Procter & Gamble Company (PG) — Capital Reinvestment Ratio
Procter & Gamble Company (PG) has a Capital Reinvestment Ratio of 0.23x as of December 2025, meaning it reinvests 0% of its operating cash flow ($4.97 Billion) in capital expenditures ($1.17 Billion). Check how tangible is Procter & Gamble Company's equity to evaluate the tangible quality of the company's equity base.
Capital Reinvestment Ratio
Operating Cash Flow
Capital Expenditures
Data as of
Procter & Gamble Company Capital Reinvestment Ratio (1990–2025)
This chart tracks Procter & Gamble Company's Capital Reinvestment Ratio across 36 annual periods. For the full cash flow conversion analysis, see PG operating cash flow.
Annual Capital Reinvestment Ratio for Procter & Gamble Company (1990–2025)
Year-by-year Capital Reinvestment Ratio for Procter & Gamble Company from 1990 to 2025. See Procter & Gamble Company (PG) free cash flow to measure how efficiently the company converts operating cash flow to free cash.
| Year | Reinvestment Ratio | Operating CF (USD) | Capital Expenditures | YoY Change |
|---|---|---|---|---|
| 2025 | 0.21x | $17.82 Billion | $3.77 Billion | ▲ +26.5% |
| 2024 | 0.17x | $19.85 Billion | $3.32 Billion | ▼ -7.9% |
| 2023 | 0.18x | $16.85 Billion | $3.06 Billion | ▼ -3.7% |
| 2022 | 0.19x | $16.72 Billion | $3.16 Billion | ▲ +24.4% |
| 2021 | 0.15x | $18.37 Billion | $2.79 Billion | ▼ -14.1% |
| 2020 | 0.18x | $17.40 Billion | $3.07 Billion | ▼ -19.6% |
| 2019 | 0.22x | $15.24 Billion | $3.35 Billion | ▼ -12.2% |
| 2018 | 0.25x | $14.87 Billion | $3.72 Billion | ▼ -5.8% |
| 2017 | 0.27x | $12.75 Billion | $3.38 Billion | ▲ +23.6% |
| 2016 | 0.21x | $15.44 Billion | $3.31 Billion | ▼ -16.0% |
| 2015 | 0.26x | $14.61 Billion | $3.74 Billion | ▼ -7.2% |
| 2014 | 0.28x | $13.96 Billion | $3.85 Billion | ▲ +2.3% |
| 2013 | 0.27x | $14.87 Billion | $4.01 Billion | ▼ -9.7% |
| 2012 | 0.30x | $13.28 Billion | $3.96 Billion | ▲ +20.3% |
| 2011 | 0.25x | $13.33 Billion | $3.31 Billion | ▲ +30.0% |
| 2010 | 0.19x | $16.07 Billion | $3.07 Billion | ▼ -12.1% |
| 2009 | 0.22x | $14.92 Billion | $3.24 Billion | ▲ +6.9% |
| 2008 | 0.20x | $15.01 Billion | $3.05 Billion | ▼ -7.4% |
| 2007 | 0.22x | $13.44 Billion | $2.94 Billion | ▼ -6.5% |
| 2006 | 0.23x | $11.38 Billion | $2.67 Billion | ▼ -6.7% |
| 2005 | 0.25x | $8.68 Billion | $2.18 Billion | ▲ +16.2% |
| 2004 | 0.22x | $9.36 Billion | $2.02 Billion | ▲ +26.9% |
| 2003 | 0.17x | $8.70 Billion | $1.48 Billion | ▼ -21.5% |
| 2002 | 0.22x | $7.74 Billion | $1.68 Billion | ▼ -49.4% |
| 2001 | 0.43x | $5.80 Billion | $2.49 Billion | ▼ -33.7% |
| 2000 | 0.65x | $4.67 Billion | $3.02 Billion | ▲ +26.6% |
| 1999 | 0.51x | $5.54 Billion | $2.83 Billion | ▼ -2.6% |
| 1998 | 0.52x | $4.88 Billion | $2.56 Billion | ▲ +44.7% |
| 1997 | 0.36x | $5.88 Billion | $2.13 Billion | ▼ -30.9% |
| 1996 | 0.52x | $4.16 Billion | $2.18 Billion | ▼ -12.9% |
| 1995 | 0.60x | $3.57 Billion | $2.15 Billion | ▲ +19.2% |
| 1994 | 0.50x | $3.65 Billion | $1.84 Billion | ▼ -11.9% |
| 1993 | 0.57x | $3.34 Billion | $1.91 Billion | ▼ -8.0% |
| 1992 | 0.62x | $3.07 Billion | $1.91 Billion | ▼ -34.9% |
| 1991 | 0.96x | $2.07 Billion | $1.98 Billion | ▲ +47.6% |
| 1990 | 0.65x | $2.01 Billion | $1.30 Billion | — |