International Flavors & Fragrances Debt to Equity Ratio 2010-2024 | IFF
Current and historical debt to equity ratio values for International Flavors & Fragrances (IFF) 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. International Flavors & Fragrances debt/equity for the three months ending June 30, 2024 was 0.60.
International Flavors & Fragrances Debt/Equity Ratio Historical Data |
Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
2024-06-30 |
$15.25B |
$14.29B |
1.07 |
2024-03-31 |
$16.32B |
$14.33B |
1.14 |
2023-12-31 |
$16.34B |
$14.64B |
1.12 |
2023-09-30 |
$16.39B |
$17.01B |
0.96 |
2023-06-30 |
$16.80B |
$17.66B |
0.95 |
2023-03-31 |
$17.68B |
$17.79B |
0.99 |
2022-12-31 |
$17.84B |
$17.69B |
1.01 |
2022-09-30 |
$17.62B |
$16.92B |
1.04 |
2022-06-30 |
$19.01B |
$20.29B |
0.94 |
2022-03-31 |
$18.78B |
$20.97B |
0.90 |
2021-12-31 |
$18.54B |
$21.12B |
0.88 |
2021-09-30 |
$18.78B |
$21.47B |
0.88 |
2021-06-30 |
$19.06B |
$21.80B |
0.87 |
2021-03-31 |
$19.14B |
$21.68B |
0.88 |
2020-12-31 |
$7.23B |
$6.32B |
1.14 |
2020-09-30 |
$7.00B |
$6.09B |
1.15 |
2020-06-30 |
$6.99B |
$6.00B |
1.17 |
2020-03-31 |
$6.85B |
$5.84B |
1.17 |
2019-12-31 |
$7.06B |
$6.23B |
1.13 |
2019-09-30 |
$6.92B |
$6.07B |
1.14 |
2019-06-30 |
$7.14B |
$6.21B |
1.15 |
2019-03-31 |
$7.06B |
$6.15B |
1.15 |
2018-12-31 |
$6.85B |
$6.04B |
1.13 |
2018-09-30 |
$5.58B |
$4.04B |
1.38 |
2018-06-30 |
$2.92B |
$1.76B |
1.66 |
2018-03-31 |
$2.90B |
$1.78B |
1.63 |
2017-12-31 |
$2.91B |
$1.69B |
1.72 |
2017-09-30 |
$2.76B |
$1.76B |
1.57 |
2017-06-30 |
$2.94B |
$1.68B |
1.75 |
2017-03-31 |
$2.62B |
$1.63B |
1.61 |
2016-12-31 |
$2.39B |
$1.63B |
1.46 |
2016-09-30 |
$2.40B |
$1.70B |
1.41 |
2016-06-30 |
$2.48B |
$1.68B |
1.48 |
2016-03-31 |
$2.53B |
$1.64B |
1.55 |
2015-12-31 |
$2.11B |
$1.60B |
1.32 |
2015-09-30 |
$2.32B |
$1.60B |
1.45 |
2015-06-30 |
$2.03B |
$1.63B |
1.25 |
2015-03-31 |
$1.94B |
$1.57B |
1.23 |
2014-12-31 |
$1.97B |
$1.52B |
1.30 |
2014-09-30 |
$1.83B |
$1.64B |
1.12 |
2014-06-30 |
$1.80B |
$1.60B |
1.12 |
2014-03-31 |
$1.80B |
$1.52B |
1.18 |
2013-12-31 |
$1.87B |
$1.47B |
1.27 |
2013-09-30 |
$1.89B |
$1.44B |
1.31 |
2013-06-30 |
$1.93B |
$1.37B |
1.41 |
2013-03-31 |
$1.89B |
$1.31B |
1.44 |
2012-12-31 |
$1.99B |
$1.25B |
1.59 |
2012-09-30 |
$1.81B |
$1.25B |
1.45 |
2012-06-30 |
$1.80B |
$1.23B |
1.47 |
2012-03-31 |
$1.81B |
$1.20B |
1.51 |
2011-12-31 |
$1.86B |
$1.11B |
1.68 |
2011-09-30 |
$1.76B |
$1.20B |
1.46 |
2011-06-30 |
$1.82B |
$1.19B |
1.53 |
2011-03-31 |
$1.84B |
$1.10B |
1.67 |
2010-12-31 |
$1.87B |
$1.00B |
1.86 |
2010-09-30 |
$1.91B |
$0.95B |
2.01 |
2010-06-30 |
$1.88B |
$0.85B |
2.22 |
2010-03-31 |
$1.86B |
$0.82B |
2.28 |
2009-12-31 |
$1.87B |
$0.77B |
2.43 |
2009-09-30 |
$2.03B |
$0.76B |
2.66 |
2009-06-30 |
$2.06B |
$0.72B |
2.86 |
2009-03-31 |
$1.97B |
$0.65B |
3.06 |
Sector |
Industry |
Market Cap |
Revenue |
Basic Materials |
Chemicals - Specialty |
$25.292B |
$11.479B |
Flavors & Fragrances is a global leader in high-value ingredients and solutions for food and beverage, home and personal care, and health & wellness markets. It has 4 business units: Nourish, Scent, Health & Biosciences and Pharma Solutions; comprising 3 platforms: Ingredients, Flavors & Food Designs. Ingredients provide texturizing solutions to the food industry, food protection solutions for food and beverage products, specialty soy & pea protein with value-added formulations, emulsifiers and sweeteners. Flavors provide a range of flavor compounds & natural taste solutions, and value-added spices and seasoning ingredients. Food Designs offer savory solution products. Health & Biosciences includes, Health, Cultures & Food Enzymes, Home & Personal Care, Animal Nutrition, Grain Processing and Microbial Control, with a biotechnology-driven portfolio of products that serve the health and wellness, food, consumer and industrial markets. Pharma Solutions produces cellulosics and alginates-based pharma excipients.
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