know, on all of those people will require training and, you know, et cetera, et cetera. So there's a lot going on, and I'm also very clear that if we were to hit all of our marks, then, again, you know, the output that we need to achieve, what won't come from just the new capital load. We've got to try to attain further yield improvements, which then requires us to have, you know, effective labor, and then obviously bringing together of all of the, you know, I'll say the flow that we have and trying to get more repeatable product through our manufacturing facilities.

Speaker #2: We've got to try to attain further yield improvements, which then requires us to have effective labor and then obviously bringing together of all of the, I'll say, the flow that we have and trying to get more repeatable product through our manufacturing facilities.

Speaker #2: And I think the opportunity which I see in the midterm is that we will be able to move from more batch production in the gas turbine area to more of a flow-style production.

John Plant: I think the opportunity, which I see in the midterm, is that we will be able to move from more batch production in the gas turbine area to more of a flow style production, which again, towards the end of the decade, should begin to say further give us impetus on yields and therefore margin, but it's way too early to predict that, Doug.

John C. Plant: I think the opportunity, which I see in the midterm, is that we will be able to move from more batch production in the gas turbine area to more of a flow style production, which again, towards the end of the decade, should begin to say further give us impetus on yields and therefore margin, but it's way too early to predict that, Doug.

Speaker #2: Which again, towards the end of the decade, should begin to further give us impetus on yields and therefore margin. But it's way too early to predict that, Doug.

Speaker #3: Great. Very good. Thank

Doug Harned: Great. Very good. Thank you.

Speaker #2: Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Speaker #1: The next question is from Seth Seifman with JPMorgan. Please go ahead.

Operator: The next question is from Seth Seifman with J.P. Morgan. Please go ahead.

Speaker #4: Yeah. Hey, guys. This is Alex Han for Seth today. Maybe one kind of more specific to the guide for this year. Based on the guide for Q1, the midpoint of the rest of the guide for 2026 kind of implies minimal improvement in revenue-adjusted EBITDA and adjusted EPS.

Seth Seifman: Yeah. Hey, guys, this is Alex on for Seth today. Yeah, maybe one kind of more specific to the guide for this year. You know, based on the guide for Q1, the midpoint of the rest of the guide for 2026 kind of implies minimal improvement in revenue, Adjusted EBITDA and Adjusted EPS. You know, I'm wondering if you could kind of walk us through the puts and takes there and why that is? And, you know, also on the margin, you know, the full year guide kind of implies that the margin's gonna decline 30 bps for the full year from the 30.6 in Q1.

Speaker #4: I'm wondering if you could kind of walk us through the puts and takes there and why that is and also on the margin, the full-year guide kind of implies that the margin is going to decline 30 bips for the full year from the 30.6 in Q1.

Speaker #4: I'm wondering how much of that might be related to maybe some startup friction related to the engine capacity additions you're expecting to come online this year, or if there's maybe some other things we should account for there.

Seth Seifman: You know, wondering how much of that might be related to maybe some startup friction, you know, related to the engine capacity additions you're expecting to come online this year, or if there's, you know, maybe some other things we should account for there. Thanks.

Speaker #4: Thanks.

Speaker #2: Well, I think, Alex, the most important thing to note is that we do have an extraordinary amount going on in the company. We're deploying capital for new equipment.

John Plant: Well, I think, Alex, the most important thing to note is that we do have an extraordinary amount going on in the company. You know, we're deploying capital for new equipment at an extraordinary rate. You know, we're building out, you know, extending five new manufacturing plants. And one thing I hadn't commented on is that we actually purchased another manufacturing plant, so let's call it a brownfield, in February of this year, essentially aimed at the gas turbine market, because we've literally run out of square footage, and so with all the capacitization that we've been considering. And then as you have heard, we're taking on two acquisitions, one of which we've closed, one of which, you know, we expect to close during the year.

John C. Plant: Well, I think, Alex, the most important thing to note is that we do have an extraordinary amount going on in the company. You know, we're deploying capital for new equipment at an extraordinary rate. You know, we're building out, you know, extending five new manufacturing plants. And one thing I hadn't commented on is that we actually purchased another manufacturing plant, so let's call it a brownfield, in February of this year, essentially aimed at the gas turbine market, because we've literally run out of square footage, and so with all the capacitization that we've been considering. And then as you have heard, we're taking on two acquisitions, one of which we've closed, one of which, you know, we expect to close during the year.

Speaker #2: It's an extraordinary rate. We're building or extending five new manufacturing plants. And one thing I haven't commented on is that we actually purchased another manufacturing plant.

Speaker #2: So let's call it a brownfield. In February of this year, essentially aimed at the gas turbine market because we've literally run out of square footage.

Speaker #2: And so, with all the capacitization that we've been considering, and then, as you have heard, we're taking on two acquisitions—one of which we've closed, and one of which we expect to close during the year.

Speaker #2: So, between building out of capital equipment, building out of new sites, recruitment of labor, and also the acquisitions we've talked about, that's an enormous amount going on.

John Plant: So between building out of capital equipment, building out of new sites, recruitment of labor, and also the acquisitions we've talked about, that's an enormous amount going on. And, you know, you, it's always a struggle to believe you'll be successful, you know, on every single one of them, and et cetera, et cetera. So, I mean, for me, 30 basis points of margin is not really that significant. I'd look at the incrementals and I'll say, you know, it's like, I think 43% in Q1, and maybe I think 41% for the year. So again, pretty close. And, you know, we've got to make sure that all of those new manufacturing facilities come on stream, you know, build product while taking on labor. And, you know, and, you know, there's always-...

