Ecolab Debt to Equity Ratio 2010-2024 | ECL
Current and historical debt to equity ratio values for Ecolab (ECL) 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. Ecolab debt/equity for the three months ending March 31, 2024 was 0.92.
| Ecolab Debt/Equity Ratio Historical Data |
| Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
| 2024-03-31 |
$13.07B |
$8.23B |
1.59 |
| 2023-12-31 |
$13.77B |
$8.07B |
1.71 |
| 2023-09-30 |
$14.04B |
$7.82B |
1.79 |
| 2023-06-30 |
$13.88B |
$7.58B |
1.83 |
| 2023-03-31 |
$13.89B |
$7.37B |
1.89 |
| 2022-12-31 |
$14.21B |
$7.26B |
1.96 |
| 2022-09-30 |
$13.95B |
$7.09B |
1.97 |
| 2022-06-30 |
$14.05B |
$7.12B |
1.97 |
| 2022-03-31 |
$13.96B |
$7.11B |
1.97 |
| 2021-12-31 |
$13.95B |
$7.25B |
1.92 |
| 2021-09-30 |
$10.96B |
$6.96B |
1.58 |
| 2021-06-30 |
$11.80B |
$6.74B |
1.75 |
| 2021-03-31 |
$11.89B |
$6.32B |
1.88 |
| 2020-12-31 |
$11.93B |
$6.20B |
1.92 |
| 2020-09-30 |
$12.05B |
$6.05B |
1.99 |
| 2020-06-30 |
$12.19B |
$5.89B |
2.07 |
| 2020-03-31 |
$13.48B |
$8.86B |
1.52 |
| 2019-12-31 |
$12.14B |
$8.73B |
1.39 |
| 2019-09-30 |
$12.22B |
$8.61B |
1.42 |
| 2019-06-30 |
$12.56B |
$8.27B |
1.52 |
| 2019-03-31 |
$12.66B |
$8.27B |
1.53 |
| 2018-12-31 |
$12.02B |
$8.05B |
1.49 |
| 2018-09-30 |
$11.98B |
$7.98B |
1.50 |
| 2018-06-30 |
$12.04B |
$7.91B |
1.52 |
| 2018-03-31 |
$12.51B |
$7.67B |
1.63 |
| 2017-12-31 |
$12.31B |
$7.65B |
1.61 |
| 2017-09-30 |
$12.56B |
$7.30B |
1.72 |
| 2017-06-30 |
$12.54B |
$6.99B |
1.79 |
| 2017-03-31 |
$12.35B |
$6.88B |
1.80 |
| 2016-12-31 |
$11.36B |
$6.97B |
1.63 |
| 2016-09-30 |
$11.44B |
$6.94B |
1.65 |
| 2016-06-30 |
$11.56B |
$6.67B |
1.73 |
| 2016-03-31 |
$11.69B |
$6.65B |
1.76 |
| 2015-12-31 |
$11.66B |
$6.98B |
1.67 |
| 2015-09-30 |
$12.04B |
$6.84B |
1.76 |
| 2015-06-30 |
$12.34B |
$6.88B |
1.79 |
| 2015-03-31 |
$12.32B |
$6.94B |
1.78 |
| 2014-12-31 |
$12.05B |
$7.38B |
1.63 |
| 2014-09-30 |
$11.92B |
$7.77B |
1.54 |
| 2014-06-30 |
$12.15B |
$7.46B |
1.63 |
| 2014-03-31 |
$12.29B |
$7.27B |
1.69 |
| 2013-12-31 |
$12.23B |
$7.41B |
1.65 |
| 2013-09-30 |
$12.77B |
$6.85B |
1.87 |
| 2013-06-30 |
$12.92B |
$6.74B |
1.92 |
| 2013-03-31 |
$11.06B |
$6.23B |
1.78 |
| 2012-12-31 |
$11.41B |
$6.16B |
1.85 |
| 2012-09-30 |
$10.70B |
$6.03B |
1.78 |
| 2012-06-30 |
$10.76B |
$5.70B |
1.89 |
| 2012-03-31 |
$11.06B |
$5.81B |
1.91 |
| 2011-12-31 |
$12.44B |
$5.74B |
2.17 |
| 2011-09-30 |
$3.04B |
$2.47B |
1.23 |
| 2011-06-30 |
$3.07B |
$2.34B |
1.31 |
| 2011-03-31 |
$3.05B |
$2.22B |
1.38 |
| 2010-12-31 |
$2.74B |
$2.13B |
1.28 |
| 2010-09-30 |
$2.89B |
$1.97B |
1.47 |
| 2010-06-30 |
$2.80B |
$1.86B |
1.51 |
| 2010-03-31 |
$2.90B |
$1.87B |
1.55 |
| 2009-12-31 |
$3.01B |
$2.01B |
1.50 |
| 2009-09-30 |
$3.02B |
$1.97B |
1.53 |
| 2009-06-30 |
$3.12B |
$1.81B |
1.72 |
| 2009-03-31 |
$3.11B |
$1.59B |
1.95 |
| Sector |
Industry |
Market Cap |
Revenue |
| Basic Materials |
Chemicals - Specialty |
$69.582B |
$15.320B |
|
Ecolab Inc is a provider of water, hygiene and energy technologies and services. The company's programs and services helps in promoting safe food, maintaining clean environments, optimizing water and energy use and improving operational efficiencies for customers in the food, energy, healthcare, industrial and hospitality markets globally. Ecolab operates via 4 reportable segments. Global Industrial consists of the Water, Food & Beverage, Downstream and Paper operating units. The segment provides water treatment & process applications and cleaning & sanitizing solutions. Global Institutional & Specialty comprises Institutional and Specialty operating units providing specialized cleaning and sanitizing products to the foodservice, hospitality, lodging, healthcare, government and education and retail industries. Global Healthcare & Life Sciences comprises Healthcare and Life Sciences businesses. Other comprises the remaining three units Pest Elimination, Textile Care and Colloidal Technologies businesses.
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