Q2 2025 Corning Inc Earnings Call
Operator: At this time, all participants are in the listen-only mode. After the speaker's presentation, there will be a question-and-answer session. to place yourself into the queue. please press star 11 on your telephone. You will then hear a message advising your hand is raised. To withdraw your question, please press star 11 again.
Ladies and gentlemen, thank you for standing by. Welcome to the Corning Incorporated second quarter 2025 earnings call. At this time. All participants are in a listen-only mode. After the speaker's presentation, there will be a question and answer session to place yourself into the queue.
Operator: Please be advised that today's conference is being recorded.
Ann Nicholson: It is my pleasure to introduce to you Ann Nicholson, Vice President of Investor Relations. Please go ahead. Thank you and good morning, everybody.
Please press star 1. 1 on your telephone, you will then hear a message. Advising, your hand is raised 2 withdraw your question. Please press star 1 1 again, please be advised. That today's conference is being recorded. It is my pleasure to introduce, to you and Nicholson, vice president of investor relations. Please go ahead.
Wendell Weeks: Welcome to Corning's second quarter 2025 earnings call.
Wendell Weeks: With me today are Wendell Weeks, Chairman and Chief Executive Officer, and Ed Schlesinger, Executive Vice President and Chief Financial Officer. I'd like to remind you that today's remarks contain forward-looking statements that fall within the meaning of the Private Securities Litigation Reform Act of 1995. These statements involve risks, uncertainties, and other factors that could cause actual results to differ materially. These factors are detailed in the company's financial report. You should also note that we'll be discussing our consolidated results using core performance measures unless we specifically indicate our comments relate to gap data. Our core performance measures are non-gap measures used by management to analyze the business.
Wendell Weeks: For the second quarter, the difference between GAAP and Core EPS primarily reflected non-cash mark-to-market activity associated with the company's translated earnings contracts, foreign-denominated debt, and constant currency adjustments. As a reminder, mark-to-market accounting has no impact on our cash flow.
Should also note that we'll be discussing our Consolidated results using core performance measures. Unless we specifically indicate our comments, relate to Gap data. Our core performance measures are non-gaap measures used by management to analyze the business.
Wendell Weeks: A reconciliation of Core results to the comparable GAAP value can be found in the investor relations section of our website at corning.com. You may also access Core results on our website with downloadable financials in the Interactive Analyst Center. Supporting slides are being shown live on our webcast. We encourage you to follow along. They're also available on our website for downloading.
For this second quarter the difference between gaap and core EPS primarily reflected non-cash mark-to-market activity associated with the company's translated, earnings contracts, foreign denominated debt, and constant currency adjustments as a reminder, Mark to Market accounting, has no impact on our cash flow. A Reconciliation of core results to the comparable. Gaap value can be found in the investor relations section of our website. At king.com, you may also access core results on our website with downloadable financials in the interactive analyst Center.
Wendell Weeks: And now I'll turn the call over to Wendell. Thank you, Ann. Good morning, everyone. We delivered outstanding second quarter results. Our record sales and EPS both exceeded guidance. Year over year, sales grew 12% to $4 billion. Earnings per share grew more than doubled the rate of sales to $0.60. Operating Margin expanded 160 basis points to 19%. Return on Invested Capital, Group 210 basis. The 13.1% and free gas flow grew 28%. $451 million.
Supporting slides are being shown live on our webcast. We encourage you to follow along. They're also available on our website for downloading. Now I'll turn the call over to Wendell. Thank you.
Good morning, everyone.
We delivered outstanding second quarter results, our record sales at epes both exceeded guidance.
Year-over-year, Sales Group, 12% to 4 billion dollars.
Earnings per share, grew more than doubled, the rate of sales to 60 cents.
Operating margin expanded 160 basis points to 19%.
Return on invested Capital grew. 210 basis points to 13.1% and free cash flow through 28%.
Wendell Weeks: Overall, key secular trends and our more corny content strategy drove demand for our capabilities, and we continue to capture the powerful, profitable growth outlined in our recently upgraded Springboard As we look ahead, we expect our strong springboard performance to continue. We're seeing a remarkable customer response to both our new gen AI and U.S. made solar products, and we're driving more Corning content into our mobile consumer electronics, display, automotive, and optical communications platforms. We also expect an additional growth driver to emerge in the coming months. As new and existing customers seek to leverage our large U.S.
451 million.
Overall.
he secular Trends and are more Corning content strategy drove demand for our capabilities and we continue to capture the powerful profitable growth outlined in our recently upgraded springboard plan
as we look ahead.
We expect our strong springboard performance to continue.
We're seeing a remarkable customer response to both our new-gen AI and U.S. states' solar products. Additionally, we're driving more corn and content into our mobile consumer electronics, display, automotive, and optical communications platforms.
We also expect an additional growth driver to emerge in the coming months.
Wendell Weeks: advanced manufacturing footprint.
Wendell Weeks: Overall, we are well positioned to deliver durable growth through 2026 and beyond.
As new and existing customers seek to leverage our large US Advanced manufacturing footprint.
Wendell Weeks: But before we talk about the future, I'd like to take a moment to put our second quarter results in the context of our springboard plan. We launched Springboard in Quarter 4, 2023, explaining our plan to dramatically improve our sales and enhance our return profile, and to increase our operating margin by 400 basis For more information visit Springboard.com 20% by the end of 2026. We're now at the halfway point of our original springboard plan. When we compare our second quarter 2025 results to our launch We grew sales 24%, adding more than $3 billion to our annualized run rate.
Overall, we are, well, positioned to deliver durable growth through 2026 and Beyond.
But before we talk about the future, I'd like to take a moment to put our second-quarter results in the context of our springboard plan.
We launched Springboard in Q4 2023, explaining our plan to dramatically improve our sales and enhance our return profile, and to increase our operating margin by 400 basis points to 20% by the end of 2026.
We're now at the halfway point of our original springboard plan.
Wendell Weeks: We expanded operating margin by 270 basis points to 19%, showing strong progress. towards our target of 20%. We grew EPS 54%, more than twice the rate of sales, we expanded return on invested capital by 430 basis points, and we generated strong free cash. Clearly, this progress is impressive, and we expect our strong performance to continue.
When we compare our second quarter 2025 results to our launch point, we grew sales by 24%, adding more than $3 billion to our annualized run rate. We expanded operating margin by 270 basis points to 19%, showing strong progress.
Towards our Target of 20%.
We do EPS 54% more than twice. The rate of sales we expanded return on invested Capital by 430 basis points and we generated strong free, cash flow.
Wendell Weeks: So let's look at our journey so far. Our original internal springboard plan, which was the output of the strategic planning process we run with each of our market access platforms, was to add $5 billion in incremental annualized sales by the end of 2026. These were our actual business plans. We set our objectives and our compensation based upon those plans. When our businesses submit plans to corporate, they factor in a variety of probabilistic outcomes, they try to account for the known unknowns. The business plans aim for a 70% confidence interval, which means that based on their analysis, there is a 70% chance that they will deliver sales greater than or equal to that number.
Clearly, this progress is impressive and we expect our strong performance to continue.
So, let's look at our journey so far.
Our original internal springboard plan, which was the output of the strategic planning process, was to add $5 billion in incremental, annualized sales by the end of 2026. We run with each of our Market Access platforms.
These were our actual business plans. We set our objectives and our compensation based upon those plans.
When our businesses submit plans to corporate refactoring in a variety of probabilistic outcomes, they try to account for the known unknowns.
Wendell Weeks: We then provided a higher confidence plan. for our investors. At the corporate level, we probabilistically adjusted for factors including potential macroeconomic slowdowns, changes in government policy, and timing of multiple secular trends and our related innovations. Our risk adjustment was two billion dollars. This is how we got to our original $3 billion high confidence plan. Remember, we purposely drew this as a wedge. We weren't trying to guide every quarter for the next 12 quarters. It wouldn't be a straight line.
Aim for a 70% confidence interval which means that based on their analysis, there is a 70% chance that they will deliver sales greater than or equal to that number.
We then provided a higher confidence plan.
For our investors.
At the corporate level, we probably ballistically adjusted for factors including potential, macroeconomic slowdowns, changes in government policy, in timing of multiple secular Trends and are related Innovations.
Our risk adjustment was 2 billion dollars.
This is how we got to our original $3 billion, high-confidence plan.
Remember, we purposely drew this as a wedge. We weren't trying to guide every quarter for the next 12 quarters.
Wendell Weeks: That being said, our quarterly performance through 2024 demonstrates our powerful momentum. This chart illustrates that we are hitting or exceeding our critical milestones, as sales tracked well above both our internal and high confidence plans through the first year. Our strategies are working and our customers are loving our innovation.
It wouldn't be a straight line.
That being said, our quarterly performance through 2024 demonstrates our powerful momentum. This chart illustrates that we are hitting or exceeding our critical milestones as sales tracked well above both our internal and high-confidence plans through the first year.
Our strategies are working and our customers.
Wendell Weeks: Given our progress, in March of this year, we upgraded our internal and high-confidence plans by a billion dollars to add $6 billion and $4 billion respectively.
Are loving our Innovations.