John C. Plant: So between building out of capital equipment, building out of new sites, recruitment of labor, and also the acquisitions we've talked about, that's an enormous amount going on. And, you know, you, it's always a struggle to believe you'll be successful, you know, on every single one of them, and et cetera, et cetera. So, I mean, for me, 30 basis points of margin is not really that significant. I'd look at the incrementals and I'll say, you know, it's like, I think 43% in Q1, and maybe I think 41% for the year. So again, pretty close. And, you know, we've got to make sure that all of those new manufacturing facilities come on stream, you know, build product while taking on labor. And, you know, and, you know, there's always-...

Speaker #2: And it's always a struggle to believe you'd be successful on every single one of them and etc., etc. So I mean, for me, 30 basis points of margin is not really that significant.

Speaker #2: I'd look at the incrementals and I'll say it's like I think 43% in Q1 and maybe I think 41% for the year. So again, pretty close.

Speaker #2: And we've got to make sure that all of those new manufacturing facilities come on stream bill product while taking on labor. And there's always the possibility of us not hitting everything in quite the way we do.

John Plant: The possibility of us not hitting everything, in quite the way we do it, and therefore, I think caution is always, you know, the best way, and, you know, we take, as you've heard me say in the, in the past, our guide seriously. So, you know, I think predicting 30, is it 30.3% EBITDA margins for the year is, is, is pretty good at this point. And if they, you know, if they, if we manage everything really well, then maybe it'll be better, but at this point, I, you know, I, I think we've given you our best shot of what we think is a balanced view of everything that's going on.

John C. Plant: The possibility of us not hitting everything, in quite the way we do it, and therefore, I think caution is always, you know, the best way, and, you know, we take, as you've heard me say in the, in the past, our guide seriously. So, you know, I think predicting 30, is it 30.3% EBITDA margins for the year is, is, is pretty good at this point. And if they, you know, if they, if we manage everything really well, then maybe it'll be better, but at this point, I, you know, I, I think we've given you our best shot of what we think is a balanced view of everything that's going on.

Speaker #2: And therefore, I think caution is always the best way. And we take, as you've heard me say in the past, our guide seriously. So I think predicting 30, is it 30.3% EBITDA margins for the year, is pretty good at this point.

Speaker #2: And if they if we manage everything really well, then maybe it'll be better. But at this point, I think we're giving you that best shot of what we think is a balanced view of everything that's going on.

Speaker #4: Okay. Thank you very much.

Patrick Winterlich: Okay. Thank you very much.

Seth Seifman: Okay. Thank you very much.

Speaker #2: Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Speaker #1: The next question is from Robert Stallard with Vertical Research. Please go ahead.

Operator: The next question is from Robert Stallard with Vertical Research. Please go ahead.

Speaker #5: Thanks so much. Good morning.

Robert Stallard: Thanks so much. Good morning.

Speaker #2: Hey, Robert.

John Plant: Hey, Robert.

John C. Plant: Hey, Robert.

Robert Stallard: John, I just want to follow up on your comments on the ITT investment. Do you think the ROIC on all this spending is gonna be similar to what you've achieved in commercial aerospace in the past?

Speaker #5: I'm John. I just want to follow up on your comments on the ITT investment. Do you think the ROIC on all this spending is going to be similar to what you've achieved in commercial aerospace in the past?

John Plant: I think first of all, if you go back and review what I've said publicly is that there essentially is no difference between the margin that we have on gas turbines and, you know, output in our commercial aerospace or defense aerospace. And so it's all, I mean, a similar to order of magnitude. If you look at the embedded return on capital, again, of a very similar nature. Of course, you know, the more, I'll say, brand new virgin capital you deploy, it can act as a bit of a drag on those returns.

Speaker #2: I think, first of all, if you go back and review what I've said publicly, is that there essentially is no difference between the margin that we have on gas turbines and output in our commercial aerospace or defense aerospace.

John C. Plant: I think first of all, if you go back and review what I've said publicly is that there essentially is no difference between the margin that we have on gas turbines and, you know, output in our commercial aerospace or defense aerospace. And so it's all, I mean, a similar to order of magnitude. If you look at the embedded return on capital, again, of a very similar nature. Of course, you know, the more, I'll say, brand new virgin capital you deploy, it can act as a bit of a drag on those returns.

Speaker #2: And so it's all similar to order of magnitude. If you look at the embedded return on capital gain of a very similar nature, of course, the more I'll say brand new virgin capital you deploy, it can act as a bit of a drag on those returns.

Speaker #2: And at the moment, it's difficult to plan out all of the blends that might be going on since we haven't bottomed yet what the final capital deployment will be in the gas turbine sector.

John Plant: At the moment, you know, it's difficult to plan out all of the blends that might be going on since, you know, we haven't bottomed yet what the final capital deployment will be in the gas turbines, you know, sector. As I said, we've completed 3 out of 4 of the major large gas turbine customers, or across the whole of the gas turbine segment, 4 out of 7, so there's still a lot to consider. Each one of our customers are also looking themselves, you know, whether they can achieve an output increase across, you know, all of the, I'll say, you know, their own bills plus other, you know, I'll say, component suppliers.

