Heineken Debt to Equity Ratio 2010-2024 | HEINY
Current and historical debt to equity ratio values for Heineken (HEINY) over the last 10 years. The debt/equity ratio can be defined as a measure of a company's financial leverage calculated by dividing its long-term debt by stockholders' equity. Heineken debt/equity for the three months ending June 30, 2024 was 0.62.
| Heineken Debt/Equity Ratio Historical Data |
| Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
| 2024-06-30 |
$34.98B |
$23.78B |
1.47 |
| 2023-12-31 |
$35.03B |
$24.67B |
1.42 |
| 2023-06-30 |
$38.00B |
$24.06B |
1.58 |
| 2022-12-31 |
$32.12B |
$23.10B |
1.39 |
| 2022-06-30 |
$32.77B |
$22.94B |
1.43 |
| 2021-12-31 |
$34.49B |
$23.31B |
1.48 |
| 2021-06-30 |
$33.72B |
$18.68B |
1.81 |
| 2020-12-31 |
$32.26B |
$16.44B |
1.96 |
| 2020-06-30 |
$49.36B |
$1.07B |
46.36 |
| 2019-12-31 |
$52.08B |
$19.39B |
2.69 |
| 2019-06-30 |
$33.66B |
$18.30B |
1.84 |
| 2018-12-31 |
$31.20B |
$18.35B |
1.70 |
| 2018-06-30 |
$31.88B |
$17.61B |
1.81 |
| 2017-12-31 |
$29.97B |
$16.41B |
1.83 |
| 2016-12-31 |
$27.39B |
$16.13B |
1.70 |
| 2015-12-31 |
$25.14B |
$16.73B |
1.50 |
| 2015-06-30 |
$23.71B |
$16.07B |
1.48 |
| 2014-12-31 |
$28.42B |
$17.88B |
1.59 |
| 2014-06-30 |
$29.21B |
$17.25B |
1.69 |
| 2013-12-31 |
$27.87B |
$16.41B |
1.70 |
| 2013-06-30 |
$29.87B |
$16.66B |
1.79 |
| 2012-12-31 |
$29.86B |
$16.41B |
1.82 |
| 2012-06-30 |
$22.72B |
$14.06B |
1.62 |
| 2011-12-31 |
$23.73B |
$14.06B |
1.69 |
| 2011-06-30 |
$24.51B |
$14.08B |
1.74 |
| 2010-12-31 |
$21.29B |
$13.97B |
1.52 |
| 2010-06-30 |
$23.79B |
$13.37B |
1.78 |
| 2009-12-31 |
$20.27B |
$7.88B |
2.57 |
| 2009-06-30 |
$21.94B |
$6.74B |
3.26 |
| Sector |
Industry |
Market Cap |
Revenue |
| Consumer Staples |
Alcoholic Beverages |
$39.576B |
$39.365B |
|
Heineken N.V. is engaged in producing and distributing beverages. It offers beer, cider, soft drinks, and other beverages. The Company's principal global brand is Heineken. Heineken N.V. is headquartered in Amsterdam, the Netherlands.
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