Wendell Weeks: So now let's look at our most recent quarter. As you can see, we've added $3.1 billion of incremental annualized sales since the launch of Springboard. Looking ahead, we expect to add another $600 million to our annual live sales run rate in the third quarter. at the halfway point of Springboard. We are on track and expect strong momentum going forward.
Given our progress in March of this year, we upgraded our internal and high confidence Plans by a billion dollars. Had 6 billion dollars and 4 billion dollars respectively,
So, now let's look at our most recent quarter. As you can see, we've added 3.1 billion dollars of incremental annualized sales since the launch of springboard.
Looking ahead. We expect at another million dollars to our annualized sales, run rate in the third quarter.
At the halfway point of springboard.
We are on track.
Wendell Weeks: Now, let me share just a few examples of what is driving on. Gen AI is clearly a positive. First, in our enterprise business, where we report sales for inside the data center, we saw a record $2 billion in sales last year. In quarter two, we grew enterprise sales 81% year over year. The primary technical driver behind that growth is what the industry calls the scale out of the network. That basically means that hyperscale customers are scaling out the GPU clusters with more and more connected AI nodes of server. or simply put, larger neural network. Because each AI node is connected to the others in the cluster by fiber, this creates more volume for Corning.
And expect strong momentum going forward.
Now, let me share just a few examples of what is driving our growth.
Genai is clearly a positive force.
First, in our Enterprise business, where we report sales for inside the data center, we saw a record $2 billion in sales. Last year in Q2, we grew Enterprise sales 81% year-over-year.
The primary technical driver behind that growth is what the industry calls the scale out of the network.
That basically means that hyperscale customers are scaling out, the GPO GPU clusters with more and more connected AI nodes of server racks.
Or simply put larger neural networks.
Wendell Weeks: We also have another significant upside opportunity inside the data driven by what the industry calls the scale up of the network. Hyperscalers are creating more capable nodes that move from less than 100 GPUs per node today to hundreds of GPUs per node in the future. Historically, an AI node has been within a single server. As hyperscalers scale up, AI nodes are shifting to stretch across multiple server racks. This causes the distance to link these GPUs within the node to get longer. This will eventually cause the links to reach about 100 gigabit per second meter, what we call the electrical to optical frontier line, which roughly marks the point where fiber connections become more techno-economical than copper, creating a large potential opportunity for us.
Because each AI node is connected to the others in the cluster by fiber, this creates more volume for Corning.
We also have another significant upside opportunity inside the data center.
Driven by what the industry calls the scale up of the network.
hyperscalers are creating more capable nodes that move from less than 100 gpus per node today to hundreds of gpus per node in the future,
Historically, an AI node has been within a single server rack.
As hyperscalers scale up, AI nodes are to shifting to stretch across multiple server racks.
This causes the distance to link these GPUs within the node to get longer.
This will eventually cause the links to reach about 100 gigabits per second meter. What we call the electrical-to-optical frontier line, which roughly marks the point where fiber connections become more technical than copper.
Wendell Weeks: To help understand the size of this opportunity, a single Blackwell-like node has more than 70 GPUs with more than 1,200 links using more than 2 miles of copper. As that node scales up, those two miles will eventually be replaced by fiber connections. And those miles will grow over time as more and more GPUs are included in the AI node.
Creating a large potential opportunity for us.
To help understand the size of this opportunity. A single Blackwell like node has more than 70 gpus with more than 1,200 links, using more than 2 miles of copper.
Wendell Weeks: I'm sure you've seen announcements regarding co packaged optics or CPL. That is one of the technologies that helps activate this scale up opportunity for us. If we succeed technically, the scale up opportunity is two to three times the size of our existing two billion dollar enterprises. And we're working with key customers and partners as we speak on making that future a reality.
I'm sure you've seen announcements regarding co- package Optics or CPL. That is 1 of the technologies that helps activate the scale up opportunity for us.
If we succeed technically the scale up opportunity is 2 to 3 times, the size of our existing 2 billion dollar Enterprise business.
Wendell Weeks: Another opportunity for our growth tied to Gen AI is playing out in our carrier. Now, we've been studying this space for some time, and we've been seeing that most long-haul routes were approaching their maximum data rate capacity, creating a need for many new high-bandwidth, low-latency links between cities and data center campuses. And this essentially requires a rebuild of the long-haul network. Our customers consider the long haul rebus. As they think about that technically and economically, they see great potential economic benefit from fitting more fibers into a given conduit. This means they prefer denser fiber optic cables.
And we're working with key customers and partners. As we speak on making that future a reality.
Another opportunity for our growth tied to gen. AI is playing out in our carrier business. Now, we've been studying this space for some time and we've been seeing that most Long Haul routes were approaching their maximum data rate capacity.
Creating a need for many new high-bandwidth, low-latency links between cities and data center campuses.
In this essentially requires a rebuild of the Long Haul Networks.
Our customers consider the Long Haul rebuilds.
As they think about that technically and economically, they see great potential economic benefits.
From fitting more fibers into a given conduit.
Wendell Weeks: To create a high-density solution, we applied our core innovations from inside the data center to this outside plan challenge. We introduced this new technology package to connect data center campus. In the industry, this is referred to as DCI or data center interconnect. We shared last year that we'd reached an agreement with Lumen Technologies to provide our new Gen-AI fiber and cable system that enables Lumen to fit anywhere from two to four times the amount of fiber into their existing conduit. And the agreement reserved 10 percent of our global fiber capacity for 2025 and 2026. We've now fully commercialized this product set, and we have three industry-leading customers adopting the technology.
This means they prefer denser. Fiber optic cables.
To create a high density solution. We applied our core Innovations from inside the data center to this outside plant challenge.
We are induced this new technology package to connect data center campuses.
in the industry, this is referred to as DCI for data center interconnect,
We shared last year that we'd reached an agreement with Lumen Technologies to provide our new Jai fiber and cable system. That enables Lumen to fit anywhere from 2 to 4 times the amount of fiber into their existing conduit, and the agreement reserved 10% of our global fiber capacity for 2025 and 2026.
Wendell Weeks: That being said, we are just in the very beginning of this new market. We expect this business to scale rapidly, reaching a billion dollar opportunity for us by the end of the decade.
We've now fully commercialized this product set and we have 3 industry-leading customers, adopting the technology,
Wendell Weeks: Now turn to our growth opportunity in solar. At our March IR event, we shared our low-risk, high-return strategy to re-enter the solar We generated over $1 billion in cash from 2020 to 2024 in this platform. We funded the expansion of our manufacturing assets with the growing cash flow generated from the assets we acquired for less than $0.10 on the dollar, customer funding, and government support, all while generating positive cash flow every year. As a result, we have now built a strong foundation for rapidly accelerating growth. We made advancements to serve higher-end chip segments in semiconductors.
That being said we are just in the very beginning of this new market, we expect this business to scale rapidly reaching a billion dollar opportunity for us by the end of the decade.
Now I'll turn to our growth opportunity in solar and our March, our event, we shared our low risk High return strategy to re-enter the solar Market.
We generated over $1 billion in cash from 2020 to 2024 in this platform.
We funded the expansion of our manufacturing assets with the growing cash flow generated from the assets. We acquired for less than 10 cents on the dollar customer funding and government support. All while generating positive cash flow every year.
As a result, we have now built a strong foundation for rapidly accelerating growth.
Wendell Weeks: And we are on track to double our semiconductor business by the end of the decade. We activated EIDL assets to serve the need for domestic solar polysilicon. And we added the capability to transform our polysilicon into higher value domestically made solar wafers, all integrated together on our campus in Michigan. We now have committed customers for 100% of our polysilicon and wafer capacity available in 2025 and 80% of our capacity for the next five years. Because we built this platform so quietly, while growing our cash flow, our new solar map hasn't garnered much attention from investors relative to the significance of the opportunity.
We made advancements to serve higher-end. Shipment in semiconductors.
And we are on track to double our semiconductor business by the end of the decade.
We activated idle assets to serve the need for domestic solar poly silicon.
And we added the capability to transform our poly, silicon into higher value domestically, made solar Wafers all integrated together on our campus in Michigan.
We now have committed customers for 100% of our poly silicon and wafer capacity available in 2025 and 80 capacity for the next 5 years.
Wendell Weeks: We expect to triple our sales run rate by 2027, adding $1.6 billion of new annualized revenue to Corning's earnings power. We also expect an additional growth driver to emerge in the coming months. As new and existing customers seek to leverage our large U.S. advanced manufacturing footprint. It is still early days, but this could become a major trend, depending how trade policy turns out. Watch this space and we'll keep you posted.
Because we built this platform. So quietly while growing, our cash flow are new, solar map hasn't garnered much attention from investors relative to the significance of the opportunity.
We expect to Triple our sales run rate by 2027, adding 1.6 billion dollars of new annualized Revenue to corning's earnings power.
Finally.
We also expect an additional growth driver to emerge in the coming months.
Existing customers seek to leverage our large U.S. advanced manufacturing footprint.
It is still early days but this could become a major Trend depending how trade policy turns out.