John C. Plant: At the moment, you know, it's difficult to plan out all of the blends that might be going on since, you know, we haven't bottomed yet what the final capital deployment will be in the gas turbines, you know, sector. As I said, we've completed 3 out of 4 of the major large gas turbine customers, or across the whole of the gas turbine segment, 4 out of 7, so there's still a lot to consider. Each one of our customers are also looking themselves, you know, whether they can achieve an output increase across, you know, all of the, I'll say, you know, their own bills plus other, you know, I'll say, component suppliers.

Speaker #2: As I said, we've completed three out of four of the major large gas turbine customers all across the whole of the gas turbine segment.

Speaker #2: Four out of seven. So there's still a lot to consider. And each one of our customers are also looking themselves at whether they can achieve an output increase across all of their own builds plus other, I'll say, component suppliers. And so all of those discussions are continuing, and therefore the final capital bill and exactly the timing of it—when it's going to be deployed—are still to be determined.

John Plant: And so all of those discussions are continuing, and therefore, the final capital bill and, you know, exactly the timing of it will, how it- it's gonna be deployed is difficult to know. But the, you know, the direction of what I've tried to indicate, you know, we've... I know it's like we've spent maybe $300 and, I can't know the number now, $350 million plus or minus, or $340, 2024, $415, 2025. We're saying $470 midpoint, with a plus or minus 20. But if you ask me to give a gut feel, I'd be saying more like a plus at that side at, at this point.

John C. Plant: And so all of those discussions are continuing, and therefore, the final capital bill and, you know, exactly the timing of it will, how it- it's gonna be deployed is difficult to know. But the, you know, the direction of what I've tried to indicate, you know, we've... I know it's like we've spent maybe $300 and, I can't know the number now, $350 million plus or minus, or $340, 2024, $415, 2025. We're saying $470 midpoint, with a plus or minus 20. But if you ask me to give a gut feel, I'd be saying more like a plus at that side at, at this point.

Speaker #2: It's difficult to know. But the direction of what I've tried to indicate, I know it's like we've spent maybe $300 million—and I can't remember the number now—$350 million, plus or minus, or $340 million in '24, $450 million in '25.

Speaker #2: We're saying 470 midpoint with a plus or minus 20. But if you ask me to give a gut feel, I'll be saying, well, I get plus at that side at this point.

Speaker #2: And 27, again, it's not fully baked by any means. But I envisage at the moment to be at least the amount that we have in 2026 or possibly even higher.

John Plant: And 2027, you know, again, it's not fully baked by any means, but I envisage at the moment to be at least, at least, the amount that we have in 2026 or, or possibly even higher as we complete all of these things. And then just trying to, you know, say, bring it all to earth as we plan all these things out and, and again, you know, make sure that we can afford it within the envelope of cash generation we've talked about. So just specifically being on ROIC, it's all at the similar order of magnitude today, but the blends of what's new capital versus the existing base, you know, that, that can change as we move through the next two, three years.

John C. Plant: And 2027, you know, again, it's not fully baked by any means, but I envisage at the moment to be at least, at least, the amount that we have in 2026 or, or possibly even higher as we complete all of these things. And then just trying to, you know, say, bring it all to earth as we plan all these things out and, and again, you know, make sure that we can afford it within the envelope of cash generation we've talked about. So just specifically being on ROIC, it's all at the similar order of magnitude today, but the blends of what's new capital versus the existing base, you know, that, that can change as we move through the next two, three years.

Speaker #2: As we complete all of these things, and then just trying to say bring it all to earth as we plan all these things out and again, make sure that we can afford it even with the envelope of cash generation we've talked about.

Speaker #2: So just specifically picking on ROIC, it's all of a similar order of magnitude today. But the blends of what's new capital versus the existing base, that can change as we move through the next two or three years.

Speaker #5: All right. That's great. Thanks, John.

Robert Stallard: All right. That's great. Thanks, John.

Speaker #2: Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Speaker #1: The next question is from John Godin with Citi. Please go ahead.

Operator: The next question is from John Godin with Citi. Please go ahead.

Speaker #6: Hey, thanks for taking my question. Cash generation has been strong. Financial leverage at record lows, like you mentioned. I just wanted to talk about capital deployment a bit.

Operator: Hey, thanks for taking my question. Cash generation has been strong, financial leverage at record lows, like you mentioned. I just wanted to talk about capital deployment a bit. How you're thinking about M&A versus buybacks, and with M&A, we saw, you know, the Consolidated Aerospace Manufacturing deal, which was a bit larger. I'm just kind of curious how you're thinking about the landscape for larger M&A and growth opportunities that could unlock.

John Godin: Hey, thanks for taking my question. Cash generation has been strong, financial leverage at record lows, like you mentioned. I just wanted to talk about capital deployment a bit. How you're thinking about M&A versus buybacks, and with M&A, we saw, you know, the Consolidated Aerospace Manufacturing deal, which was a bit larger. I'm just kind of curious how you're thinking about the landscape for larger M&A and growth opportunities that could unlock.

Speaker #6: How you're thinking about M&A versus buybacks and with M&A, we saw the consolidated aerospace manufacturing deal, which was a bit larger - I'm just kind of curious how you're thinking about the landscape for larger M&A and growth opportunities that could unlock.

John Plant: First of all, we've been pretty bold on providing returns to our shareholders, essentially passing back all of the the cash flow that we've achieved, whether it's been, you know, share repurchase, dividend, or I see debt reduction in the same category, while ensuring that we have always invested enough to be able to, you know, basically drive the organic growth of the company forward. And you've seen consistently growth in the double digits area for several years and also indicating another double-digit growth for this year. And if we're successful on all of the capital expenditure this year, then I envision 2027 is also gonna be healthy. So as...

