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v3.25.1

Finance and Other Receivables (Tables) | 3 Months Ended
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Mar. 31, 2025
Receivables [Abstract] |
Finance and Other Receivables | Finance and other receivables include the following:
|  | March 31 |  |  | December 31 |
|  | 2025 |  |  | 2024 |
Loans |  | $ | 9,579.2 |  |  | $ | 9,442.4 |
Finance leases |  |  | 5,051.5 |  |  |  | 4,906.6 |
Dealer wholesale financing |  |  | 4,947.3 |  |  |  | 4,944.1 |
Operating lease receivables and other |  |  | 177.9 |  |  |  | 166.4 |
|  |  | 19,755.9 |  |  |  | 19,459.5 |
Less allowance for losses: |  |  |  |  |  |
Loans and leases |  |  | (138.7 | ) |  |  | (139.2 | )
Dealer wholesale financing |  |  | (3.0 | ) |  |  | (3.0 | )
Operating lease receivables and other |  |  | (2.9 | ) |  |  | (3.0 | )
|  | $ | 19,611.3 |  |  | $ | 19,314.3 |
Allowance for Credit Losses | The allowance for credit losses is summarized as follows:
|  | 2025 |
|  | DEALER |  |  | CUSTOMER |  |  |  |  |  |  |
|  | WHOLESALE |  |  | RETAIL |  |  | RETAIL |  |  | OTHER* |  |  | TOTAL |
Balance at January 1 |  | $ | 3.0 |  |  | $ | 1.5 |  |  | $ | 137.7 |  |  | $ | 3.0 |  |  | $ | 145.2 |
Provision for losses |  |  |  |  |  | (.1 | ) |  |  | 18.2 |  |  |  | .2 |  |  |  | 18.3 |
Charge-offs |  |  |  |  |  |  |  |  | (23.0 | ) |  |  | (.3 | ) |  |  | (23.3 | )
Recoveries |  |  |  |  |  |  |  |  | 2.2 |  |  |  | .1 |  |  |  | 2.3 |
Currency translation and other |  |  |  |  |  |  |  |  | 2.2 |  |  |  | (.1 | ) |  |  | 2.1 |
Balance at March 31 |  | $ | 3.0 |  |  | $ | 1.4 |  |  | $ | 137.3 |  |  | $ | 2.9 |  |  | $ | 144.6 |
|  | 2024 |
|  | DEALER |  |  | CUSTOMER |  |  |  |  |  |  |
|  | WHOLESALE |  |  | RETAIL |  |  | RETAIL |  |  | OTHER* |  |  | TOTAL |
Balance at January 1 |  | $ | 2.7 |  |  | $ | 1.9 |  |  | $ | 125.1 |  |  | $ | 3.3 |  |  | $ | 133.0 |
Provision for losses |  |  |  |  |  | (.2 | ) |  |  | 15.9 |  |  |  | .4 |  |  |  | 16.1 |
Charge-offs |  |  |  |  |  |  |  |  | (10.4 | ) |  |  | (.4 | ) |  |  | (10.8 | )
Recoveries |  |  |  |  |  |  |  |  | 2.2 |  |  |  |  |  |  | 2.2 |
Currency translation and other |  |  |  |  |  |  |  |  | (1.2 | ) |  |  |  |  |  | (1.2 | )
Balance at March 31 |  | $ | 2.7 |  |  | $ | 1.7 |  |  | $ | 131.6 |  |  | $ | 3.3 |  |  | $ | 139.3 |
* Operating leases and other trade receivables.