Wendell Weeks: With that, I'll leave you with this, we delivered outstanding second quarter results that exceeded expectations. We've made great progress to date on our springboard plan. Halfway through the plan, we grew sales 24%, adding more than $3 billion to our annualized run rate. We expanded operating margin by 270 basis points to 19%, showing strong progress on our target of 20%. We grew EPS 54%, more than twice the rate of sales. We expanded return on invested capital by 430 basis points, and we generated strong free cash flow. And we're experiencing strong growth drivers that increase our confidence in maintaining our momentum to 2026 and beyond.
Watch this space, and we'll keep you posted.
With that.
I'll leave you with this. We delivered outstanding second quarter results that exceeded expectations uh We've made great progress today on our springboard plan halfway through the plan, we grew sales 24% adding more than 3 billion dollars to our annualized run rate. We expanded operating margin by 270 basis points to 19% showing strong progress on our Target of 20%, we grew EPS 54% more than twice. The rate of sales we expanded return on invested Capital by 430 basis points and we generated strong free, cash flow.
Edward Schlesinger: Now I'll turn it over to Ed for more detail on our results and outlook.
And we're experiencing strong growth, drivers that increase our confidence and maintaining our momentum to 2026 and Beyond.
Edward Schlesinger: Thank you, Wendell. Good morning, everyone. We delivered excellent second quarter results that exceeded the expectations we set in April. Year over year in Q2, sales were up 12% while EPS grew 28%. Operating margin expanded 160 basis points to 19%, ROIC grew 210 basis points to 13.1%, and free cash flow grew 28% to $451 million. Looking ahead, we expect Q3 to be another strong quarter. We expect double-digit year-over-year sales and earnings growth with sales of $4.2 billion. and Profit, again, growing faster than sales with EPS in a range of 63 to 67 cents. We expect to continue expanding our operating margin as we march toward our springboard target of 20%.
Now I'll turn it over to Ed for more detail on our results and outlook.
Thank you, Wendell. Good morning, everyone.
we delivered excellent second quarter results that exceeded the expectations we set in April
Year-over-year in Q2, sales were up 12%, while EPS grew 28%. Operating margin expanded 160 basis points to 19%, ROIC grew 210 basis points to 13.1%, and free cash flow grew 28% to $451 million.
Looking ahead. We expect Q3 to be another strong quarter. We expect double digit year-over-year, sales and earnings growth with sales of 4.2 billion.
And profit again, growing faster than sales, with EPS in a range of 63 to 67 cents.
Edward Schlesinger: We also anticipate continued strong growth in our enterprise business driven by our new products for Gen AI, and we're advancing significant growth opportunities across the company, as Wendell just described. Two other points I want to note related to our third quarter guidance. First, in Q3, our guidance again, factors in about one to two cents for the impact of currently enacted tariffs, about the same level we saw in Q2. Our long standing philosophy to locate our manufacturing operations close to our customers serves as a natural hedge against tariffs and mitigates the financial Second, we shared with you last quarter that we are accelerating our production ramp for new products.
We expect to continue expanding our operating margin as we march toward our springboard target of 20%.
We also anticipate constant continued strong growth in our Enterprise business driven by our new products for Gen Ai. And we're advancing significant growth opportunities across the company as Wendell just described.
Two other points I want to note related to our third quarter guidance.
First, in Q3, our guidance again factors in about 1 to 2 cents for the impact of currently enacted tariffs, about the same level we saw in Q2.
Our long-standing philosophy to locate our manufacturing operations close to our customers serves as a natural hedge against tariffs and mitigates the financial impact.
Second.
Edward Schlesinger: given high customer demand for our new Gen AI products for inside and outside the data center and for our new solar office. Our third quarter guidance includes temporarily higher costs associated with these ramps of $0.02 to $0.03 in the quarter. We expect the impact of these costs to dissipate as our production and sales. Overall, we feel great about our springboard performance to date. As you can see by our guidance, we expect our momentum. And we're energized by the tremendous opportunity for value creation we've built for our shareholders.
Shared with you last quarter that we are accelerating our production ramp for new products given high customer demand for our new generation AI products for inside and outside the data center, and for our new solar offerings.
our third quarter guidance includes temporarily higher costs associated with these ramps of 2 cents to 3 cents in a quarter. We expect the impact of these costs to dissipate as our production and sales increase.
Edward Schlesinger: With that, let me share some more detail on what we're seeing in our video. In optical communications, second quarter sales grew 41% year over year to $1.6 billion. Growth was led by strong adoption of our AI products in the enterprise. which was up 81% year over year. We also saw strong growth in our carrier business, which was up 16%. This was driven by two factors. First, as a reminder, we categorize our Gen AI products that interconnect data centers in our carrier. We began shipping these products in the first quarter. We doubled sales from first quarter levels in the second.
Overall, we feel great about our springboard performance to date. As you can see by our guidance, we expect our momentum to continue and we're energized by the tremendous opportunity for Value creation. We built for our shareholders.
With that, let me share some more detail on what we're seeing in our businesses.
In Optical Communications, second quarter Sales, Group 41% year-over-year to 1.6 billion dollars.
Growth was led by strong adoption of our AI products in the enterprise space, which was up 81% year-over-year.
We also saw strong growth in our carrier business, which was up 16% year-over-year.
By 2 factors.
Edward Schlesinger: We're still in the very beginning of this opportunity. And as you heard from Wendell, this could be a billion dollar business for us by the end of the decade. Additionally, carriers have completed drawing down inventory they built during the pandemic, and they are now purchasing at their rate of deployment. This also contributed to year-over-year sales growth in our carrier. And as noted in recent public statements, carriers are planning to expand their fiber networks going forward. So this sets the stage for additional. Net income for the second quarter was $247 million, up 73% year-over-year, with strong incremental profit on the additional bond.
First, as a reminder, we categorize our gen AI products that interconnect data centers in our carrier business. We began shipping these products in the first quarter. We doubled sales from first quarter levels in the second quarter. We're still in a very beginning of this opportunity and as you heard from Wendell, this could be a billion dollar business for us by the end of the decade.
Have completed drawing down inventory, they built during the pandemic and they are now purchasing at their rate of deployment. This also contributed to year-over-year sales growth in our carrier business.
And, as noted in recent public statements, carriers are planning to expand their fiber networks going forward. So, this sets the stage for additional growth.
Edward Schlesinger: Moving to display. In the second quarter, sales were $898 million and net income was $243 million, both consistent with the first quarter. For the full year, our expectations for the retail market remain unchanged. We expect TV unit sales to be consistent with 2024 and TV screen size growth of about an inch. As a reminder, we successfully implemented double-digit price increases in the second half of 2024 to ensure that we can maintain stable U.S. dollar net income in a weaker Yen environment. We hedged our Yen exposure for 2025 and 2026, with hedges in place beyond 2020.
Net income for the second quarter was 247 million of 73%, year-over-year with strong incremental profit on the additional volumes.
Moving to display.
In the second quarter sales, were 898 million. And net income was 243 million. Both consistent with the first quarter.
For the full year, our expectations for the retail Market remain unchanged. We expect TV unit sales to be consistent with 2024 and TV screen size. Growth of about an inch,
Edward Schlesinger: In 2025, we reset our yen core rate to 120 yen for the dollar consistent with our hedge rate. We are not recasting our 2024 financials because we expect to maintain the same profitability in display at the new core rate. We died full year net income of $900 million to $950 million in 2025 and net income margin of 25% consistent with the last five years. Clearly, we are tracking ahead of that guidance in the first half of 2025. We expect our profitability levels to continue in the second. and now expect to be at the high end of the $900 to $950 million net income range and for margin to be at least 25%.
As a reminder, we successfully implemented double-digit price increases in the second half of 2024 to ensure that we can maintain stable. US dollar net income in a weaker Yen environment. We hedged our Yin exposure for 2025 and 2026 with hedges in place beyond 2026.
In 2025, we reset our Yin khor rate to 120 yen, to the dollar consistent with our head rate.
We are not recasting our 2024 financials because we expect to maintain the same profitability in display at the new core rate.
We guided full year net income of $900 million to $950 million in 2025 and a net income margin of 25%, consistent with the last 5 years.
Clearly, we are tracking ahead of that guidance. In the first half of 2025, we expect our profitability levels to continue in the second half.
Edward Schlesinger: Looking ahead, we expect the Q3 glass market and our volume to be similar to Q2 and for our pricing to be consistent. In display overall, we are maintaining our market, technology and cost leadership while benefiting from market growth and a glass supply demand environment that is balanced to type. Turning to specialty materials, sales were up 9% year over year, primarily driven by continued adoption of our premium glass innovations in Gorilla Glass. Additionally, some OEM customers purchased in advance of anticipated tariffs. We expect OEMs to adjust their purchases in the second half of 2025 and have factored that into our Q3 guidance.
And now expect to be at the high end of the 900 to 950 million, net income range. And for margin to be at least 25% looking ahead. We expect the Q3 glass market and our volume to be similar to Q2 and for our pricing to be consistent sequentially.
In display overall, we are maintaining our Market technology and cost leadership while benefiting from market growth and a glass supply demand environment that is balanced to type.
Turning to Specialty, materials sales were up 9% year-over-year, primarily driven by continued adoption of our premium glass innovations in Gorilla Glass. Additionally, some OEM customers purchased in advance of anticipated tariffs.