Speaker #2: And first of all, we've been pretty bold on providing returns to our shareholders. Essentially, passing back all of the cash flow that we've ve achieved, whether it's been share repurchase, dividend, IC debt reduction, the same category.

John C. Plant: First of all, we've been pretty bold on providing returns to our shareholders, essentially passing back all of the the cash flow that we've achieved, whether it's been, you know, share repurchase, dividend, or I see debt reduction in the same category, while ensuring that we have always invested enough to be able to, you know, basically drive the organic growth of the company forward. And you've seen consistently growth in the double digits area for several years and also indicating another double-digit growth for this year. And if we're successful on all of the capital expenditure this year, then I envision 2027 is also gonna be healthy. So as...

Speaker #2: While ensuring that we have always invested enough to be able to basically drive the organic growth of the company forward. And you've seen consistently growth in the double digit area.

Speaker #2: For several years and also indicating another double-digit growth for this year. And if we're successful on all of the capital expenditure this year, then I envision 27 is also going to be healthy.

Speaker #2: So I mean, so first priority, John, is always the deployment of capital to enable the growth opportunities that we have come to fruition. Then clearly, we measure the, I'll say, share buyback and also while taking into account the opportunity for M&A and where the leverage of the balance sheet is.

John Plant: I mean, so first priority, John, is always the deployment of capital to enable the growth opportunities that we have, you know, as they come to fruition. Then, clearly, we measure the, I'll say, share buyback, and also while taking into account the opportunity for M&A and where the leverage of the balance sheet is. And so to think about CAM, it is, you know, $1.8 billion is significant, but at the same time... where we think about the leverage is that, you know, we're below our long run target average, let's call it 1.5 or less than that. And so CAM doesn't really stretch us, and we envisage being able to continue to buy back shares as well. So it's not a... currently, it's not a choice, one or the other.

John C. Plant: I mean, so first priority, John, is always the deployment of capital to enable the growth opportunities that we have, you know, as they come to fruition. Then, clearly, we measure the, I'll say, share buyback, and also while taking into account the opportunity for M&A and where the leverage of the balance sheet is. And so to think about CAM, it is, you know, $1.8 billion is significant, but at the same time... where we think about the leverage is that, you know, we're below our long run target average, let's call it 1.5 or less than that. And so CAM doesn't really stretch us, and we envisage being able to continue to buy back shares as well. So it's not a... currently, it's not a choice, one or the other.

Speaker #2: And so if you think about CAM, $1.8 billion is significant. But at the same time, where we think about the leverage is that we're below our long-run target average—let's call it 1.5 or less than that.

Speaker #2: And so CAM doesn't really stretch us. And we envisage being able to continue to buy back shares as well. So it's not a currently, it's not a choice one or the other.

Speaker #2: We're able to, I'll say, at this point, do it all. We're investing in the business at record levels. So 450 trending to 500 million.

John Plant: We're able to, I'll say, at this point, do it all. We're investing in the business at record levels, so $450 million trending to $500 million. We're deploying share buyback in a significant way and probably gonna end up with a larger buyback in 2026 than we had in 2025. We are deploying capital into CAM of about $1.8 billion. And if I give you dimensions for the Bruner acquisition, it's, it's in that $120 million to $150 million range of, of, let's say, capital, and so let's say about $60 million of revenue. So we, at the moment, if you think about it, and also we've been kicking up dividend as well, even though the dividend yield is not the highest, because, you know, we're growing so rapidly.

John C. Plant: We're able to, I'll say, at this point, do it all. We're investing in the business at record levels, so $450 million trending to $500 million. We're deploying share buyback in a significant way and probably gonna end up with a larger buyback in 2026 than we had in 2025. We are deploying capital into CAM of about $1.8 billion. And if I give you dimensions for the Bruner acquisition, it's, it's in that $120 million to $150 million range of, of, let's say, capital, and so let's say about $60 million of revenue. So we, at the moment, if you think about it, and also we've been kicking up dividend as well, even though the dividend yield is not the highest, because, you know, we're growing so rapidly.

Speaker #2: We're deploying share buyback in a significant way. And probably going to end up with a larger buyback in 2026 than we had in 2025.

Speaker #2: We're deploying capital into CAM of about 1.8 billion. And if I give you dimensions for the blue and acquisition, it's in that 120 million to 150 million range of, I'd say, capital and let's say about a 60 million of revenue.

Speaker #2: So at the moment, if you think about it, and also been kicking up dividend as well, even though the dividend yield is not the highest because we're growing so rapidly.

Speaker #2: I mean, we're managing at this point to do it all. So, I don't see why we have to fundamentally say we're going to do one or the other.

John Plant: I mean, we're managing, at this point, to do it all. So, I don't see why we have to, you know, you know, fundamentally say we're gonna do one or the other. And so, you know, we shall keep reviewing whether other M&A opportunities come up, but again, be very disciplined. And you've seen the two we've done very much down the middle of the fairway of, you know, it's in segments that we know well, segments that have earned the right to grow, segments that are producing very healthy, absolute margins. And so, you know, an increased CapEx for fasteners, absolutely. You know, willingness to deploy for an acquisition, absolutely. And it's not stopping us, also buying back shares at an elevated rate above the previous years. Excellent. Thank you. Thank you.

