Rolls-Royce Holdings Quick Ratio 2010-2023 | RYCEY
Historical quick ratio values for Rolls-Royce Holdings (RYCEY) over the last 10 years.
| Rolls-Royce Holdings Quick Ratio Historical Data |
| Date |
Current Assets - Inventory |
Current Liabilities |
Quick Ratio |
| 2023-12-31 |
$16.63B |
$18.57B |
0.90 |
| 2023-06-30 |
$14.62B |
$18.47B |
0.79 |
| 2022-12-31 |
$13.98B |
$17.22B |
0.81 |
| 2022-06-30 |
$15.79B |
$16.18B |
0.98 |
| 2021-12-31 |
$16.02B |
$15.35B |
1.04 |
| 2021-06-30 |
$16.51B |
$15.49B |
1.07 |
| 2020-12-31 |
$14.03B |
$17.59B |
0.80 |
| 2020-06-30 |
$15.06B |
$20.65B |
0.73 |
| 2019-12-31 |
$15.01B |
$19.12B |
0.79 |
| 2018-12-31 |
$16.15B |
$19.14B |
0.84 |
| 2018-06-30 |
$15.83B |
$17.96B |
0.88 |
| 2017-12-31 |
$14.09B |
$14.08B |
1.00 |
| 2017-06-30 |
$12.29B |
$12.18B |
1.01 |
| 2016-12-31 |
$13.24B |
$12.92B |
1.03 |
| 2016-06-30 |
$13.63B |
$12.47B |
1.09 |
| 2015-12-31 |
$10.53B |
$9.08B |
1.16 |
| 2015-06-30 |
$11.15B |
$11.67B |
0.96 |
| 2014-12-31 |
$13.88B |
$12.67B |
1.10 |
| 2014-06-30 |
$14.26B |
$15.66B |
0.91 |
| 2013-12-31 |
$14.86B |
$15.30B |
0.97 |
| 2013-06-30 |
$13.28B |
$15.83B |
0.84 |
| 2012-12-31 |
$10.89B |
$11.40B |
0.96 |
| 2012-06-30 |
$9.95B |
$11.52B |
0.86 |
| 2011-12-31 |
$9.23B |
$11.10B |
0.83 |
| 2011-06-30 |
$11.10B |
$10.85B |
1.02 |
| 2010-12-31 |
$11.43B |
$11.10B |
1.03 |
| 2010-06-30 |
$11.20B |
$11.55B |
0.97 |
| 2009-12-31 |
$10.87B |
$9.89B |
1.10 |
| 2009-06-30 |
$11.32B |
$9.92B |
1.14 |
| Sector |
Industry |
Market Cap |
Revenue |
| Aerospace |
Aerospace and Defense Equipment |
$61.746B |
$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.
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