Edward Schlesinger: Net income was up 29% year over year to $81 million, primarily driven by strong demand for our premium glass innovation.
We expect oems to adjust their purchases in the second half of 2025, and have factored that into our Q3 guidance.
Edward Schlesinger: Turning to automotive. As a reminder, in Q1, we graduated our auto class. and together with our environmental technologies business created this segment. We ended 2023 with a triple digit automotive glass business, and we expect it to triple by the end of 2026. In the second quarter, automotive sales were $460 million, down 4% year over year, primarily driven by weaker light and heavy duty markets in Europe and North America. Net income was $79 million, up 11% year over year, driven by strong manufacturing performance, offsetting lower sales. We're focused on executing our more Corning growth strategy in automotive as additional content is required in upcoming vehicle emissions regulations and as technical glass and optics gain further adoption in vehicles.
Net income was up. 29% year-over-year to 81 million primarily driven by strong demand for our premium glass Innovations.
Turning to Automotive.
As a reminder in q1, we graduated our AutoGlass business and together with our environmental Technologies business created this segment.
We ended 2023 with a triple digit automotive glass business and we expected to Triple by the end of 2026.
In the second quarter, Automotive Sales were 460 million down 4% year-over-year primarily driven by weaker light and heavy-duty markets in Europe and North America. That income was 79 million up, 11% year-over-year driven by strong manufacturing performance offsetting lower sales.
Edward Schlesinger: In life sciences, sales were consistent with the prior year. and Net Income Grew 6%.
We're focused on executing our more Corning growth strategy and Automotive as additional content is required in upcoming vehicle emissions regulations and as technical glass and Optics gain further adoption in vehicles.
In life sciences, sales were consistent with the prior year.
Edward Schlesinger: And finally, in hemlock and emerging growth business. Sales were up 31% year-over-year, driven by increased solar and semiconductor polysilicon volume. Our new solar business currently sits in this sector. plan to build, build it into a $2.5 billion revenue. by 2028. We're commercializing our new Made in America Ingot and Wafer products. We expect our new wafer facility to come online in Q3, and we expect to begin shipping later this year. We have committed customers for 100% of our polysilicon and wafer capacity available in 2025 and 80% of our capacity for the next five years. As we guided, our Q2 net income reflected the temporarily higher production ramp costs for our new solar off.
And net income grew 6%.
And finally, in Hemlock and emerging growth, businesses sales were up 31% year-over-year driven by increased solar and semiconductor poly silicon volume.
Million dollar Revenue stream by 2028.
We're commercializing our new Maiden America Ingot and wafer products. We expect our new wafer facility to come online in Q3 and we expect to begin shipping later. This year we have committed customers for 100% of our poly silicon and wafer capacity available in 2025 and 80% of our capacity for the next 5 years.
Edward Schlesinger: With that, I'll shift from segment results to free cash. We continue making strong progress in 2025. In the second quarter, free cash flow grew 28% year-over-year to $451 million. We continue to expect to generate a significant amount of free cash flow this year, and we expect to invest approximately $1.3 billion on capital. Moving to capital allocation. As we previously shared with you, our upgraded springboard plan includes higher sales and higher profit. We expect to convert that higher profit into more cash. And as I just noted, we're making nice progress.
As we guided our Q2 net income, reflected the temporary higher production ramp costs, for our new solar offerings.
With that I'll shift from segment results to free cash flow.
We continue making strong progress in 2025 and the second quarter. Free cash flow grew 28% year-over-year to $4,551 million.
We continue to expect to generate a significant amount of free cash flow this year, and we expect to invest approximately 1.3 billion dollars on Capitol.
Moving to capital allocation, as we previously shared with you, our upgraded springboard plan includes higher sales and higher profit.
We expect to convert that higher profit into more cash flow.
Edward Schlesinger: So, how do we choose to invest the expected higher cash? Companies do capital allocation in different ways. We prioritize investing in organic growth opportunities that drive significant returns, and we grow primarily through innovation. We believe this creates the most value for our shareholders over the long term. Our investors have confirmed. As we see high return opportunities in the future, we will invest those opportunities. We also seek to maintain a strong and efficient balance sheet. We're in great shape. We have one of the longest debt tenors in the S&P 500. Our current average debt maturity is about 21 years, with only about $1.5 billion in debt coming due over the next five years, and we have no significant debt coming due in any game.
and as I just noted, we're making nice progress.
so,
how do we choose to invest the expected higher cash flow?
Companies do Capital allocation in different ways. We prioritize investing in organic growth opportunities. That drive significant returns and we grow primarily through innovation.
We believe this creates the most value for our shareholders. Over the long term, our investors have confirmed this.
As we see high-return opportunities in the future, we will invest in those opportunities.
Edward Schlesinger: Finally, we expect to continue our strong track record of returning excess cash to shareholders. We already have a strong dividend. Therefore, as we go forward, our primary vehicle for returning cash to shareholders will be share buyback. And we have an excellent track record. Over about the last decade, we repurchased 800 million shares. Close to a 50% reduction in our outstanding shares, which at today's share price has created $26 billion in value for our shareholders. Because of our growing confidence in Springboard, we started to buy back shares in the second quarter of 2024, and we've continued to do so since then.
We also seek to maintain a strong and efficient balance sheet. We're in great shape. We have one of the longest debt maturities in the S&P 500, with our current average debt maturity at about 21 years, and only about $1.5 billion in debt coming due over the next 5 years. Additionally, we have no significant debt coming due in any given year.
Finally, we expect to continue our strong track record of returning excess cash to shareholders.
We already have a strong dividend; therefore, as we go forward, our primary vehicle for returning cash to shareholders will be share buybacks.
And we have an excellent track record over about the last decade. We repurchased 800 million shares.
Edward Schlesinger: In the first quarter of 2025, we invested another $100 million in Jerry purchases. In the second quarter, we continue to buy back shares, and we will expect to continue buying back shares in the third.
Edward Schlesinger: So I'll quickly wrap up today. We delivered outstanding second quarter results, exceeding guidance with record sales and yes. We expect Q3 to be another strong quarter with double digit sales and earnings. Since the start of Springboard, we've significantly grown sales, we've grown EPS more than twice the rate of sales, and we are generating strong free cash. We've substantially improved our return. So overall, we feel great about our product.
Close to a 50% reduction in our outstanding shares which at today's share price has created 26 billion dollars in value for our shareholders because of our growing confidence in springboard. We started to buy back shares in the second quarter of 2024 and we've continued to do. So since then in the first quarter of 2025 we invested another hundred million dollars in zero purchases in the second quarter. We continue to buy back shares and we will expect to continue buying back shares in the third quarter.
So, I'll quickly wrap up today.
We delivered outstanding second quarter results, exceeding Guidance, with record sales and guests.
We expect Q3 to be another strong quarter with double digit sales and earnings growth.
Since the start of springboard, we've significantly grown sales. We've grown EPS more than twice the rate of sales, and we are generating strong free cash flow.
We've substantially improved our return profile.
Operator: With that, I'll turn it back. Thanks, Ed. Okay, operator, we're ready for our first question. Thank you. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again.
So overall, we feel great about our progress.
with that, I'll turn it back to an
Thanks Ed. Okay, operator, we're ready for our first question.
Wamsi Mohan: The first question will come from Wamsi Mohan with Bank of America. Your line is now open. Yes, thank you so much. Wendell, some of your customers are facing maybe more disruption than you are relative to tariffs. Can you comment on where you've seen pull forward activity within that customer base, both in the second quarter and where you're expecting some of that might continue into the third quarter of this year as well? It's clear that something happened in specialty, but if you could share some color on that and if there are other markets where this is happening as well.
Thank you as a reminder, to ask a question. Please press star 1, 1 on your telephone and wait for your name to be announced to withdraw your question. Please. Press star 1 1. Again. The first question will come from Monsey men with Bank of America. Your line is now open
Edward Schlesinger: Hey, Wamsi, this is Ed. I'll take that one. So I think the two places in particular where we did see some customers buying ahead of expected tariffs were in Gorilla, as we shared on the call, and in Display. We are expecting that to adjust in the second half. And in both of those spaces, we're not changing our view of the markets for the full year, the retail markets or the end markets. So we expect that to normalize. Now, our guidance for Q3 and the way we're thinking about going forward factors that in. Okay, that makes sense to you, Wamsi.
Uh, yes. Thank you so much, uh, Wendell some of your customers are facing, maybe more disruption, than you are relative to tariffs. Can you comment on where you've seen, pull forward activity within that customer base, both in the second quarter and and where you're expecting some of that might continue into the third quarter of this year, as well. If you could just it's clear that something happened in specialty, but if you could share some color on that and if there are other markets where this is happening as well. Thank you.
Tariffs were in gorilla as we shared on the call and in display. Uh we are expecting that to adjust in the second half and in both of those spaces we're not changing our view of the markets for the full year. The retail markets are the end markets. So we we expect that to normalize. Now, our guidance for Q3 and the way we're thinking about going forward factors that in
Wendell Weeks: So basically, we do our calculation and our estimates of what we think that is, right. And then we try to take it out of our next quarter guide may happen that way, it may not happen that way. But we try to conservatively portray what we see as supply chain. Right. No, that makes sense. I guess just to clarify, you're saying that in Q2, you did see an uptick in specialty. So that impacts Q3, Q4 versus first half. But more specifically, are you seeing any impact in Q3 in your guide from a full power perspective as well, understanding that your foliar didn't change?
