Ashland Inc. is a specialty materials company serving markets including pharmaceuticals, personal care, food and beverages, coatings, construction, energy, and electronics. It operates through four segments: Life Sciences, Personal Care, Specialty Additives, and Intermediates. Life Sciences contributes the highest revenue, offering functional additives for pharmaceutical and nutrition applications. Personal Care provides ingredients for skin, hair, oral care, and household products, while Specialty Additives supplies performance-enhancing additives for coatings and. Intermediates produce BDO and related derivatives used in polymers, electronics, agriculture, and pharmaceutical applications. The company generates sales across North America, Europe, Asia Pacific, Latin America, and regions.
How many years of EBITDA are required to pay off the company's net debt, according to the official accounting standard IFRS16. As a market consensus, a value of up to 3 years of leverage is accepted for most companies.
How much the company's debt represents in % in relation to its equity. As a market consensus, a value less than or equal to 1 is accepted, above that leverage can end up hurting the final result at some point.
The current ratio helps investors understand more about a company's ability to cover its short-term debt with its current assets and make apples-to-apples comparisons with its competitors and peers.
The quick ratio measures a company's capacity to pay its current liabilities without needing to sell its inventory or obtain additional financing and is considered a more conservative measure than the current ratio, which includes all current assets as coverage for current liabilities.
The interest coverage ratio is used to measure how well a firm can pay the interest due on outstanding debt and is is calculated by dividing a company's earnings before interest and taxes (EBIT) by its interest expense during a given period. Generally, a higher coverage ratio is better, although the ideal ratio may vary by industry.
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