Amortized Cost Basis of Finance Receivables and Charge-offs by Credit Quality Indicator and Portfolio Class | The tables below summarize the amortized cost basis of the Company’s finance receivables within each credit quality indicator by year of origination and portfolio class and current period gross charge-offs of the Company’s finance receivables by year of origination and portfolio class.
| REVOLVING |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
At March 31, 2025 | LOANS |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | PRIOR |  |  | TOTAL |
Amortized cost: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Dealer: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wholesale: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing | $ | 4,940.6 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 4,940.6 |
Watch |  | 6.7 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 6.7 |
| $ | 4,947.3 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 4,947.3 |
Retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing | $ | 227.2 |  |  | $ | 120.7 |  |  | $ | 648.1 |  |  | $ | 595.3 |  |  | $ | 379.0 |  |  | $ | 175.3 |  |  | $ | 201.8 |  |  | $ | 2,347.4 |
Watch |  |  |  |  | 5.9 |  |  |  | 2.0 |  |  |  | 13.9 |  |  |  | 5.7 |  |  |  | 1.8 |  |  |  | 3.1 |  |  |  | 32.4 |
| $ | 227.2 |  |  | $ | 126.6 |  |  | $ | 650.1 |  |  | $ | 609.2 |  |  | $ | 384.7 |  |  | $ | 177.1 |  |  | $ | 204.9 |  |  | $ | 2,379.8 |
Total dealer | $ | 5,174.5 |  |  | $ | 126.6 |  |  | $ | 650.1 |  |  | $ | 609.2 |  |  | $ | 384.7 |  |  | $ | 177.1 |  |  | $ | 204.9 |  |  | $ | 7,327.1 |
Customer retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Fleet: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  |  |  | $ | 1,027.2 |  |  | $ | 4,326.3 |  |  | $ | 2,826.7 |  |  | $ | 1,492.3 |  |  | $ | 556.5 |  |  | $ | 255.7 |  |  | $ | 10,484.7 |
Watch |  |  |  |  | 6.3 |  |  |  | 19.2 |  |  |  | 48.7 |  |  |  | 46.0 |  |  |  | 24.2 |  |  |  | 2.9 |  |  |  | 147.3 |
At-risk |  |  |  |  | 1.5 |  |  |  | 60.6 |  |  |  | 157.6 |  |  |  | 55.3 |  |  |  | 14.8 |  |  |  | 2.5 |  |  |  | 292.3 |
|  |  |  | $ | 1,035.0 |  |  | $ | 4,406.1 |  |  | $ | 3,033.0 |  |  | $ | 1,593.6 |  |  | $ | 595.5 |  |  | $ | 261.1 |  |  | $ | 10,924.3 |
Owner/operator: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  |  |  | $ | 159.0 |  |  | $ | 517.7 |  |  | $ | 277.4 |  |  | $ | 183.4 |  |  | $ | 113.5 |  |  | $ | 45.7 |  |  | $ | 1,296.7 |
Watch |  |  |  |  |  |  |  | 3.9 |  |  |  | 5.7 |  |  |  | 4.3 |  |  |  | 1.7 |  |  |  | .9 |  |  |  | 16.5 |
At-risk |  |  |  |  |  |  |  | 2.4 |  |  |  | 5.6 |  |  |  | 2.8 |  |  |  | 1.4 |  |  |  | 1.2 |  |  |  | 13.4 |
|  |  |  | $ | 159.0 |  |  | $ | 524.0 |  |  | $ | 288.7 |  |  | $ | 190.5 |  |  | $ | 116.6 |  |  | $ | 47.8 |  |  | $ | 1,326.6 |
Total customer retail |  |  |  | $ | 1,194.0 |  |  | $ | 4,930.1 |  |  | $ | 3,321.7 |  |  | $ | 1,784.1 |  |  | $ | 712.1 |  |  | $ | 308.9 |  |  | $ | 12,250.9 |
Total | $ | 5,174.5 |  |  | $ | 1,320.6 |  |  | $ | 5,580.2 |  |  | $ | 3,930.9 |  |  | $ | 2,168.8 |  |  | $ | 889.2 |  |  | $ | 513.8 |  |  | $ | 19,578.0 |
| REVOLVING |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
At March 31, 2025 | LOANS |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | PRIOR |  |  | TOTAL |