Okay, so that makes sense to you. So basically, we do our calculation and our estimates of what we think that is, right? And then we try to take it out of our next quarter guide. It may happen that way; it may not happen that way, but we try to conservatively portray what we see as supply chain movement.
Wendell Weeks: Does that mean that sequential trends in Q4 should be worse than normal? No, what we did is see what actually happens. But what you note, what Ed is saying, is it in For instance, we did this in Q1. We had this question as well, which was, do we see any effects from our customers trying to build supply chain ahead of time? So we said, yes, we see some. And what we do is we made an estimate of that. And then we basically put in our Q2 guide that the supply chain would be reduced. So in other words, it depressed our revenue guide and our earnings guide for Q2.
Right. No, that makes sense. I, I guess just to clarify, you're saying that in Q2, you did see an uptick in Specialty, so that impacts Q3 and Q4 versus the first half. But more specifically, are you seeing any impact in Q3 in your guidance from a full perspective as well? I understand that your full year didn't change. Does that mean that sequential trends in Q4 should be worse than normal?
Wendell Weeks: For more information, visit www.fema.gov We're doing the same type thing here for Q3, which is we take a look at the first half, what do we think since we haven't changed our total year out? What do we think our customers have done to do any pulling? Right, and then what we've done is we've actually reduced quarter three in our guide by what that amount. So actually, just to be precise with you, we already tried to take that out of our Q3 guide. Does that make sense, Wamsi? Or you have more questions? Yeah, no, absolutely. No, no.
No, what we did is it see what actually happens but what you know what Ed is saying, is it in, uh, against this? We did this in q1. We had this question as well, which was do we see any effects from our customers? Trying to build supply, chain ahead of Terror? So we said, yes, we see some and what we do is we made an estimate of that. And then we basically put in our Q2 guide that the supply chain would be reduced. So, in other words, it depressed our Revenue guide and our earnings guide for Q2,
We're doing the same type of thing here for Q3, which is we take a look at the first half. What do we think? Since we haven't changed our total year outlook?
Or what do we think? Uh, our customers have done to do any pull ahead, right? And then what we've done is we've actually reduced quarter 3 and our guide by what that amount is
Wendell Weeks: Okay. No, no, that's great. That makes a lot of sense, Wendell.
Wendell Weeks: And if I could just, could you share any color on, you seem very, very bullish on the solar opportunity. We just had some legislation passed that's taking away some of the incentives on renewables. Can you just put that in context for us, how we should be thinking about Horning specifically or progress in that? Yes. If you look at the reconciliation bill, right, There's a lot of changes, but one thing didn't change is that the U.S. government is continuing to incent U.S. manufacturing. of Solar Products and its Preference for Domestic Content. This plays out in a number of different ways in the actual text of the legacy.
So, uh, actually just to be precise with you. We already tried to take that out of our Q3 guide. Does that make sense wisy? Oh, you absolutely no. No, no, okay, no, no, no, that's, that's great. That that's, that makes a lot of sense, Wendell. And if I could just okay, could you share any color on? You know, you seem very, very bullish on the solar opportunity. We just had some legislation passed. That's taking away some of the incentives on Renewables. Can you just put that in context for us? How
We should be thinking about horning specifically your progress uh, in that market.
Yes. Um,
if you look at the reconciliation bill, right? Uh,
There's a lot of changes but 1 thing didn't change. Uh, is that the US government is continuing to incent, uh, us Manufacturing.
Wendell Weeks: But the core piece is that the hunks that we needed around the advanced manufacturing tax credits, they remained in place. And there were additions. Two of various pieces of that that encourage more domestic conflict. more US-based manufacturing. And that was our long term. a belief on what the vector would be, is that there would be a requirement for U.S. manufacturing of energy. And that continues to be a Very great. Thank you.
Of Solar Products and its preference for domestic content. This plays out a number of different ways in the actual text of the legislation. But the core piece is
That the honks that we needed.
Around the advanced manufacturing tax credits, they remained in place.
And there were additions.
Uh, to various pieces of that, that encourage more domestic content.
More U.S.-based manufacturing, and that was our long-term.
Uh belief on what the vector would be is that there would be a requirement for us manufacturing of energy.
And that continues to be in place.
John Roberts: The next question comes from John Roberts with Mizuho. Your line is open. Thank you. I'm looking at slide 38 that's got the solar and semiconductor profitability. You've got startups coming in the third quarter as well. So is the recovery in earnings fourth quarter or is it out into 2026? Can you give us a sense of kind of how long we'll be under these pressures from the startup experience? Yeah, a couple of thoughts, John. Thanks for the question. So we shared, we started up our wafer factory here in the second quarter. So we expected to have ramp costs for that.
Okay, great. Thank you so much.
John Roberts with Meizuo. Your line is open.
Um, thank you. I'm looking at slide 38. Uh, that's got the solar and semiconductor profitability. Um, you've got startups coming in the third quarter as well, so is the recovery and earnings fourth quarter or is it out into 2026? It would give us a sense that kind of how long will be under these pressures from the startup um, expenses.
Edward Schlesinger: We're seeing that continue in the third quarter, we expect to commercialize our new wafer, wafer products in the third quarter. And for that, for those sales to start to ramp as we go into the fourth quarter, I think over time, the ramp costs will get better for two reasons will be actually running the factory at full utilization rates, and that'll improve our output, but also we'll be selling product.
Edward Schlesinger: So I don't know that it necessarily, you know, all is done by the end of the year, but I would expect it to continue to improve as we go through the year and into 2026. Great, thank you.
For that, we're seeing that continue in the third quarter. We expect to commercialize uh, our new wave wafer products in the third quarter. And for that, for those sales to start to ramp as we go into the fourth quarter, I think over time the ramp cost will get better for 2 Reasons. We'll be actually running the factory at full utilization rates and that'll improve our output. But also will be selling product.
So I don't know that it necessarily you know all is done by the end of the year but I would expect it to continue to improve as we go through the year and into 2026.
Operator: Okay, next question.
Great. Thank you.
Samik Chatterjee: And the next question will come from Samik Chatterjee with JP Morgan. Your line is. Hi, thanks for taking my question.
Okay, next question.
And the next question.
With JP Morgan. Your line is open.
Wendell Weeks: And Wendell, maybe I'll ask you a broader one just on the springboard plan here. If I'm looking at your wedges based on Q3 guide, it looks like if you were to sort of look at where you're tracking relative to your plans, you're tracking more closer to the internal plan than the high conference plan. So is there anything from the internal plan that you've sort of envisioned but did not really pan out as you sort of look at the status of things today? And then I'll take you up on the high, the forward opportunities that you talked about with customers looking to leverage Corning's manufacturing in the U.S.
Hi. Um, thanks for taking my question, and, uh, when will—maybe I'll ask you a broader one, just on the Springboard plan here. Um, if I'm looking at your wedges based on Q3 guide, it looks like if you go to sort of look at where you're tracking related to your plans, you're tracking more closely to the internal plan than the high-conference plan. So, is there anything from the internal plan that you sort of...
Wendell Weeks: And would that represent upside and which verticals would you think that's more focused on?
Wendell Weeks: Let's take a look at the second one first, and then come back to your key question on the first. So, the second one, I can't share too much. Week. These are all confidential negotiations. But we have 34 factories in the U.S. were engaged with a number of our major customers. number of our math to basically make a major commitment . . to U.S.-based manufacturers. and to help us utilize those factories going forward. Some are our current customers. Some are new to And we should know the answers to the beginning of these, these negotiations should close out sometime in the pretty near future.
Envisioned but did not really pan out as you sort of look at the status of things today and then I'll take your sort of take you up on the High. Um the forward opportunities that you talked about with customers looking to leverage conings Manufacturing in the US and would that represent upside and which verticals would you think that's more focused on? Thank you.
Uh, let's take a look at the second one first and then come back to your key question on the first. Um, so the second one I can't share too much right now.
So, like, uh, these are all confidential negotiations. Uh,
But we have 34 factories in the US.
We're engaged, uh, with a number of our major customers.
Uh, in a number of our uh, Maps.
To basically make a major commitment.
Uh, to us-based manufacturing and to help us utilize those factories, going forward. Some are our current customers.
Some are new to us.
Wendell Weeks: So watch this space, my friends, sometime in the next few months, we should be able. be a little more clear about the first. Before I move to the first question, Is that okay on the set? Yes, I mean, yes, I will. I'll wait and watch on that one. Thank you. Okay.
And we should know the answers, uh, to the beginning of these. These negotiations should close out sometime in the pretty near future. So, watch this space. My friend, sometime in the next few months, we should be able to be a little more clear about the first of them.
Before I move to your first question,
Wendell Weeks: On the first one. Of course, what has happened to us is a mix of a stronger, positive reaction to many of our new products, and that has been more than offsetting some of the places where the secular trends were a little bit later, or not as significant as we would have thought. Let me give you a good example. sort of our new sets of products for Bendable. When we built the original plan, we had planned for a more significant uptick in terms of the popularity and place. of some of that formidable tech, and that's been delayed.
