Rolls-Royce Holdings PLC SG&A Expenses 2010-2024 | RYCEY
Rolls-Royce Holdings PLC annual/quarterly sg&a expenses history and growth rate from 2010 to 2024. Sg&a expenses can be defined as the sum of all selling, general and administrative expenses.
- Rolls-Royce Holdings PLC sg&a expenses for the quarter ending June 30, 2024 were $M, a NAN% increase year-over-year.
- Rolls-Royce Holdings PLC sg&a expenses for the twelve months ending June 30, 2024 were $0M, a NAN% increase year-over-year.
- Rolls-Royce Holdings PLC annual sg&a expenses for 2023 were $1.381B, a 3.65% increase from 2022.
- Rolls-Royce Holdings PLC annual sg&a expenses for 2022 were $1.332B, a 8.85% increase from 2021.
- Rolls-Royce Holdings PLC annual sg&a expenses for 2021 were $1.224B, a 17.96% increase from 2020.
| Rolls-Royce Holdings PLC Annual SG&A Expenses (Millions of US $) |
|
|---|---|
| 2023 | $1,381 |
| 2022 | $1,332 |
| 2021 | $1,224 |
| 2020 | $1,037 |
| 2019 | $1,440 |
| 2018 | $2,056 |
| 2017 | $1,575 |
| 2016 | $2,993 |
| 2015 | $1,176 |
| 2014 | $1,852 |
| 2013 | $2,070 |
| 2012 | $1,568 |
| 2011 | $1,579 |
| 2010 | $1,292 |
| 2009 | $1,159 |
| Rolls-Royce Holdings PLC Quarterly SG&A Expenses (Millions of US $) |
|
|---|---|
| 2024-06-30 | |
| 2023-12-31 | |
| 2023-06-30 | |
| 2022-12-31 | |
| 2022-06-30 | |
| 2021-12-31 | |
| 2021-06-30 | |
| 2020-12-31 | |
| 2020-06-30 | |
| 2019-12-31 | |
| 2018-12-31 | |
| 2018-06-30 | |
| 2017-12-31 | |
| 2017-06-30 | |
| 2016-12-31 | |
| 2016-06-30 | |
| 2015-12-31 | |
| 2015-06-30 | |
| 2014-12-31 | |
| 2014-06-30 | |
| 2013-12-31 | |
| 2013-06-30 | |
| 2012-12-31 | |
| 2012-06-30 | |
| 2011-12-31 | |
| 2011-06-30 | |
| 2010-12-31 | |
| 2010-06-30 | |
| 2009-12-31 | |
| 2009-06-30 | |
| Sector | Industry | Market Cap | Revenue |
|---|---|---|---|
| Aerospace | AEROSP/DEF EQ | $65.743B | $20.501B |
| ROLLS ROYCE, a world-leading provider of power systems and services for use on land, at sea and in the air, operates in four global markets - civil aerospace, defence aerospace, marine and energy. It continues to invest in core technologies, products, people and capabilities with the objective of broadening and strengthening the product portfolio, improving efficiency and enhancing the environmental performance of its products. These investments create high barriers to entry. | |||