Gross charge-offs: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Customer retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Fleet |  |  |  | $ | .1 |  |  | $ | 4.9 |  |  | $ | 12.5 |  |  | $ | 1.8 |  |  | $ | 1.3 |  |  | $ | .6 |  |  | $ | 21.2 |
Owner/operator |  |  |  |  | .1 |  |  |  | .3 |  |  |  | .4 |  |  |  | .8 |  |  |  |  |  |  | .2 |  |  |  | 1.8 |
Total |  |  |  | $ | .2 |  |  | $ | 5.2 |  |  | $ | 12.9 |  |  | $ | 2.6 |  |  | $ | 1.3 |  |  | $ | .8 |  |  | $ | 23.0 |
| REVOLVING |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
At December 31, 2024 | LOANS |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | 2020 |  |  | PRIOR |  |  | TOTAL |
Amortized cost: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Dealer: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wholesale: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing | $ | 4,936.1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 4,936.1 |
Watch |  | 7.1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 7.1 |
At-risk |  | .9 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | .9 |
| $ | 4,944.1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 4,944.1 |
Retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing | $ | 229.8 |  |  | $ | 680.8 |  |  | $ | 641.5 |  |  | $ | 404.6 |  |  | $ | 192.8 |  |  | $ | 98.0 |  |  | $ | 141.6 |  |  | $ | 2,389.1 |
Watch |  |  |  |  | 2.0 |  |  |  | 23.1 |  |  |  | 6.1 |  |  |  | 2.1 |  |  |  | 4.6 |  |  |  | .4 |  |  |  | 38.3 |
| $ | 229.8 |  |  | $ | 682.8 |  |  | $ | 664.6 |  |  | $ | 410.7 |  |  | $ | 194.9 |  |  | $ | 102.6 |  |  | $ | 142.0 |  |  | $ | 2,427.4 |
Total dealer | $ | 5,173.9 |  |  | $ | 682.8 |  |  | $ | 664.6 |  |  | $ | 410.7 |  |  | $ | 194.9 |  |  | $ | 102.6 |  |  | $ | 142.0 |  |  | $ | 7,371.5 |
Customer retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Fleet: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  |  |  | $ | 4,306.5 |  |  | $ | 2,991.4 |  |  | $ | 1,761.1 |  |  | $ | 781.9 |  |  | $ | 298.2 |  |  | $ | 71.0 |  |  | $ | 10,210.1 |
Watch |  |  |  |  | 11.2 |  |  |  | 17.6 |  |  |  | 13.9 |  |  |  | 5.8 |  |  |  | 2.1 |  |  |  | .9 |  |  |  | 51.5 |
At-risk |  |  |  |  | 49.5 |  |  |  | 196.8 |  |  |  | 80.8 |  |  |  | 41.9 |  |  |  | 6.0 |  |  |  | 1.5 |  |  |  | 376.5 |
|  |  |  | $ | 4,367.2 |  |  | $ | 3,205.8 |  |  | $ | 1,855.8 |  |  | $ | 829.6 |  |  | $ | 306.3 |  |  | $ | 73.4 |  |  | $ | 10,638.1 |
Owner/operator: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  |  |  | $ | 524.1 |  |  | $ | 303.7 |  |  | $ | 206.2 |  |  | $ | 145.1 |  |  | $ | 57.6 |  |  | $ | 12.7 |  |  | $ | 1,249.4 |
Watch |  |  |  |  | 2.5 |  |  |  | 12.1 |  |  |  | 8.0 |  |  |  | 2.9 |  |  |  | 1.3 |  |  |  | .4 |  |  |  | 27.2 |
At-risk |  |  |  |  | .9 |  |  |  | 1.8 |  |  |  | 2.2 |  |  |  | .9 |  |  |  | 1.0 |  |  |  | .1 |  |  |  | 6.9 |
|  |  |  | $ | 527.5 |  |  | $ | 317.6 |  |  | $ | 216.4 |  |  | $ | 148.9 |  |  | $ | 59.9 |  |  | $ | 13.2 |  |  | $ | 1,283.5 |
Total customer retail |  |  |  | $ | 4,894.7 |  |  | $ | 3,523.4 |  |  | $ | 2,072.2 |  |  | $ | 978.5 |  |  | $ | 366.2 |  |  | $ | 86.6 |  |  | $ | 11,921.6 |
Total | $ | 5,173.9 |  |  | $ | 5,577.5 |  |  | $ | 4,188.0 |  |  | $ | 2,482.9 |  |  | $ | 1,173.4 |  |  | $ | 468.8 |  |  | $ | 228.6 |  |  | $ | 19,293.1 |