Uh, is that okay on the second Sesame? Yes, I will. I will wait and watch 1 that 1, thank you. Okay. Uh, on the first 1, what a fascinating question. Of course, what has happened to us is a mix of
A stronger positive reaction to many of our new products and that has been more than offsetting some of the places where the secular Trends were a little bit later are not as significant as we would have thought.
Let me give you a good example, sort of our new sets of products for bendable devices.
When we built the original plan, we had planned for a more significant uptick in terms of uh, the popularity in placement.
Wendell Weeks: And that's just an example. And in each of these different maps, you'll see a combination of those pieces where it went a little faster than we thought, and those where it went a little slower than we There's very few areas that come to mind for me where we're where we don't feel good about the fundamental secular. that we were believing. other is always timing on cyclical return. I'd say the carriers took a little bit longer to clear out their inventory build than we thought by maybe a quarter or so, but that's now now they're back to buying at deployment level.
Of some of that foldable Tech and that's been delayed. So, and that's just an example. And in each of these different Maps, you'll see a combination of those pieces, where when we faster than we thought and those will went a little slower
Than we thought.
There's very few areas that come to mind for me where we don't feel good about the fundamental secular trend.
Uh, that we were.
Believing in.
Wendell Weeks: So we've got a good foundation for their growth going forward. But those are some small examples.
Wendell Weeks: Are those the areas that you were looking for, Yeah, and maybe just then on if you aggregate all of that, is there any big missing pieces relative to your internal plan to the high confidence plan today? Are there any big chunks that you said sort of fell out from the internal plan? So I think it depends which way you look at it. So on the high confidence plan, absolutely not, right? Because that really, remember what we do is we built into that risk adjustments for big macroeconomic cycles, a variety of sort of big events that we wouldn't have necessarily in our business cycles.
The other is always timing on cyclical return. I'd say the carriers took a little bit longer to clear out, uh, their inventory build than we thought, by maybe a quarter or so. But that's now how they're back to buying at deployment levels. So we've got a good foundation for their growth going forward. But those are some small examples. If those are the areas that you were looking for to make,
yeah, and maybe just then on, if you aggregate all of that uh
Wendell Weeks: In the internal plan, what we're really seeing in that pattern, what we're trying to show in the graph. is that we are hitting or exceeding. almost all of our critical milestones. So if anything, what we're seeing is building momentum. Now we have to see as some of the next layers of growth that we're planning for on springboard continue. If they do, then we'll have to deeply think about whether or not we upgrade our plan again. But that'd be a high class problem. So let's wait and see how we do on the coming quarters. No, great.
So I think it depends which way you look at it. So, on the high-confidence plan, uh, absolutely not right, because that really, remember, what we do is we built into that risk adjustments for big macroeconomic cycles, uh, a variety of sort of big events that we wouldn't have necessarily in our business cycles in the internal plan. What we're really seeing in that pattern, what we're trying to show in the graphic.
Is that we are hitting or exceeding.
Uh,
Wendell Weeks: Thanks. Thanks for the comment. Thank you.
Steven Fox: Next question. The next question is from Steven Fox with Fox Advisors. Your line is open. Hi, good morning. Can you hear me okay? Yes. Oh, great.
All of our critical Milestones. So if anything what we're seeing is building momentum. Now we have to see as some of the next layers of growth that we're planning for on springboard. Continue. If they do then we'll have to deeply think about whether or not we upgrade our plan again. Uh but uh that'd be a high class problem. So let's wait and see how we do on the coming quarters. No, great. Thanks, thanks for the comments. Thank you.
Next question.
The next question is from Stephen Fox with Fox. Advisors your lines open.
Wendell Weeks: I guess, first of all, Wendell, I was wondering if you could give us your Fiverr market share by region, add a couple of decimal points. Too soon with the human speak, too soon. Okay, sorry. I did have a question on Fiverr that I think you can answer. You've mentioned a couple of longer term, you know, sort of optionality around scale out, DCI, etc. Some of those trends, you know, you're seeing more indications of, but you're talking longer term about them. I was wondering, like, what kind of internal and external inflection points should we be looking for that will then translate into those, that sort of next wave of demand starting to take off?
Hi, good morning. Can you hear me? Okay.
Yes.
Oh, great. Um, I guess, first of all, Wendell, I was wondering if you can give us your fiber market share by region, to a couple of decimal points.
Too soon. We'll take you too soon. Okay? Sorry, sorry. Um but
Wendell Weeks: So first of all, I appreciate the humor on my CNBC appearance this morning. Thank you, my friend. Second. What a great question. So what we look for. is, we are engaged right now with multiple innovation partners slash And what we're looking for is does our technology do we win that plot? Once we win those platforms, then it will be to those platforms, then become the successful architecture for those particular chip sets in their deployment in servers. I think the biggest thing you can look for is you'll see announcements by our customers that will be named as one of their partners.
I did I did have a question on Fiverr um that I think you can answer it. You mentioned a couple of longer term you know sort of optionality around scale apps uh DCI Etc. Some of those Trends, you know you're seeing more indications of but you're talking longer term about them I was wondering like what kind of internal and external inflection points, should we be looking for that will then translate into those, uh, that sort of next wave of demand starting to take off? Thanks.
Well, first of all, I appreciate the humor on my CNBC appearance this morning. Thank you my friend uh,
Secondly.
What a great question. So what we look for
is we are engaged right now with multiple innovation.
5 minutes slash customers.
And what we're looking for is, does our technology, do we win that platform?
once we win those platforms, uh, then it will be
Wendell Weeks: You just recently saw a couple of those, I forget when, not that long ago. from Broadcom and from NVIDIA, right? Where they showed us as partners for some of their significant CPO platform. So I think that will be the first indication. that things are going well and that we're well positioned. Then the next will be, when does that architecture slide in? And that's a little bit tougher, you know, because within all the majors, what you have is the competing platforms. Do we switch to a photon-based architecture, right, in the server racks for the AI nodes?
to those platforms. Then become the successful architecture for those particular, uh, chips sets in their deployment in servers. I think the biggest thing you can, uh, look for is you'll see announcements by our customers and we'll be named as 1 of their Partners. You just recently saw a couple of those I forget when, uh, not that long ago, uh, from broad Khan and from Nvidia right where they showed us as partners for some of their significant CPO platforms.
Um, so I think that'll be the first indications.
Uh, things are going well and we're well positioned. Then the next will be, when does that architecture slide in?
And that's a little bit tougher.
You know, because within all the majors, we have the competing platforms that do we switch to a...
Wendell Weeks: or how much further we can press. the electron based ones and the copper based ones. And, you know, that struggle will continue. But the key is to get position for that long term innovation, secular wavelength. Is that responsive to your question? Yes, very much so.
Photon based architecture, right? Uh, in the server racks, for the AI nodes or uh, how much further we can press. Uh, the electron based ones and the copper based ones and you know, that struggle will continue. But the key is to get positioned for that long term.
Innovation secular wave when it happens.
Wendell Weeks: I was just wondering on the DCI stuff if there's any... Oh, DCI, great question. Yes, you will see additional announcements. in DCI, you'll see customers will want to talk about it because it's so important to them. And they're trying to be able to position their offerings to their customers. as being advantaged with the latest. Optical Technology. So you will definitely see customers coming out on that. Great, thank you so All right, next question.
Is is that uh, responsive to your questions, Steve?
Uh, yes, very much. So, I was just wondering about the DCI stuff. If there's anything else you would have there? Oh, DCI, great question. Yes. You will see additional announcements in DCI. You'll see customers wanting to talk about it because it's so important to them, and they're trying to be able to position their offerings to their customers.
As being advantaged with the latest.
Optical technology. So you will definitely see customers coming out.
Great, thank you so much.
Asiya Merchant: The next question is from Asiya Merchant with Citi. Your line is open. Great, thank you. Hopefully, you can hear me. Great results here. Just on the optical communications market again, if I may, you know, have you been experiencing any supply constraints there? And how should we think about pricing power here in the optical segment? Is there an opportunity for Corning to further strengthen their moat, just given the technology advancement you have? And is that reflective in pricing?
All right. Next question. The next question is from Maria Merchants with City. Your line is open.
Great, thank you. Hopefully, you can hear me. Uh, great results here, just on the optical communications market. Again, if I may, you know, have you been experiencing any supply constraints there? And how should we think about pricing power here in the optical segment? Is there an opportunity for Corning to further strengthen their moat, just given the technology advancements you have? And is that reflective in pricing currently? Thank you.
Wendell Weeks: Both excellent questions slash suggestions. Sinks are tight right now. We expect that to continue. as part of the new product introduction. We introduced pricing that would enhance our margin. A lot of that has been eaten up with our productivity stardom. ramping strongly, as you would have heard from Ed when he lays out the sort of how many cents in EPS on startup of some of the various We would so in a way you haven't seen the power of that pricing be reflected in our financials yet.
Both excellent question slash suggestion.
Uh, things are tight right now.
Uh, mainly on our new product set.
Uh, uh, we and we expect that to continue.
