Xylem plans to divest non-core businesses representing 9% of revenue.
Applied Water data center orders grew over 200% in the third quarter.
Ending backlog grew 13% to $5.5 billion.
On its third-quarter 2026 earnings call, held on Oct. 27, 2026, Xylem (NYSE:XYL) announced plans to sell lower-margin assets and shift to a three-segment structure. This strategic pivot sharpens the company's focus on faster-growing industrial markets with higher profitability. Three takeaways from the call stand out for long-term investors.
Management is pruning non-core businesses to focus capital on higher-margin industrial markets. Exiting these lines helps the company shed lower-margin revenue and streamline operations into three focused segments.
This morning, we're announcing our intent to divest Applied Water International and Specialty Flow Control, which is our beverage and marine business, while also moving from four segments to three beginning in 2027.
-- Matthew Pine, Chief Executive Officer
Macroeconomic pressures are forcing municipal water utilities to delay short-cycle replacement orders. Management expects orders to convert into sales at a slower pace while utilities navigate high interest rates and budget constraints.
As utilities continue to manage inflation, interest rates, and affordability concerns, some customers have slowed the pace of these purchases. We continue to believe the issue is pace rather than demand.
-- Andrea van der Berg, Chief Financial Officer
Demand for specialized cooling and water treatment in artificial intelligence infrastructure is creating a strong growth engine. High-tech manufacturing wins are expanding the company's reach in attractive industrial sectors.
We continue to see momentum in AI-related infrastructure and data center orders. But still, I'd say relatively small, but growing quickly, supported by a stronger growth profile in Applied Water than we've historically described.
-- Matthew Pine, Chief Executive Officer
Demand for critical water infrastructure remains resilient even as near-term project conversion slows. The company's expanding backlog, pricing discipline, and operational productivity provide a strong foundation to navigate short-term delays.
While near-term spending decisions have become more cautious, our customers continue to tell us the same thing. The need to invest in Water Infrastructure, resilience, and efficiency has not changed.
-- Matthew Pine, Chief Executive Officer
Long-term value creation hinges on executing portfolio divestitures while capturing higher-margin industrial opportunities. Management's strategic realignment positions the business for accelerated growth.
We remain confident in our strategy, confident in our positioning, and confident in our ability to create long-term value as these opportunities continue to unfold.
-- Matthew Pine, Chief Executive Officer
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