Danaher Other Non-Cash Items 2010-2024 | DHR

Danaher annual/quarterly other non-cash items history and growth rate from 2010 to 2024. Other non-cash items can be defined as miscellaneous non-cash adjustments to Net income.
  • Danaher other non-cash items for the quarter ending September 30, 2024 were $0.446B, a 14.07% increase year-over-year.
  • Danaher other non-cash items for the twelve months ending September 30, 2024 were $201M, a 64.42% decline year-over-year.
  • Danaher annual other non-cash items for 2023 were $-0.585B, a 6600% decline from 2022.
  • Danaher annual other non-cash items for 2022 were $0.009B, a 96.58% decline from 2021.
  • Danaher annual other non-cash items for 2021 were $0.263B, a 2.23% decline from 2020.
Danaher Annual Other Non-Cash Items
(Millions of US $)
2023 $-585
2022 $9
2021 $263
2020 $269
2019 $-530
2018 $19
2017 $-289
2016 $-253
2015 $-730
2014 $292
2013 $35
2012 $89
2011 $6
2010 $-197
2009 $-140
Sector Industry Market Cap Revenue
Multi-Sector Conglomerates Diversified Operations $165.986B $23.890B
Danaher Corporation is a global conglomerate that designs, manufactures and markets diverse lines of professional, industrial, commercial and consumer products. The company's segmental details are provided below: Life Sciences segment offers a broad range of research tools used to analyze a range of critical areas including genes, proteins, metabolites and cells to understand the causes of diseases, identify new therapies, and test new drugs and vaccines. Range of industries served includes biopharmaceutical, food and beverage, medical, aerospace, microelectronics, and general industrial. Diagnostics segment offers analytical instruments, reagents, consumables, software and services that are deployed in reference laboratories, hospitals, physicians' offices and other critical care settings. It helps to diagnose diseases and take suitable treatment decisions. Environmental & Applied Solutions segment offers products and services that help keep food and water supplies safe globally.
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