John C. Plant: I mean, we're managing, at this point, to do it all. So, I don't see why we have to, you know, you know, fundamentally say we're gonna do one or the other. And so, you know, we shall keep reviewing whether other M&A opportunities come up, but again, be very disciplined. And you've seen the two we've done very much down the middle of the fairway of, you know, it's in segments that we know well, segments that have earned the right to grow, segments that are producing very healthy, absolute margins. And so, you know, an increased CapEx for fasteners, absolutely. You know, willingness to deploy for an acquisition, absolutely. And it's not stopping us, also buying back shares at an elevated rate above the previous years. Excellent. Thank you. Thank you.

Speaker #2: And so we shall keep reviewing whether other M&A opportunities come up. But again, be very disciplined and you've seen the two we've done very much down in the middle of the fairway of it's in segments that we know well, segments that have earned the right to grow, segments that are producing very healthy, absolute margins.

Speaker #2: And so an increased CAPEX for fasteners absolutely willingness to deploy for acquisition absolutely. And it's not stopping us also buying back shares. It's an elevated rate above the previous years.

Speaker #6: Excellent. Thank you.

Speaker #2: Thank you.

Speaker #1: The next question is from Scott Deuschel with Deutsche Bank. Please go ahead.

Operator: The next question is from Scott Deuschle with Deutsche Bank. Please go ahead.

Speaker #7: Hey, good morning. John, given the demand for gas turbines and the unique value that HAMET creates in that market, do you see a future scenario where your gas turbine revenue at engine products could ultimately be larger than the commercial jet engine revenue?

Scott Deuschle: Hey, good morning. John, given the demand for gas turbines and the unique value that Howmet creates in that market, do you see a future scenario where your gas turbine revenue at Engine Products could ultimately be larger than the commercial jet engine revenue?

Speaker #2: Oh, that takes me too far out there. I don't think so. Because I think our commercial aerospace and our defense aerospace business is also growing rapidly, has grown.

John Plant: Oh, that's that takes me too far out there. You know, I don't think so, because, I mean, our commercial aerospace and our defense aerospace business is also, you know, growing rapidly, has grown. And, you know, I don't see that at this point in time. So I guess the short answer would be no. I think the most notable thing, though, that's going on, it's not just for us, the growth in absolute volume. And I think I've talked about it in the past, but maybe not sufficiently.

John C. Plant: Oh, that's that takes me too far out there. You know, I don't think so, because, I mean, our commercial aerospace and our defense aerospace business is also, you know, growing rapidly, has grown. And, you know, I don't see that at this point in time. So I guess the short answer would be no. I think the most notable thing, though, that's going on, it's not just for us, the growth in absolute volume. And I think I've talked about it in the past, but maybe not sufficiently.

Speaker #2: And I don't see that at this point in time, so I guess the short answer would be no. I think the most notable thing, though, that's going on—it's not just for us—is the growth in absolute volume. And I think I've talked about it in the past, but maybe not sufficiently.

Speaker #2: There's also a product mix change going on. At the same time, whereby some of the technologies that we previously deployed in aerospace are also now being deployed in the gas turbine business.

John Plant: There's also a product mix change going on at the same time, whereby some of the technologies that was previously deployed in aerospace are also now being deployed in the gas turbine business, probably even more so in the small to mid-range gas turbines, but also now in the large gas turbine area, and that is providing airflow passages through the turbine blades, and therefore requiring us to core via core tools to be able to provide those air passageways. And that, again, produces for us a content increase. So, you know, we're looking at both the absolute requirement to build more, plus also the evolving landscape over the next few years, as we, you know, I'll say, more complex type of turbine blades, which again plays to our strength and capabilities.

John C. Plant: There's also a product mix change going on at the same time, whereby some of the technologies that was previously deployed in aerospace are also now being deployed in the gas turbine business, probably even more so in the small to mid-range gas turbines, but also now in the large gas turbine area, and that is providing airflow passages through the turbine blades, and therefore requiring us to core via core tools to be able to provide those air passageways. And that, again, produces for us a content increase. So, you know, we're looking at both the absolute requirement to build more, plus also the evolving landscape over the next few years, as we, you know, I'll say, more complex type of turbine blades, which again plays to our strength and capabilities.

Speaker #2: Probably even more so in the small to mid-range gas turbines, but also now in the large gas turbine area when that is providing airflow passages through the turbine blades.

Speaker #2: And therefore, requiring us to core the core tools to be able to provide those air passageways. And that, again, produces for us a content increase.

Speaker #2: So we're looking at both the absolute requirement to build more puddles, plus also the evolving landscape over the next few years as I'll say more complex types of turbine blades, which again plays to our strength and capabilities.

Speaker #2: So it's all good, but I'm not yet ready for the premise that it could exceed. I mean, I don't know where we're going to be, say, in 2030 or beyond.

John Plant: So, it's all good, but I'm not yet ready for, you know, the premise that it could exceed. I mean, I don't know where we're gonna be at, say, 2030 or beyond. It's, you know, there's a lot of things gonna happen yet to, you know, to get this current, I'll say, you know, requirements built out. But, you know, you do see the need for electricity increasing at a rapid pace, really for, you know, not just the next three years, but, you know, well beyond, maybe the next decade and beyond.

John C. Plant: So, it's all good, but I'm not yet ready for, you know, the premise that it could exceed. I mean, I don't know where we're gonna be at, say, 2030 or beyond. It's, you know, there's a lot of things gonna happen yet to, you know, to get this current, I'll say, you know, requirements built out. But, you know, you do see the need for electricity increasing at a rapid pace, really for, you know, not just the next three years, but, you know, well beyond, maybe the next decade and beyond.

