Safran SA Net Long-Term Debt 2012-2024 | SAFRY

Safran SA annual/quarterly net long-term debt history and growth rate from 2012 to 2024. Net long-term debt can be defined as the net amount of long term debt issued and repaid. This field is either calculated as the sum of the long term debt fields or used if a company does not report debt issued and repaid separately
  • Safran SA net long-term debt for the quarter ending June 30, 2024 was $M, a NAN% increase year-over-year.
  • Safran SA net long-term debt for the twelve months ending June 30, 2024 was $0M, a NAN% increase year-over-year.
  • Safran SA annual net long-term debt for 2023 was $-0.318B, a 109.73% increase from 2022.
  • Safran SA annual net long-term debt for 2022 was $-0.152B, a 116.46% decline from 2021.
  • Safran SA annual net long-term debt for 2021 was $0.922B, a 1.25% decline from 2020.
Safran SA Annual Net Long-Term Debt
(Millions of US $)
2023 $-318
2022 $-152
2021 $922
2020 $933
2019 $-953
2018 $-490
2017 $1,121
2016 $674
2015 $-77
2014 $-852
2013 $-135
2012 $1,026
2011 $
2010 $
2009 $
Sector Industry Market Cap Revenue
Aerospace Aerospace and Defense General $107.298B $30.469B
Safran S.A. is a France-based high-technology company which produces aircraft and rocket engines and propulsion systems. It divides its work into three segments: Aerospace, Aircraft and Defense. The Aerospace Propulsion division provides engines, turbines and parts for aircraft, and rocket boosters for civil, military and spatial markets. The Aircraft Equipment division produces landing gear, wheels and carbon brakes, aircraft engine nacelles and airborne power electronics. The Defense division includes the subsidiary, Sagem, and makes systems and equipment for inertial navigation and other defense applications to be used on military transport and combat aircraft, helicopters, warships, armored vehicles and artillery systems. It operates through ISEI, Aerospace Power Distribution Management Solutions and the Integrated Cockpit Solutions business of Eaton Corporation.
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