Gross margin
3.6%Year ended September 30, 2025
After paying the direct cost of what it sold, it kept about $4 of every $100 of sales.
What it is: Gross profit (sales minus the direct cost of making or buying what was sold) as a share of sales. A 40% gross margin means $40 of every $100 of sales is left to pay for everything else.
Operating margin
0.8%Year ended September 30, 2025
After also paying to run the business (staff, offices, research, marketing), about $1 of every $100 was left.
What it is: Operating income as a share of sales: of each $100 of sales, what's left after paying for what was sold and for running the business, before interest and tax.
Profit margin
0.5%Year ended September 30, 2025
After every cost, including interest and tax, about $0 of every $100 of sales was profit.
What it is: Net income as a share of sales: what's left after every cost, including interest and tax. A 10% net profit margin means $10 of final profit for every $100 of sales.
Earnings per share
$7.96Year ended September 30, 2025
If the year's profit were split equally across all its shares, each share would get $7.96, up 5.7% on the year before.
What it is: Net income divided by the average number of shares during the period. "Diluted" EPS also counts shares that could still be created, for example from staff stock awards, so it's usually slightly lower.
Return on equity
144.3%Year ended September 30, 2025
For every $100 that belongs to shareholders on paper, it made about $144 of profit in a year. A figure above 100% happens when shareholders' equity is small compared with the year's profit.
What it is: Net income for a year divided by the average shareholders' equity over that year. A 20% ROE means $20 of profit for every $100 of owners' money in the business.
Free cash flow
$3.2 billionCash its business brought in (operating cash flow)$3.9 billion
Spent on buildings and equipment (capital expenditure)−$668 million
Left over as spare cash (free cash flow)$3.2 billion
Year ended September 30, 2025
The cash left after running the business and paying for new buildings and equipment: money it could use for dividends, buybacks, paying debt or growing.
What it is: Operating cash flow minus capital expenditure: the cash left after the business pays for the buildings and equipment it needs. It's what the company can use to pay dividends, buy back shares, repay debt or save.
Current ratio
0.93Less than it owes soon$1 for $1More than enough
On June 30, 2026
It had about $0.93 of cash and other short-term assets for every $1 of bills due within a year, less than enough, so it relies on money still to come in.
What it is: Current assets (cash, money customers owe it, stock and anything else it expects to turn into cash within a year) divided by current liabilities (bills it must pay within a year). 1.5 means $1.50 coming in for every $1 due.
Debt-to-equity
$3.75 per $1Borrowing due after a year (long-term debt)$11.4 billion
What belongs to the owners (shareholders' equity)$3.1 billion
On June 30, 2026
It owed about $3.75 in long-term loans and bonds for every $1 that belongs to shareholders. Higher means it relies more on borrowed money.
What it is: Long-term borrowing divided by shareholders' equity (what the accounts say belongs to the owners). 0.5 means $0.50 borrowed for every $1 of owners' money; higher means it relies more on borrowed money.
Assets per $1 owed
$1.04What it owns (assets)$83.8 billion
What it owes (liabilities)$80.6 billion
On June 30, 2026
Everything it owns (buildings, cash, stock, money owed to it) is worth about $1.04 for every $1 it owes in total.
What it is: Everything the company owes: loans, bonds, bills to suppliers, taxes due, and other obligations.