As part of the new product introduction, we introduced uh pricing that would enhance our margin performance.
Uh so far uh a lot of that has been eaten up with these with our productivity startups.
Ramping strongly, as you would have heard from Ed, when he lays out the sort of how many cents in EPS on Startup with some of the various elements of it.
Wendell Weeks: So that's the most basic answer to your question. Beyond that, to your suggestion, I think it's an excellent suggestion that we continue to evaluate. This is a very fast changing environment. The key for us is can we create enough value for our customers that using our tech is actually economically advantaged for them? If it's economically advantaged, But then we usually come to some arrangement to split that value creation. So it's much more about the innovation than it is about short term. Supply Demands, please. Is that responsive to your question?
We would. So, in a way, you haven't seen the power of that uh pricing uh, be reflected in our financials yet.
So that's the most basic answer to your question beyond that, you know, to your suggestion. You know, I think it's an excellent suggestion and we continue to evaluate that. This is a very fast changing environment. The key process can we create enough value for our customers to using our Tech is actually economically advantaged for them if it's economically advantageous for them. But then we usually come to some arrangement to split that value of creation. So it's much more about the Innovation uh that it is about short term. Uh,
A supply, demand squeezes.
Asiya Merchant: That's great. And if I may, no, that's great. Thank you, Wendell.
Asiya Merchant: Just on the productivity ramps that you guys have talked about, just help us understand, like, you know, when are we looking at that powerful margin performance that you're talking about actually being reflected? Like, what are some milestones here that we need to be, I mean, is this an environment which is going to be continually tight, just given the ramps that you guys are constantly ramping? Or is there some sort of line of sight where you see those ramps, sort of pretty much business as normal, and then you start to see big margin of inflection? Thank you.
Edward Schlesinger: Yeah, Asiya, I would add to what, you know, Wendell said. So our optical communications business net income grew significantly faster than sales, both year over year and sequentially in the quarter. So despite us absorbing some of those ramp costs or productivity costs that Wendell talked about, we've made nice progress. I believe our net income margin went up by about a point sequentially, and we'll continue to march up. I think it's a combination of us selling more for sure and us, you know, being able to make at the right level as we ramp for our new product.
Is that responsive to your question? That's great. And if I may just know, that's great. Thank you, Randall. Just on the productivity ramps that you guys have talked about, just help us understand, like you know, when are we looking at that powerful margin performance that you're talking about actually being reflected? Like what are some milestones here that we need to be aware of? I mean, is this an environment which is going to be continually tight, just given the ramp? So, you guys are constantly ramping, or is there some sort of line of sight where you see those ramps sort of pretty much business as normal, and then you start to see a big margin inflection? Thank you.
Edward Schlesinger: So I think there's room to run in optical and we can actually continue to improve, but we've made some nice progress and we expect to do that even in the third quarter as we've, you know, guided these costs remain.
Yeah, I see I would add to what you know when those said so our Optical Communications business, net income grew significantly, faster than sales, both year-over-year and sequentially in the quarter. So despite us absorbing some of those ramp costs or productivity costs, that wendle talked about, we've made nice progress, I believe our net income margin went up by about a point um, sequentially and we'll continue to March up. I think it's a combination of us selling more for sure and us, you know, being able to make, um, at the right level as we ramp for our new products. So I think there's room to run in Optical and we can actually continue to improve but we've made some nice progress and we expect to do that. Even in the third quarter, as we've, you know, guided
Operator: Great. Thank you. All right.
These costs remaining.
George Notter: Next question. And our next question comes from George Notter with Wolf Research Alliance. Hi guys, thanks very much. I guess back on that, that same line of questioning. Look, I know you guys made a lot of investments in optical, you know, kind of coming off the supply chain crunch, unfortunately, going into the excess inventory situation. But, you know, there were facilities in Gilbert, I think a couple of facilities in Hickory, some Poland facilities you guys added. Can you give us a sense for where you are in terms of capacity in those places? Is there still a lot of excess utilization that you can kind of grow into?
Great. Thank you.
All right. Next question.
And our next question comes from George nodder with wolf researcher lines, open.
Wendell Weeks: Or is most of that filled up at this point? It depends on the components, right? I think the best way to think about this is we still have the opportunity to increase our utilization and therefore help drive incrementals that you just heard. Right now, our strongest tightness is on our newest product. In there, much as you would expect, since they're new, right? Those tend to be quite We still believe we're in really good shape overall for our available capacity in our fiber outset. Cable Assets, it is when you get more specific to some of these new high-density opportunities that we're feeling that strong.
Hi guys. Thanks very much. Um, I guess back on that. Uh, that same uh a line of questioning um, you look. I know you guys made a lot of investments in Optical, you know, kind of coming off the supply chain crunch. Unfortunately, going into the excess inventory, uh, situation. But, you know, there were facilities in Gilbert. I think a couple of facilities in Hickory, uh, some some pollen facilities you guys added. Can you give us a sense for where you are in terms of capacity in those places? Is there still a lot of excess utilization that you can kind of grow into or or as most of that, you know, filled up at this point
opportunity to increase our utilization and therefore, uh, help Drive incremental that you just heard from from
Ed right now, our strongest tightness is on our newest products.
And their much as you would expect, since they're new, right? Uh, those tend to be quite tight.
You still believe we're in really good shape overall for our available capacity in our fiber assets and our cable assets. It is when you get more specific to some of these new high density.
Wendell Weeks: got it more productive to meet all that demand. But if demand continues to increase, you know, we'll sit down with our customers. And we'll figure out what to do about that at the right time.
Opportunities that we're feeling that strong tightness.
Wendell Weeks: Could you give us a sense on lead times on some of those next-gen products? I'm thinking about some of the fiber connectivity pieces in the data center, and then also some of the high-density fibers you're putting in long-haul optical networks. Is there a sense you could give us on lead times? Yeah, so the connectivity piece when we build those Bespoke systems for each of the actual buildings that we're going into. That lead time is fast. We're built to be flexible and go and go at a customer speed because that's what they need to be able to get their installation.
Got it and then just a quick follow up more productive to meet all that demand. But if demand continues to increase, you know, we'll sit down with our customers and we'll figure out what to do about that at the right time.
Can you give us a sense on lead times on some of those NextGen products I'm thinking about, um, some of the fiber connectivity pieces in the data center and then also, some of the high density, fibers, you're putting in Long Haul, Optical networks, is there, is there a sense you can give us on on lead times?
Yes. So the connectivity piece when we build those uh, bespoke systems for each of the actual buildings that we're going into that lead time is fast.
Wendell Weeks: When you come to core componentry fiber cable and the connectors themselves, these new high density offerings, that's a brand new fiber, brand new cable, brand new connector. Those we've actually been working on. for years to be ready for this moment. And all you're seeing, when you hear from Ed about, you know, we'd like to see that productivity increase is just ramping those faster and faster. at them taking over pieces of equipment that were making the older generation test. And so it's less about lead time. And it's more just about the rate of growth, and how quickly we can turn over our equipment and make those strong modifications to that equipment to be able to manufacture our newest.
You know, we're built to be flexible and go and go at our customer speed because that's what they need to be able to get their installations in place.
When you come to core componentry fiber cable and the connectors themselves, these new high density offerings. That's a brand new fiber, brand new, cable, brand new, uh, connector. Those, we've actually been working on.
For years to be ready for this moment at all. You're seeing, uh, when you hear from Ed about, you know, we'd like to see that productivity increase. This is just ramping, those faster and faster and then taking over pieces of equipment that we're making the older generation Tech.
Wendell Weeks: but we designed them to be able to work on our fundamental manufacturing. Searrow. Thank you. Great.
And so it's less about lead time and it's more just about the rate of growth and how quickly we can turn over our equipment and make those strong modifications to that equipment, to be able to manufacture our newest products, but we designed them to be able to work on our fundamental Manufacturing.
Mehdi Hosseini: Next question.
Zero, thank you.
Wendell Weeks: The next question comes from Mehdi Hosseini with Susquehanna Financial Group. Yes, thanks for taking my question. Wendell, I want to go back to the overall strategy with the Hemlock. I see in the disclosure that now you're involved in manufacturing polysolar wafer and module. And in that context, can you elaborate how the mix is today, the mix of revenue between polysilicon wafer and module? And what is the strategy here? Do you want to ramp the manufacturing of poly or do you want to be equally distributed or exposed to various parts of the solar? And as a follow-up to that, how should we think about the capital intensity required for scaling that business unit compared to capital intensity for other business units?
Great. Uh, next question.
the next question comes from Maddie husseini with Seuss suana, Financial Group, your line is open,
Wendell Weeks: Thank you. A great question and good job building modules. Our core approach to the Low-Risk High-Return strategy was to take advantage of a trend opportunity that we saw. So we believe strongly that by nature of policy There would be strong encourage. of American-Made Renewable , as well as Carver. put those advanced manufacturing here in America. So we took a look at which of those areas our skills would fit both in the near-term but also the long-term. For instance, in module We have some significant innovations we'd like to try out. Inglas. It's our multisign. in Optical Coatings that we believe that can significantly increase the conversion efficiency of solar.
