Hitachi HIT Balance Sheet Statement
| FY'25 | FY'24 | FY'23 | FY'22 | ||
|---|---|---|---|---|---|
| $7.67M-2.3% | $7.85M+225% | $2.42M+62.4% | $1.49M— | ||
| $5.02M+1,357% | $344.37K-89.2% | $3.2M— | —— | ||
| $3.28M+317% | $787.16K+198% | $264.38K— | —— | ||
| $16.16M+49.9% | $10.78M+57.2% | $6.86M— | —— | ||
| $139.94K-32.2% | $206.27K-22.6% | $266.64K— | —— | ||
| $498.93K+1,342% | -$40.16K-130% | $133.98K— | —— | ||
| $6.93M+39.0% | $4.98M+7.3% | $4.64M— | —— | ||
| $23.09M+46.4% | $15.77M+37.1% | $11.5M— | —— | ||
| $4.19M+125% | $1.86M-29.1% | $2.62M— | —— | ||
| $891.6K— | —— | —— | —— | ||
| $76.2K+13.9% | $66.88K+14.4% | $58.48K— | —— | ||
| $425.56K— | —— | $700.98K— | —— | ||
| $5.16M+142% | $2.13M-55.4% | $4.78M— | —— | ||
| $31-100.0% | $376.26K+506% | $62.08K— | —— | ||
| $63.62K-54.5% | $139.81K-32.4% | $206.69K— | —— | ||
| $139.81K-32.4% | $206.69K— | —— | —— | ||
| $821.29K+75.3% | $468.49K-25.5% | $628.67K— | —— | ||
| $5.98M+130% | $2.6M-52.0% | $5.41M— | —— | ||
| 220M— | —— | —— | —— | ||
| $11.83M+29.0% | $9.17M+231% | $2.77M— | —— | ||
| $5.22M+32.4% | $3.94M+20.5% | $3.27M— | —— | ||
| $17.11M+29.9% | $13.17M+116% | $6.09M+330% | $1.42M— | ||
| $23.09M+46.4% | $15.77M+37.1% | $11.5M— | —— | ||
| $3.47M+593% | $500.25K-70.2% | $1.68M— | —— | ||
| $800K0.0% | $800K0.0% | $800K— | —— | ||
| $816K— | —— | —— | —— | ||
| $3.47M+593% | $500.25K— | —— | —— | ||
| $800K0.0% | $800K0.0% | $800K— | —— | ||
| $6.53M+64.8% | $3.96M+11.3% | $3.56M— | —— | ||
| $139.94K-32.2% | $206.27K-22.6% | $266.64K— | —— | ||
| $1.5M— | —— | —— | —— | ||
| $6.53M+64.8% | $3.96M+11.3% | $3.56M— | —— | ||
| $139.94K-32.2% | $206.27K-22.6% | $266.64K— | —— | ||
| $139.94K-32.2% | $206.27K-22.6% | $266.64K— | —— | ||
| $6.53M+64.8% | $3.96M+11.3% | $3.56M— | —— | ||
| $4.19M+125% | $1.86M-29.1% | $2.62M— | —— | ||
| $891.6K— | —— | —— | —— | ||
| —— | —— | —— | —— | ||
| $66.18K-23.3% | $86.31K— | —— | —— | ||
| $66.18K-23.3% | $86.31K— | —— | —— | ||
| $86.31K+3.0% | $83.8K— | —— | —— | ||
| $152.49K-35.5% | $236.29K— | —— | —— | ||
| $12.68K-57.2% | $29.6K— | —— | —— | ||
| —— | —— | $1.65M— | —— | ||
| $139.81K-32.4% | $206.69K-22.1% | $265.18K— | —— | ||
| $11.83M+29.0% | $9.17M— | —— | —— | ||
| $58.27K-89.9% | $575.31K— | —— | —— | ||
| —— | —— | —— | —— | ||
| —— | —— | —— | —— | ||
| $220M— | —— | —— | —— | ||
| $0— | $0— | —— | —— | ||
| —— | —— | $1.65M— | —— | ||
| $1.3M+245% | $376.26K— | —— | —— | ||
| $757.68K+131% | $328.68K-22.1% | $421.98K— | —— | ||
| $170.98K— | —— | $261.77K— | —— | ||
| $91.83K— | —— | —— | —— | ||
| $541.74K+1,038% | $47.59K— | —— | —— | ||
| $388.18K— | —— | —— | —— | ||
| $1.53M— | —— | —— | —— | ||
| $1.5M— | —— | —— | —— | ||
| $53.59K+12.6% | $47.59K— | —— | —— | ||
| $8.14K— | —— | —— | —— | ||
| $757.68K+131% | $328.68K-22.1% | $421.98K— | —— | ||
| $1.3M+245% | $376.26K+4.5% | $359.9K— | —— | ||
| $31— | —— | —— | —— | ||
| $58.27K-89.9% | $575.31K— | —— | —— | ||
| $3M— | —— | —— | —— | ||
| $0.10.0% | $0.10.0% | $0.1— | —— | ||
| $152.49K-35.5% | $236.29K— | —— | —— | ||
| $12.68K-57.2% | $29.6K— | —— | —— | ||
| —— | —— | —— | —— | ||
| $258.15K— | —— | —— | —— | ||
| —— | —— | —— | —— | ||
| —— | —— | —— | —— | ||
| 10%0.0% | 10%0.0% | 10%— | —— |
Chart any of these lines over time, or line them up against competitors.
Compare these in charts →Questions, answered.
- What are Hitachi's total assets?
- Hitachi (HIT) holds $29.0M in total assets, up 35.8% year over year.
- How much debt does Hitachi have?
- Hitachi carries $121.6K in total debt against $21.6M of shareholders' equity, a debt-to-equity ratio of 0.01.
- How much cash does Hitachi have?
- Hitachi holds $10.3M in cash and equivalents.
- Can Hitachi cover its short-term obligations?
- Its current ratio is 3.13 — current assets exceed current liabilities.
- Where does Hitachi's balance sheet data come from?
- Every line is extracted from Hitachi's SEC filings (10-K and 10-Q) and tagged in XBRL. Switch between quarterly, annual, and trailing-twelve-month views, or open any line for its full history and peer comparisons.