Speaker #2: There’s a lot of things that still need to happen to get this current—I'll say—requirements built out. But you do see the need for electricity increasing at a rapid pace, really for not just the next three years, but well beyond—maybe the next decade and beyond.

Speaker #7: Thank you. Just testing your bullishness. It sounds like there's still some upside there. Thank you.

Scott Deuschle: Thank you. Just testing your bullishness. Sounds like there's still some upside there. Thank you.

Speaker #2: Thank you.

Speaker #1: The next question is from Sheila Kayaglu with Jefferies. Please go ahead.

John Plant: Thank you.

John C. Plant: Thank you.

Operator: The next question is from Sheila Kahyaoglu with Jefferies. Please go ahead.

Sheila Kahyaoglu: John Plant, good morning. John, it does seem like you are doing it all. You know, you are in the process of closing CAM, and you just did the Bruner acquisition. That's more M&A than you've done in the past. Maybe if you could just give us greater depth in terms of the markets it opens up, the product offering, and how you're thinking about maybe the returns as you think about either building or buying, in terms of these investments.

Speaker #8: John Patrick, good morning. And John, it does seem like you are doing it all. You are in the process of closing CAM and you just did the Bruner acquisition.

Speaker #8: Marks more M&A than you've done in the past. Maybe if you could just give us greater depth in terms of the markets it opens up, the product offering, and how you're thinking about maybe the returns as you think about either building or buying in terms of these investments.

Speaker #2: Yeah. I think the so I'll start with the CAM acquisition. For us, it takes us into the fittings and couplings area of, I'd say, the wider fastener market.

John Plant: Yeah. I think so I'll start with the CAM acquisition. For us, it takes us into the fittings and couplings area of, I'd say, the wider fastener market. And that helps us to build out those segments in a more significant way... and bring another very powerful force to market with the, I'll say, the backing and the ability to deploy capital behind it. And so that's particularly exciting for us. And also, I think it's also exciting for our customers because I think they need, and they see the opportunity for Howmet to provide further support in those segments of the market.

John C. Plant: Yeah. I think so I'll start with the CAM acquisition. For us, it takes us into the fittings and couplings area of, I'd say, the wider fastener market. And that helps us to build out those segments in a more significant way... and bring another very powerful force to market with the, I'll say, the backing and the ability to deploy capital behind it. And so that's particularly exciting for us. And also, I think it's also exciting for our customers because I think they need, and they see the opportunity for Howmet to provide further support in those segments of the market.

Speaker #2: And that helps us to build out that those segments in a more significant way. And bring another very powerful force to market with the, I will say, the backing and the ability to deploy capital behind it.

Speaker #2: And so that's particularly exciting for us. And also, I think it's exciting for our customers because I think they need, and they see the opportunity for Howmet to provide further support in those segments of the market.

Speaker #2: I mean, fasteners, of course, it's good. It's interesting. And we appreciate all of it. But I think the main thrust would be in those other adjacent segments that we can build out.

John Plant: I mean, fasteners, of course, you know, we, you know, it's good, it's interesting, and, you know, we appreciate all of it, but, I think the main trust would be in those other adjacent segments that we can build out. So that would give you a bit of a theme on CAM. In terms of Bruner, what we saw, and so far, in terms of if take just bolts as an example, you know, we've been in the market producing, I'll say the smaller range of bolts, which, and threaded bolts, in particular, plus, obviously nuts, but, I'm really concentrating this discussion on bolts.

John C. Plant: I mean, fasteners, of course, you know, we, you know, it's good, it's interesting, and, you know, we appreciate all of it, but, I think the main trust would be in those other adjacent segments that we can build out. So that would give you a bit of a theme on CAM. In terms of Bruner, what we saw, and so far, in terms of if take just bolts as an example, you know, we've been in the market producing, I'll say the smaller range of bolts, which, and threaded bolts, in particular, plus, obviously nuts, but, I'm really concentrating this discussion on bolts.

Speaker #2: So that would give you a bit of a theme on CAM. In terms of Bruner, what we saw and so far, if you take just bolts as an example, we've been in the market producing I'll say the smaller range of bolts which and threaded bolts.

Speaker #2: In particular—plus, obviously, nuts—but I'm really concentrating this discussion on bolts. But we've never really had the ability, nor the size of capital, to manage long lengths of bolts, nor diameters in excess of an inch diameter.

John Plant: But we've never really had the ability nor the size of capital to manage long lengths of bolts nor diameters in excess of an inch diameter. And so Bruner offers us a ready-made solution for that. And when we think about the markets that we don't serve, both in aerospace and in parts of industrial, where, you know, if we had got that product offering, then, you know, we would be more, you know, more significant in the market and therefore, again, help with our growth rate, then that's what, you know, Bruner brings to us.

John C. Plant: But we've never really had the ability nor the size of capital to manage long lengths of bolts nor diameters in excess of an inch diameter. And so Bruner offers us a ready-made solution for that. And when we think about the markets that we don't serve, both in aerospace and in parts of industrial, where, you know, if we had got that product offering, then, you know, we would be more, you know, more significant in the market and therefore, again, help with our growth rate, then that's what, you know, Bruner brings to us.

Speaker #2: And so Bruner offers us a ready-made solution for that. And when we think about the markets that we don't serve, both in aerospace and in parts of industrial where if we had got that product offering, then we would be more significant in the market and therefore, again, helping with our growth rate.

Speaker #2: Then that's what Bruner brings to us. And so if we were to try to build out that capability ourselves, particularly in the commercial aerospace segment, it would be by the time you've engineered it, by the time you've deployed the capital, you've got the certifications.

