Central Garden & Pet Company (CENT) — Cash Flow-to-Debt Ratio

Latest as of December 2025: -0.03x

Central Garden & Pet Company (CENT) has a Cash Flow-to-Debt Ratio of -0.03x as of December 2025, meaning its operating cash flow of $-70.22 Million could theoretically repay 0% of its total liabilities ($2.07 Billion) in one year. See Central Garden & Pet Company free cash flow ratio to measure how efficiently the company converts operating cash flow to free cash.

CF-to-Debt Ratio

-0.03x
Operating CF / Total Liabilities

Operating Cash Flow

$-70.22 Million
USD

Total Liabilities

$2.07 Billion
USD

Data as of

Dec 2025
Most recent filing

Central Garden & Pet Company Cash Flow-to-Debt Ratio (1992–2025)

Historical debt coverage capacity for Central Garden & Pet Company across 34 annual periods. Also explore CENT year-over-year net asset growth to track the company's year-over-year net asset growth rate.

Annual Cash Flow-to-Debt Ratio for Central Garden & Pet Company (1992–2025)

Year-by-year debt coverage analysis for Central Garden & Pet Company. For market capitalisation and broader financial context, see market value of Central Garden & Pet Company.

Year CF-to-Debt Ratio Operating CF (USD) Total Liabilities YoY Change
2025 0.16x $332.51 Million $2.04 Billion ▼ -17.6%
2024 0.20x $394.89 Million $2.00 Billion ▼ -0.2%
2023 0.20x $381.63 Million $1.93 Billion ▲ +1234.0%
2022 -0.02x $-34.03 Million $1.95 Billion ▼ -113.2%
2021 0.13x $250.84 Million $1.89 Billion ▼ -36.7%
2020 0.21x $264.27 Million $1.26 Billion ▲ +5.1%
2019 0.20x $204.97 Million $1.03 Billion ▲ +66.6%
2018 0.12x $114.11 Million $954.38 Million ▼ -29.9%
2017 0.17x $114.31 Million $669.76 Million ▼ -25.9%
2016 0.23x $151.43 Million $657.61 Million ▲ +65.5%
2015 0.14x $87.45 Million $628.37 Million ▼ -27.1%
2014 0.19x $126.47 Million $662.27 Million ▲ +566.7%
2013 -0.04x $-28.28 Million $691.14 Million ▼ -131.4%
2012 0.13x $89.17 Million $684.66 Million ▲ +62.4%
2011 0.08x $51.01 Million $636.22 Million ▼ -64.5%
2010 0.23x $135.23 Million $598.74 Million ▼ -38.5%
2009 0.37x $221.64 Million $603.59 Million ▲ +138.7%
2008 0.15x $115.03 Million $747.89 Million ▲ +246.4%
2007 0.04x $38.53 Million $868.01 Million ▼ -62.4%
2006 0.12x $95.17 Million $805.30 Million ▲ +4.4%
2005 0.11x $57.66 Million $509.17 Million ▼ -15.0%
2004 0.13x $64.41 Million $483.40 Million ▲ +5.1%
2003 0.13x $51.20 Million $404.00 Million ▼ -38.3%
2002 0.21x $72.81 Million $354.45 Million ▲ +144.2%
2001 0.08x $38.81 Million $461.31 Million ▲ +1.5%
2000 0.08x $40.08 Million $483.47 Million ▼ -40.0%
1999 0.14x $63.60 Million $460.10 Million ▲ +52.5%
1998 0.09x $30.80 Million $339.90 Million ▲ +146.3%
1997 0.04x $10.20 Million $277.20 Million ▲ +117.5%
1996 -0.21x $-32.40 Million $154.10 Million ▼ -310.9%
1995 0.10x $10.40 Million $104.30 Million ▲ +78.6%
1994 0.06x $5.70 Million $102.10 Million ▲ +5.8%
1993 0.05x $5.70 Million $108.00 Million ▲ +906.7%
1992 -0.01x $-700.00K $107.00 Million
Cash Flow-to-Debt Ratio = Operating Cash Flow / Total Liabilities. Higher is better for debt service capacity.