| REVOLVING |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
At December 31, 2024 | LOANS |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | 2020 |  |  | PRIOR |  |  | TOTAL |
Gross charge-offs: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Customer retail: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Fleet: |  |  |  | $ | .9 |  |  | $ | 19.4 |  |  | $ | 12.1 |  |  | $ | 7.5 |  |  | $ | 4.2 |  |  | $ | 7.8 |  |  | $ | 51.9 |
Owner/operator: |  |  |  |  | .1 |  |  |  | 2.4 |  |  |  | 3.7 |  |  |  | 1.0 |  |  |  | 1.3 |  |  |  | .8 |  |  |  | 9.3 |
Total |  |  |  | $ | 1.0 |  |  | $ | 21.8 |  |  | $ | 15.8 |  |  | $ | 8.5 |  |  | $ | 5.5 |  |  | $ | 8.6 |  |  | $ | 61.2 |
Financing Receivables by Aging Category | The tables below summarize the Company’s finance receivables by aging category. In determining past due status, the Company considers the entire contractual account balance past due when any installment is over 30 days past due. Substantially all customer accounts that were greater than 30 days past due prior to credit modification became current upon modification for aging purposes.
|  | DEALER |  |  | CUSTOMER RETAIL |  |  |  |
|  |  |  |  |  |  |  |  |  |  | OWNER/ |  |  |  |
At March 31, 2025 |  | WHOLESALE |  |  | RETAIL |  |  | FLEET |  |  | OPERATOR |  |  | TOTAL |
Current and up to 30 days past due |  | $ | 4,947.3 |  |  | $ | 2,379.8 |  |  | $ | 10,772.9 |  |  | $ | 1,304.6 |  |  | $ | 19,404.6 |
31 – 60 days past due |  |  |  |  |  |  |  |  | 38.6 |  |  |  | 12.8 |  |  |  | 51.4 |
Greater than 60 days past due |  |  |  |  |  |  |  |  | 112.8 |  |  |  | 9.2 |  |  |  | 122.0 |
|  | $ | 4,947.3 |  |  | $ | 2,379.8 |  |  | $ | 10,924.3 |  |  | $ | 1,326.6 |  |  | $ | 19,578.0 |
|  | DEALER |  |  | CUSTOMER RETAIL |  |  |  |
|  |  |  |  |  |  |  |  |  |  | OWNER/ |  |  |  |
At December 31, 2024 |  | WHOLESALE |  |  | RETAIL |  |  | FLEET |  |  | OPERATOR |  |  | TOTAL |
Current and up to 30 days past due |  | $ | 4,942.1 |  |  | $ | 2,427.4 |  |  | $ | 10,462.5 |  |  | $ | 1,266.9 |  |  | $ | 19,098.9 |
31 – 60 days past due |  |  | 1.1 |  |  |  |  |  |  | 71.8 |  |  |  | 7.9 |  |  |  | 80.8 |
Greater than 60 days past due |  |  | .9 |  |  |  |  |  |  | 103.8 |  |  |  | 8.7 |  |  |  | 113.4 |
|  | $ | 4,944.1 |  |  | $ | 2,427.4 |  |  | $ | 10,638.1 |  |  | $ | 1,283.5 |  |  | $ | 19,293.1 |
Summary of Amortized Cost Basis of Finance Receivables that are on Non-Accrual Status | The amortized cost basis of finance receivables that are on non-accrual status was as follows:
|  | DEALER |  | CUSTOMER RETAIL |  |  |  |
|  |  |  |  |  |  |  |  | OWNER/ |  |  |  |
At March 31, 2025 |  | WHOLESALE |  | RETAIL |  | FLEET |  |  | OPERATOR |  |  | TOTAL |
Amortized cost basis with a specific reserve |  |  |  |  |  | $ | 196.2 |  |  | $ | 6.2 |  |  | $ | 202.4 |
Amortized cost basis with no specific reserve |  |  |  |  |  |  | 95.1 |  |  |  | 1.0 |  |  |  | 96.1 |
Total |  |  |  |  |  | $ | 291.3 |  |  | $ | 7.2 |  |  | $ | 298.5 |
|  | DEALER |  | CUSTOMER RETAIL |  |  |  |
|  |  |  |  |  |  |  |  |  | OWNER/ |  |  |  |
At December 31, 2024 |  | WHOLESALE |  |  | RETAIL |  | FLEET |  |  | OPERATOR |  |  | TOTAL |
Amortized cost basis with a specific reserve |  |  |  |  |  |  | $ | 350.0 |  |  | $ | 5.5 |  |  | $ | 355.5 |