John Plant: And so, if we were to try to build out that capability ourselves, particularly in the commercial aerospace area, you know, it would be, by the time you've engineered it, by the time you've deployed the capital, you've got the certifications. Whereas now we have ready-made, profitable, you know, base business, which we can now, you know, seek certification of into certain aerospace applications and also into the wider, you know, market. So again, it's where I think the application of the heft of Howmet and our, our, our commercial position and the ability to deploy capital and, and make further investments, is really going to see benefits for us and for our customers, where we're bringing in a powerful new product capability to the market.

John C. Plant: And so, if we were to try to build out that capability ourselves, particularly in the commercial aerospace area, you know, it would be, by the time you've engineered it, by the time you've deployed the capital, you've got the certifications. Whereas now we have ready-made, profitable, you know, base business, which we can now, you know, seek certification of into certain aerospace applications and also into the wider, you know, market. So again, it's where I think the application of the heft of Howmet and our, our, our commercial position and the ability to deploy capital and, and make further investments, is really going to see benefits for us and for our customers, where we're bringing in a powerful new product capability to the market.

Speaker #2: Whereas now we have ready-made profitable base business which we can now seek certification of into certain aerospace applications and also into the wider market.

Speaker #2: So again, it's where I think the application of the heft of HAMET and our commercial position and the ability to deploy capital and make further investments is really going to see a benefit for us and for our customers where we're bringing up, say, powerful new product capability to the market.

Speaker #2: And so that's the essence of the Bruner acquisition. Sheila. Thank you.

John Plant: So that's the essence of the Bruner acquisition, Shilpa.

John C. Plant: So that's the essence of the Bruner acquisition, Shilpa.

Peter Arment: Got it. Thank you.

Sheila Kahyaoglu: Got it. Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Speaker #1: The next question is Miles Walton with Wolfe Research. Please go ahead.

Operator: The next question is Myles Walton with Wolfe Research. Please go ahead.

Speaker #9: Hey, good morning. You have Lou Fetter on for Miles.

Lou Werfel: Hey, good morning. You have Lou Werfel on for Miles.

Louis Raffetto: Hey, good morning. You have Lou Werfel on for Miles.

Speaker #2: Good morning.

John Plant: Good morning.

John C. Plant: Good morning.

Speaker #9: Good morning, John. And Patrick, welcome. John, I was hoping you could provide some additional color on how spares performed in the fourth quarter and the full year 2025 between commercial and then defense, I guess, slash IGT.

Lou Werfel: Morning, John and Patrick, welcome. John, I was hoping you could provide some additional color on how spares performed in Q4 and the full year 2025 between commercial and then defense, I guess, slash IGT, and what are your thoughts for 2026?

Louis Raffetto: Morning, John and Patrick, welcome. John, I was hoping you could provide some additional color on how spares performed in Q4 and the full year 2025 between commercial and then defense, I guess, slash IGT, and what are your thoughts for 2026?

Speaker #9: And what are your thoughts for 2026?

Speaker #2: Yeah, so in aggregate, spares business grew over 30%, probably getting close to 33% for the year. And so, again, a very healthy growth rate for us.

John Plant: Yeah, so I think in aggregate, our spares business grew over 30%, probably getting close to 33% for the year. And so again, a very healthy growth rate for us. Against the mark, where I think I'd said that we saw spares moving towards 20% over 2025 and 2026 in terms of the total revenue of Howmet. In actual fact, we exceeded that. We were at 21% for the 2025 year. So again, you know, the overall growth rate helped us get to that level, and hopefully, you know, we don't stop at 21%. Inside that 21% is that it's about 40% of our engines business.

John C. Plant: Yeah, so I think in aggregate, our spares business grew over 30%, probably getting close to 33% for the year. And so again, a very healthy growth rate for us. Against the mark, where I think I'd said that we saw spares moving towards 20% over 2025 and 2026 in terms of the total revenue of Howmet. In actual fact, we exceeded that. We were at 21% for the 2025 year. So again, you know, the overall growth rate helped us get to that level, and hopefully, you know, we don't stop at 21%. Inside that 21% is that it's about 40% of our engines business.

Speaker #2: Against the mark where I think I'd said that we saw spares moving towards 20% over 25 and 26 in terms of the total revenue of HAMET.

Speaker #2: In actual fact, we exceeded that. We were at 21% for the 2025 year. So again, the overall growth rate helped us get to that level.

Speaker #2: And hopefully, that we don't stop at 21. Inside that 21 is that it's about 40% of our engines business. And to give you one other bit of color, inside our overall, let's say, 32, 33 percent growth last year, commercial arrow was early 40%.

John Plant: To give you one other bit of color inside our overall, let's say 32-33% growth last year, commercial aero was only 40%, and so healthy growth. And we see that growth continuing into 2026. I haven't called out a specific number yet, but having achieved the 21%, then you know, hopefully we don't regress from that, and hopefully it continues to be a larger portion of the Howmet overall, you know, revenue picture.

John C. Plant: To give you one other bit of color inside our overall, let's say 32-33% growth last year, commercial aero was only 40%, and so healthy growth. And we see that growth continuing into 2026. I haven't called out a specific number yet, but having achieved the 21%, then you know, hopefully we don't regress from that, and hopefully it continues to be a larger portion of the Howmet overall, you know, revenue picture.

