Kroger Debt to Equity Ratio 2010-2024 | KR
Current and historical debt to equity ratio values for Kroger (KR) 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. Kroger debt/equity for the three months ending October 31, 2024 was 1.74.
| Kroger Debt/Equity Ratio Historical Data |
| Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
| 2024-10-31 |
$49.52B |
$12.89B |
3.84 |
| 2024-07-31 |
$38.93B |
$12.51B |
3.11 |
| 2024-04-30 |
$39.17B |
$12.41B |
3.16 |
| 2024-01-31 |
$38.90B |
$11.60B |
3.35 |
| 2023-10-31 |
$39.83B |
$11.19B |
3.56 |
| 2023-07-31 |
$39.60B |
$10.60B |
3.73 |
| 2023-04-30 |
$39.31B |
$10.88B |
3.61 |
| 2023-01-31 |
$39.61B |
$10.01B |
3.96 |
| 2022-10-31 |
$40.06B |
$9.93B |
4.03 |
| 2022-07-31 |
$39.10B |
$9.64B |
4.06 |
| 2022-04-30 |
$39.70B |
$9.39B |
4.23 |
| 2022-01-31 |
$39.66B |
$9.43B |
4.21 |
| 2021-10-31 |
$40.34B |
$9.49B |
4.25 |
| 2021-07-31 |
$39.20B |
$9.26B |
4.23 |
| 2021-04-30 |
$39.58B |
$9.23B |
4.29 |
| 2021-01-31 |
$39.11B |
$9.55B |
4.10 |
| 2020-10-31 |
$38.42B |
$10.04B |
3.83 |
| 2020-07-31 |
$37.75B |
$9.79B |
3.86 |
| 2020-04-30 |
$37.61B |
$9.33B |
4.03 |
| 2020-01-31 |
$36.68B |
$8.57B |
4.28 |
| 2019-10-31 |
$36.67B |
$8.73B |
4.20 |
| 2019-07-31 |
$35.81B |
$8.65B |
4.14 |
| 2019-04-30 |
$35.79B |
$8.53B |
4.19 |
| 2019-01-31 |
$30.28B |
$7.84B |
3.87 |
| 2018-10-31 |
$30.53B |
$7.61B |
4.01 |
| 2018-07-31 |
$29.62B |
$7.34B |
4.04 |
| 2018-04-30 |
$29.62B |
$6.94B |
4.27 |
| 2018-01-31 |
$30.29B |
$6.91B |
4.39 |
| 2017-10-31 |
$30.82B |
$6.21B |
4.96 |
| 2017-07-31 |
$30.46B |
$6.14B |
4.96 |
| 2017-04-30 |
$29.66B |
$6.14B |
4.84 |
| 2017-01-31 |
$29.80B |
$6.71B |
4.44 |
| 2016-10-31 |
$29.88B |
$6.63B |
4.51 |
| 2016-07-31 |
$28.06B |
$6.60B |
4.25 |
| 2016-04-30 |
$27.35B |
$6.45B |
4.24 |
| 2016-01-31 |
$27.10B |
$6.80B |
3.99 |
| 2015-10-31 |
$25.66B |
$6.25B |
4.11 |
| 2015-07-31 |
$24.90B |
$5.88B |
4.23 |
| 2015-04-30 |
$24.93B |
$5.54B |
4.50 |
| 2015-01-31 |
$25.06B |
$5.44B |
4.60 |
| 2014-10-31 |
$24.88B |
$5.34B |
4.66 |
| 2014-07-31 |
$24.06B |
$5.02B |
4.79 |
| 2014-04-30 |
$24.14B |
$4.77B |
5.06 |
| 2014-01-31 |
$23.89B |
$5.40B |
4.43 |
| 2013-10-31 |
$20.49B |
$4.99B |
4.11 |
| 2013-07-31 |
$19.62B |
$4.85B |
4.05 |
| 2013-04-30 |
$19.63B |
$4.60B |
4.27 |
| 2013-01-31 |
$20.42B |
$4.21B |
4.85 |
| 2012-10-31 |
$20.90B |
$3.76B |
5.55 |
| 2012-07-31 |
$19.75B |
$3.79B |
5.21 |
| 2012-04-30 |
$19.72B |
$4.07B |
4.85 |
| 2012-01-31 |
$19.51B |
$3.97B |
4.92 |
| 2011-10-31 |
$19.06B |
$4.90B |
3.89 |
| 2011-07-31 |
$18.19B |
$5.21B |
3.49 |
| 2011-04-30 |
$17.91B |
$5.20B |
3.44 |
| 2011-01-31 |
$18.21B |
$5.30B |
3.44 |
| 2010-10-31 |
$18.49B |
$5.26B |
3.52 |
| 2010-07-31 |
$18.11B |
$5.17B |
3.51 |
| 2010-04-30 |
$17.78B |
$5.11B |
3.48 |
| 2010-01-31 |
$18.20B |
$4.93B |
3.70 |
| 2009-10-31 |
$18.23B |
$4.85B |
3.76 |
| 2009-07-31 |
$17.35B |
$5.80B |
2.99 |
| 2009-04-30 |
$17.78B |
$5.65B |
3.15 |
| 2009-01-31 |
$17.96B |
$5.30B |
3.39 |
| Sector |
Industry |
Market Cap |
Revenue |
| Retail/Wholesale |
Retail - Supermarket Chains |
$44.741B |
$150.039B |
|
The Kroger Co. is one of the world's largest food retailers. The Kroger Co. formats include supermarkets, price-impact warehouse stores, and multi-department stores, which are similar to supercenters, but offer an expanded variety of national brand appeal and general merchandise. Kroger also operates convenience stores, C-stores provide valuable synergies for the rapid expansion of supermarket fuel centers. Kroger fine jewelry stores under names like Fred Meyer Jewelers and Littman Jewelers. This is a high-margin business with good cash flow. Kroger is the only major U.S. supermarket company to operate an economical three-tier distribution system. Kroger also operates food production or manufacturing facilities producing high quality private-label products that provide value for customers and enhanced margins for Kroger. Kroger operates supermarket fuel centers, which are a natural addition to one-stop-shopping strategy.
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