Kyocera Net Change in Property, Plant, and Equipment 2010-2024 | KYOCY

Kyocera annual/quarterly net change in property, plant, and equipment history and growth rate from 2010 to 2024. Net change in property, plant, and equipment can be defined as the overall change in capital expenditures and sales of plant, property and equipment. This field is used if a company does not report separately sales and purchases of plant, property and equipment or is calculated as the sum of purchases and sales of PP&E
  • Kyocera net change in property, plant, and equipment for the quarter ending December 31, 2024 was $-0.215B, a INF% decline year-over-year.
  • Kyocera net change in property, plant, and equipment for the twelve months ending December 31, 2024 was $-0.804B, a 12.87% decline year-over-year.
  • Kyocera annual net change in property, plant, and equipment for 2024 was $-1.001B, a 21.8% decline from 2023.
  • Kyocera annual net change in property, plant, and equipment for 2023 was $-1.28B, a 16.56% increase from 2022.
  • Kyocera annual net change in property, plant, and equipment for 2022 was $-1.099B, a 4.12% decline from 2021.
Kyocera Annual Net Change in Property, Plant, and Equipment
(Millions of US $)
2024 $-1,001
2023 $-1,280
2022 $-1,099
2021 $-1,146
2020 $-880
2019 $-974
2018 $-741
2017 $-63
2016 $-408
2015 $-522
2014 $-509
2013 $-707
2012 $-849
2011 $-765
2010 $-403
2009 $-723
Sector Industry Market Cap Revenue
Computer and Technology Miscelleneous Electrical Components $16.171B $13.883B
Kyocera Corporation was founded in 1959 as a company specializing in the production of fine ceramic components, Kyocera has expanded its business byeffectively developing and applying its ceramics technologies. The company has grown to be a world-leading manufacturer of ceramics, including custom parts and consumer products. Kyocera's materials, components, and finished products are used in virtually all fields of industry. In addition to ceramics, products also include information, tele-communications, and Optical equipment.
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