Speaker #2: And so healthy growth. And we see that growth continuing into 2026. I haven't called out a specific number yet, but having achieved the 21%, then hopefully, we don't regress from that.

Speaker #2: And hopefully, it continues to be a larger portion of the HAMET overall revenue picture.

Speaker #9: Thank you very much.

Lou Werfel: Very much.

Louis Raffetto: Very much.

Speaker #2: Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Speaker #1: The next question is from Peter Arment with Baird. Please go ahead.

Operator: The next question is from Peter Arment with Baird. Please go ahead.

Speaker #10: Hey, yes. Good morning, John, Patrick. Hey John, regarding engine margins in general, automation has been a big part, kind of a beneficiary for you.

Peter Arment: Hey, yes, good morning, John, Patrick. Hey, John, regarding, like, engine margins in general, like, automation has been a big part of, kind of a beneficiary for you. Can you maybe give us a little more color on, like, kind of where you are in the automation journey and, and for engines, and are there other opportunities in the business that you see for, for automation? Thanks.

Peter J. Arment: Hey, yes, good morning, John, Patrick. Hey, John, regarding, like, engine margins in general, like, automation has been a big part of, kind of a beneficiary for you. Can you maybe give us a little more color on, like, kind of where you are in the automation journey and, and for engines, and are there other opportunities in the business that you see for, for automation? Thanks.

Speaker #10: Can you maybe give us a little more color on kind of where you are in the automation journey and for engines and are there other opportunities in the business that you see for automation?

Speaker #10: Thanks.

Speaker #2: Yeah, we spent quite a bit of money over, I'd say, '23, '24 in automation. And that's obviously been very beneficial for us, and it's helped mute our need for additional employees even though you can see we've been hiring at a significant rate.

John Plant: We spent quite a bit of money over, I'd say, 2023, 2024 in automation. And that's obviously been very beneficial for us, and has helped reduce our need for additional employees, even though you can see we've been hiring at a significant rate. We've made sure that all of the new capital we've deployed has a high level of automation. So when we showcase our new manufacturing plant in Whitehall next month, you'll see something that I talked about in one of the previous calls about digital thread, and it was to track manufacturing to an extraordinary degree, and also allow us to bring, I'll say, machine learning and AI to a degree across that plant. And so, you know, I'm very hopeful.

John C. Plant: We spent quite a bit of money over, I'd say, 2023, 2024 in automation. And that's obviously been very beneficial for us, and has helped reduce our need for additional employees, even though you can see we've been hiring at a significant rate. We've made sure that all of the new capital we've deployed has a high level of automation. So when we showcase our new manufacturing plant in Whitehall next month, you'll see something that I talked about in one of the previous calls about digital thread, and it was to track manufacturing to an extraordinary degree, and also allow us to bring, I'll say, machine learning and AI to a degree across that plant. And so, you know, I'm very hopeful.

Speaker #2: We've made sure that all of the new capital we've deployed has a high level of automation. So when we showcase our new manufacturing plant in Whitehall next month, you'll see something that I talked about in one of the previous talks about digital thread—and it was the track manufacturing to an extraordinary degree.

Speaker #2: And also allow us to bring I'll say machine learning and AI to a degree across that plant. And so I'm very hopeful but I've also known that the thirst for capital has been so high and it's not just the can we deploy the cash, but it's also where we can.

John Plant: But I also know that first, the capital has been so high, and it's not just can we deploy the cash, but it's also where we can. It's also our engineering bandwidth, which has been totally absorbed by, I'll say, the new markets that we've been, you know, developing for, and customer, you know, requirements. And so it's taken a bit of a backseat in 2025 and 2026. And so at the moment our choice has been, we'll match the market and achieve that, and that's far more important for us to, just to say, maintain and grow our market share and meet customer demand.

John C. Plant: But I also know that first, the capital has been so high, and it's not just can we deploy the cash, but it's also where we can. It's also our engineering bandwidth, which has been totally absorbed by, I'll say, the new markets that we've been, you know, developing for, and customer, you know, requirements. And so it's taken a bit of a backseat in 2025 and 2026. And so at the moment our choice has been, we'll match the market and achieve that, and that's far more important for us to, just to say, maintain and grow our market share and meet customer demand.

Speaker #2: It's also the our engineering bandwidth, which has been totally absorbed by, I'll say, the new markets that we've been developing for and customer requirements.

Speaker #2: And so it's taken a bit of a backseat in '25 and '26. And so at the moment, our choice has been we'll match the market and achieve that and that's far more important for us to say maintain and grow our market share and meet customer demand and we have the opportunity maybe in maybe it's '27, we'll probably more like '28, '29 to go back and automate some of the processes that we did not do while we were doing all of this even though all of the new stuff we're doing is highly automated.

John Plant: We have the opportunity, maybe in, maybe it's 2027 or probably more like 2028, 2029, to go back and, you know, automate some of the processes that we did not do while we were doing all of this, even though all the new stuff we're doing is highly automated.

John C. Plant: We have the opportunity, maybe in, maybe it's 2027 or probably more like 2028, 2029, to go back and, you know, automate some of the processes that we did not do while we were doing all of this, even though all the new stuff we're doing is highly automated.

Speaker #10: I appreciate the caller. Thanks, John.

Operator: Appreciate the color. Thanks, John.

Speaker #2: Thank you.

John Plant: Thank you.

John C. Plant: Thank you.

Operator: This concludes the question and answer session, and the conference has also now concluded. Thank you for attending today's presentation. You may now disconnect.

Q4 2025 Howmet Aerospace Inc Earnings Call

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