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Newell Brands NWL Home and Commercial Solutions — Total Assets

Other segment segments

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$3.85B-0.4%
Outdoor and Recreation
$563M-4.3%

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Other financials

Income statement

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Revenue$1.5B-1.1%
Gross profit$513.0M+2.0%
Operating income$34.0M+61.9%
Net income-$33.0M+10.8%
EPS (diluted)-$0.08+11.1%

Balance sheet

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Cash & equivalents$243.0M-3.6%
Total debt$5.9B+1.5%
Total equity$2.3B-12.9%
Total assets$10.9B-3.7%

Cash flow

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Operating cash flow-$233.0M-9.4%
CapEx$37.0M-37.3%
Free cash flow-$270.0M+0.7%

Valuation

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Market cap$2.56B+23.6%
Enterprise value$8.27B+3.3%
P/S0.4×+0.1×

Profitability

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Gross margin34%0.0pp
Operating margin4.4%+3.8pp
Net margin-3.9%+1.0pp
FCF margin0.3%+0.2pp

Returns & leverage

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Return on equity-11.2%+5.2pp
Debt / equity2.5×+0.4×
Current ratio-0.1×

Where this comes from

Reported directly by Newell Brands in its filing.

Tagged under the XBRL concept us-gaap:Assets.

The source filing: Newell Brands’s 10-Q, filed May 1, 2026.

Filed
May 1, 2026, 4:01 PM EDT
Fiscal quarter
Q1 FY2026
Calendar quarter
Q1 2026
Accession
0000814453-26-000017
Line itemMarch 31, 2026December 31, 2025
Home and Commercial Solutions$3,753$3,771
Learning and Development3,8483,797
Outdoor and Recreation563495
Corporate2,6952,652
$10,859$10,715

Item 1. Financial Statements

FAQ

What is Newell Brands's home and commercial solutions — total assets?
Newell Brands (NWL) reported home and commercial solutions — total assets of $3.75B in Q1 2026.
How has Newell Brands's home and commercial solutions — total assets changed year-over-year?
Newell Brands's home and commercial solutions — total assets decreased by 9.4% year-over-year, from $4.14B to $3.75B.
What does home and commercial solutions — total assets mean?
Represents the total economic resources controlled by the Home and Commercial Solutions segment that are expected to provide future benefits. This includes current assets like inventory and receivables, as well as long-term assets such as machinery, property, and goodwill associated with the segment's business activities.

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