UMB Financial Debt to Equity Ratio 2010-2024 | UMBF
Current and historical debt to equity ratio values for UMB Financial (UMBF) 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. UMB Financial debt/equity for the three months ending September 30, 2024 was 0.11.
UMB Financial Debt/Equity Ratio Historical Data |
Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
2024-09-30 |
$43.96B |
$3.54B |
12.43 |
2024-06-30 |
$41.24B |
$3.23B |
12.78 |
2024-03-31 |
$42.19B |
$3.15B |
13.38 |
2023-12-31 |
$40.91B |
$3.10B |
13.20 |
2023-09-30 |
$38.66B |
$2.81B |
13.77 |
2023-06-30 |
$38.41B |
$2.83B |
13.57 |
2023-03-31 |
$37.79B |
$2.82B |
13.43 |
2022-12-31 |
$35.85B |
$2.67B |
13.44 |
2022-09-30 |
$35.06B |
$2.52B |
13.89 |
2022-06-30 |
$34.87B |
$2.64B |
13.19 |
2022-03-31 |
$37.86B |
$2.75B |
13.77 |
2021-12-31 |
$39.55B |
$3.15B |
12.57 |
2021-09-30 |
$34.44B |
$3.11B |
11.06 |
2021-06-30 |
$33.53B |
$3.09B |
10.85 |
2021-03-31 |
$31.71B |
$2.96B |
10.72 |
2020-12-31 |
$30.11B |
$3.02B |
9.98 |
2020-09-30 |
$27.40B |
$2.85B |
9.60 |
2020-06-30 |
$26.98B |
$2.78B |
9.71 |
2020-03-31 |
$23.58B |
$2.66B |
8.85 |
2019-12-31 |
$23.96B |
$2.61B |
9.19 |
2019-09-30 |
$21.58B |
$2.56B |
8.42 |
2019-06-30 |
$21.54B |
$2.48B |
8.69 |
2019-03-31 |
$21.21B |
$2.35B |
9.02 |
2018-12-31 |
$21.12B |
$2.23B |
9.48 |
2018-09-30 |
$19.26B |
$2.20B |
8.74 |
2018-06-30 |
$18.33B |
$2.20B |
8.33 |
2018-03-31 |
$18.82B |
$2.17B |
8.68 |
2017-12-31 |
$19.59B |
$2.18B |
8.98 |
2017-09-30 |
$18.18B |
$2.10B |
8.65 |
2017-06-30 |
$18.28B |
$2.07B |
8.83 |
2017-03-31 |
$18.57B |
$2.01B |
9.23 |
2016-12-31 |
$18.72B |
$1.96B |
9.54 |
2016-09-30 |
$17.70B |
$2.03B |
8.74 |
2016-06-30 |
$17.73B |
$2.00B |
8.85 |
2016-03-31 |
$17.36B |
$1.95B |
8.91 |
2015-12-31 |
$17.20B |
$1.89B |
9.08 |
2015-09-30 |
$16.70B |
$1.90B |
8.78 |
2015-06-30 |
$16.56B |
$1.86B |
8.92 |
2015-03-31 |
$15.05B |
$1.68B |
8.94 |
2014-12-31 |
$15.86B |
$1.64B |
9.65 |
2014-09-30 |
$14.67B |
$1.62B |
9.08 |
2014-06-30 |
$13.96B |
$1.60B |
8.72 |
2014-03-31 |
$14.40B |
$1.54B |
9.34 |
2013-12-31 |
$15.41B |
$1.51B |
10.23 |
2013-09-30 |
$14.72B |
$1.46B |
10.06 |
2013-06-30 |
$14.03B |
$1.23B |
11.44 |
2013-03-31 |
$14.42B |
$1.29B |
11.22 |
2012-12-31 |
$13.65B |
$1.28B |
10.67 |
2012-09-30 |
$11.99B |
$1.29B |
9.27 |
2012-06-30 |
$11.93B |
$1.25B |
9.53 |
2012-03-31 |
$12.43B |
$1.21B |
10.25 |
2011-12-31 |
$12.35B |
$1.19B |
10.37 |
2011-09-30 |
$10.97B |
$1.17B |
9.37 |
2011-06-30 |
$11.64B |
$1.13B |
10.27 |
2011-03-31 |
$12.27B |
$1.08B |
11.38 |
2010-12-31 |
$11.34B |
$1.06B |
10.69 |
2010-09-30 |
$10.25B |
$1.09B |
9.40 |
2010-06-30 |
$9.99B |
$1.07B |
9.35 |
2010-03-31 |
$9.70B |
$1.03B |
9.42 |
2009-12-31 |
$10.65B |
$1.02B |
10.49 |
2009-09-30 |
$9.22B |
$1.01B |
9.10 |
2009-06-30 |
$8.96B |
$0.99B |
9.04 |
2009-03-31 |
$9.26B |
$0.99B |
9.40 |
Sector |
Industry |
Market Cap |
Revenue |
Finance |
Banks - Midwest |
$6.173B |
$2.381B |
UMB Financial Corp. provides banking services and asset servicing in the U.S. Its banking subsidiary, UMB Bank, National Association, offers banking, asset management, trust, credit card and cash-management services to commercial, retail, government & correspondent-bank customers. Commercial Banking unit serves through commercial lending and leasing, capital markets, and treasury management needs of the small to middle-market businesses. Institutional Banking unit is a combination of banking services, fund services and asset management services and healthcare services provided to institutional clients and also provides fixed income sales, trading & underwriting, corporate trust & escrow services and institutional custody. Personal Banking unit combines consumer banking and wealth management services. Products & services include deposit accounts, retail credit cards, installment loans, home equity lines of credit, residential mortgages, and small business loans, investment advisory, trust & custody services.
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