Amortized cost basis with no specific reserve |  | $ | .9 |  |  |  |  |  | 25.8 |  |  |  | 1.4 |  |  |  | 28.1 |
Total |  | $ | .9 |  |  |  |  | $ | 375.8 |  |  | $ | 6.9 |  |  | $ | 383.6 |
The decrease in amortized cost basis with a specific reserve and the increase in amortized cost basis with no specific reserve at March 31, 2025 are both primarily due to one large fleet customer in the U.S. The decrease in the total amortized cost basis of finance receivables that are on non-accrual status primarily reflected customers paying current and recognition of interest income resumed.
Interest Income Recognized on Cash Basis for Finance Receivables that are on Non-Accrual Status | Interest income recognized on a cash basis for finance receivables that are on non-accrual status was as follows:
Three Months Ended March 31, |  | 2025 |  |  | 2024 |
Customer retail: |  |  |  |  |  |
Fleet |  | $ | 4.6 |  |  | $ | 1.0 |
Owner/operator |  |  | .1 |  |  |  | .1 |
|  | $ | 4.7 |  |  | $ | 1.1 |
Amortized Cost Basis of Finance Receivables Modified by Portfolio Class | The amortized cost basis of finance receivables for other than insignificant term extensions and payment delays to customers in financial difficulty was as follows:
Three Months Ended March 31, |  | 2025 |  |  | 2024 |
Customer retail: |  |  |  |  |  |
Fleet |  | $ | 11.6 |  |  | $ | 5.1 |
Owner/operator |  |  | .1 |  |  |  | .1 |
|  | $ | 11.7 |  |  | $ | 5.2 |
Annualized % of total retail portfolio |  |  | .3 | % |  |  | .2 | %

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- Definition Schedule of interest income recognized on impaired loans on cash basis for financing receivables non-accrual status. + References No definition available. + Details
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- Definition Tabular disclosure of allowance for credit loss on financing receivable. + References Reference 1: http://fasb.org/us-gaap/role/ref/otherTransitionRef -Topic 310 -SubTopic 10 -Name Accounting Standards Codification -Section 50 -Paragraph 11B -Publisher FASB -URI https://asc.fasb.org/1943274/2147481962/310-10-50-11B Reference 2: http://www.xbrl.org/2009/role/commonPracticeRef -Topic 326 -SubTopic 20 -Name Accounting Standards Codification -Section 50 -Paragraph 13 -Publisher FASB -URI https://asc.fasb.org/1943274/2147479319/326-20-50-13 + Details
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- Definition Tabular disclosure of financing receivables by credit quality indicator. The credit quality indicator is a statistic about the credit quality of financing receivables. Examples include, but not limited to, consumer credit risk scores, credit-rating-agency ratings, an entity's internal credit risk grades, loan-to-value ratios, collateral, collection experience and other internal metrics. + References Reference 1: http://fasb.org/us-gaap/role/ref/otherTransitionRef -Topic 310 -SubTopic 10 -Name Accounting Standards Codification -Section 50 -Paragraph 29 -Publisher FASB -URI https://asc.fasb.org/1943274/2147481962/310-10-50-29 Reference 2: http://www.xbrl.org/2009/role/commonPracticeRef -Topic 326 -SubTopic 20 -Name Accounting Standards Codification -Section 50 -Paragraph 5 -Publisher FASB -URI https://asc.fasb.org/1943274/2147479319/326-20-50-5 + Details
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