Yes. Uh, thanks for taking my question, Lindell. I want to go back to, uh, overall strategy with the hemlock. I see in a disclosure that now you're involved in, uh, manufacturing poly silicon wafer and module. Um, I mean in that context, can you elaborate on how the mix is today? The mix of revenue between poly silicon wafer and module, and what is the strategy here? Do you want to ramp the manufacturing of poly? Do you want to be equally distributed or exposed to the various parts of the solar? And as a follow-up to that, how should we think about the capital intensity required for scaling that business unit compared to the capital intensity for other business units? Thank you.
Great question and and good job. Voting modules.
Our core.
uh, approach to the
Low risk High return. Strategy was to take advantage of a trend opportunity that we saw that we believe strongly that by Nature policy. Uh, there would be strong encouragement.
Of americannmade renewable energy, as well as carbon based energy.
And to put those advanced manufacturing plants here in America.
so, we took a look at which of those areas are skills with fit both in the
Near-term. But also the long-term, for instance, in modules.
Uh, we have some significant Innovations. We'd like to try out.
Uh, in glass.
In thermal design.
Wendell Weeks: To be able to innovate that effectively, we needed a module position. Of course, in that module position in and of itself, we believe that will be strongly profitable for us. and modules are not capital intense. And we could just bring our fundamental manufacturing expertise Our primary product that you see reflected in poly, that is what we brought from Semicon. We're now applying it to solar. That is the bulk of the revenues that you see. was our business. We've been activating idle assets to do that. creating some assets to be able to do that. Then we have wafers on our latest hunk of activated poly.
ICal codings, that we believe that can significantly increase the conversion efficiency of solar to be able to innovate that effectively, we needed a module position, of course, in that module position in and of itself. Uh, we believe that will be strongly profitable for us and modules are not Capital intense, and we could just bring our fundamental manufacturing expertise to bear.
Our primary product, did you see reflected in poly? That is what we brought from Semican. We're now applying it to solar. That is the bulk of the revenues that you see today.
That was our business, we've been activating idle assets to do that and upgrading some assets to be able to do that.
Wendell Weeks: We're transforming that into higher value. and that's what we're doing on that. So today, almost all that revenue you see in that segment is coming from Polly, our basic entry point. You'll start to see a hunk of the modules come in, in these coming quarters, and as you've heard from Ed, you'll start to see our wafer facility ramp and turn into revenue starting in quarter four. And we don't have an overall balanced approach to say like we expect this much out of modules, this much out of wafers, this much out of poly. But in terms of volume, the most of the volume There'll be a lesser amount in wafers, because we want to serve both the total market and then make sure there's a US source of wafers.
Then we have wafers on our latest honk of activated poly. We are transforming that into the higher-value wafers.
And that's what we're doing on that same base.
So today, almost all that revenue you see in that segment is coming from PI.
A basic entry point.
Uh, you'll start to see a hunk of the modules come in in these coming quarters. And as you've heard from Ed, you'll start to see our wafer facility ramp and turn into Revenue, starting in quarter 4.
And we don't have an overall balanced approach to the to say, like we expect this much out of modules, this much out of Wafers, this much out of poly, but in terms of volume the most of the volume will be in poly. There'll be a lesser amount.
Wendell Weeks: And then of that, only a portion of our wafers will end up in It's a little like if you like you've studied our optical communications approach. It's like that. What we always believe in each of our component levels, each has to be competitive. So we will sell to our competitors on that next layer up. So our base hunk is fiber, we sell that to cablers all over the world. But then we also make our own cable. for the Is that responsive to your question? Yeah, absolutely. Thanks for detail.
And Wafers because we want to serve both the total market and then make sure there's a US source of Wafers. And then of that, only a portion of our Wafers will end up in our modules.
It's a little like if you like you've studied our Optical Communications approach it's like that.
We always believe in each of our component levels, each has to be competitive, so we will sell to our competitors on that next layer up. So our base hunk is fiber. We sell that to cablers all over the world but then we also make our own cable.
For significant amount of our fiber output and we sold those cables to people who build connector systems all over the world but then we do it even less amount that we then do in our full connect drive system. So we're the only 1 who's fully integrated and to end but we enable people along the way, the same approach in solar.
Wendell Weeks: And just, if I may, the counter intensity differences between Sonar, and the rest of the business units? So brittle-like fiber optics, again, to keep that analogy. That final product, modules, is not capital intense at all, right? The most capital intense would be the poly that we already have. And wafers is in between. I don't like it. I think that's a good way to.
Is that responsive to your question?
Yeah, absolutely. Thanks for the detail. I just, if I may, the capital intensity difference is between solar and the rest of the business units. It's...
It's a little like fiber optics again. To keep that analogy, the final product modules are not capital intensive at all. The most capital intensive would be the poly that we already have.
Uh, and Wafers is in between.
Wendell Weeks: Okay, very helpful, thank you.
Kind of like a, I think that's a good way to think about.
Wendell Weeks: Thanks, Benny.
Operator: We've got time for one last question.
Joshua Spector: And the last question will come from Josh Spector with UBS, your line's open. Yeah, good morning. I wanted to follow up on some of the margin commentary earlier. I guess if I look at your 3Q guidance, it looks like it's around a 50% free tax EBIT margin incremental. You've been running closer to 25 to 30%. So can you comment on the driver there? I would normally think seasonality in 3Q would probably be a higher incremental, but we talked about some pull forwards. So is this mix, cost savings, anything else you call out specifically? Thanks.
Okay, very helpful. Thank you. Thanks, man. What we've got time for 1 last question.
And the last question will come from John.
Josh Spectre with UBS, your line is open.
Edward Schlesinger: Hey, Josh, thanks for the comments. So maybe, you know, backing up, we've started Springboard about, you know, a year and a half ago, about halfway through our plan. And we've been kind of marching up on gross margin. And on operating margin, we set that 20% operating margin target, we did 19% in the second quarter. And I think, first of all, we have a lot of the capacity and the technical capabilities and the cost in place. So as we grow our sales, we would expect to get really nice incrementals on those sales. In certain places, where we've had, you know, accelerated demand on some of our products, and maybe we've added capability and added a little bit of cost, that's actually dragged the margin in those places.
Yeah, good morning. Um, I wanted to follow up on on some of the margin commentary earlier, I guess if I look at your 3Q guidance, it looks like it's around a 50% free tax ebit. Margin incremental, you've been running close to the 25 to 30% so can you comment on the driver there? I, I would normally think seasonality in 3Q would probably be a higher incremental, but we talked about some pull forwards. So is this mixed cost savings? Anything else you call that specifically? Thanks.
Edward Schlesinger: And we talked a little bit about that in optical and in solar. And we continue to manage our operating expenses quite nicely. So as we think about going forward, in general, I think our Q3 guide reflects this, our view is that we'll continue to expand our margins, you know, sort of step by step as we get to that 20%. And then, you know, to the extent we get there, we'll provide an update on how we think about it going forward. So our third quarter guide really reflects higher sales, and our, you know, managing of our cost structure as we continue to grow.
Edward Schlesinger: It's sort of core to springboard, Josh, is that what we expect because we have a lot of the capability. Technical Capabilities, and the Manufacturer. We expect to have a really strong increment. And that was what's behind. I think there's a significant improvement in our return profile that we put in Springboard. And I think all you're seeing is that we're making faster progress. that we originally planned. And so as you look at those numbers and you are working through your modeling, you're seeing enhanced profitability. Yeah, you're not doing your math. Thanks, Josh. Thanks, Wendell.
An optical and in solar, and we continue to manage our operating expenses quite nicely. So, as we think about going forward, in general, I think our Q3 guide reflects. This, our view is that we'll continue to expand our margins, you know, sort of Step by Step as we get to that 20% and then, you know, to the extent, we get there, we'll provide an update on how we think about it, going forward. So our third quarter guide, really reflects higher sales and our, you know, managing of our cost structure as we continue to grow.
Its sort of corded springboard. Change is that?
What we expect is.
uh,
Because we have a lot of the capabilities.
The technical capabilities and the manufacturing capacity in place. We expect to have really strong incremental. And that was, what's behind of the significant improvement in our return profile that we put in springboard. And I think all you're seeing is that we're making faster progress.
That we originally planned for.
And so, as you look at those numbers and you are working through your modeling, you're seeing enhanced profitability and, uh,
Yeah, you're not doing your math wrong.
Operator: Okay, I'll wrap it up today. I want to thank everybody for joining us. Before we close, I'll let you know that we're planning to attend Citi's 2025 Global TMT Conference on September 4th, and we'll be scheduling management visits to investor offices in select cities. Finally, a web replay of today's call will be available on our site starting later this Once again, thank you for joining us. That concludes our call. Please disconnect all lines. Thank you.
Great.
Thanks, thanks wendle.
Okay, um, I'll wrap it up today. I want to thank everybody for joining us. Before we close, I'll let you know that we're planning to attend the Cities 2025 Global TMT Conference on September 4th, and we'll be scheduling management visits to investor offices in select cities.
Finally, our web replay of today's call will be available on our site starting later this morning. Once again, thank you for joining us. That concludes our call. Please disconnect all lines.
Operator: This does conclude today's conference call. You may now disconnect.
Thank you. This does conclude today's conference call, and you may now disconnect.