Urban One (UONE) — Cash Flow-to-Debt Ratio
Latest as of June 2026:
-0.01x
Urban One (UONE) has a Cash Flow-to-Debt Ratio of -0.01x as of June 2026, meaning its operating cash flow of $-7.30 Million could theoretically repay 0% of its total liabilities ($532.28 Million) in one year. See Urban One (UONE) flexibility index to measure the company's free cash flow as a share of total liabilities.
CF-to-Debt Ratio
-0.01x
Operating CF / Total Liabilities
Operating Cash Flow
$-7.30 Million
USD
Total Liabilities
$532.28 Million
USD
Data as of
Jun 2026
Most recent filing
Urban One Cash Flow-to-Debt Ratio (1997–2025)
Historical debt coverage capacity for Urban One across 29 annual periods. For the full cash flow conversion analysis, see cash flow conversion of Urban One.
Annual Cash Flow-to-Debt Ratio for Urban One (1997–2025)
Year-by-year debt coverage analysis for Urban One. Check UONE cash flow quality score to evaluate the quality of earnings relative to operating cash generation.
| Year | CF-to-Debt Ratio | Operating CF (USD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.01x | $4.16 Million | $565.76 Million | ▼ -85.0% |
| 2024 | 0.05x | $37.48 Million | $765.86 Million | ▼ -30.3% |
| 2023 | 0.07x | $64.64 Million | $920.59 Million | ▲ +2.8% |
| 2022 | 0.07x | $67.06 Million | $981.97 Million | ▼ -14.2% |
| 2021 | 0.08x | $80.15 Million | $1.01 Billion | ▲ +7.3% |
| 2020 | 0.07x | $73.87 Million | $995.89 Million | ▲ +33.9% |
| 2019 | 0.06x | $58.51 Million | $1.06 Billion | ▲ +36.4% |
| 2018 | 0.04x | $50.23 Million | $1.24 Billion | ▲ +88.8% |
| 2017 | 0.02x | $28.31 Million | $1.32 Billion | ▼ -39.5% |
| 2016 | 0.04x | $48.25 Million | $1.36 Billion | ▲ +14.5% |
| 2015 | 0.03x | $41.75 Million | $1.35 Billion | ▼ -19.6% |
| 2014 | 0.04x | $53.92 Million | $1.40 Billion | ▲ +47.3% |
| 2013 | 0.03x | $37.03 Million | $1.41 Billion | ▼ -15.8% |
| 2012 | 0.03x | $45.45 Million | $1.46 Billion | ▼ -40.3% |
| 2011 | 0.05x | $55.02 Million | $1.06 Billion | ▲ +135.2% |
| 2010 | 0.02x | $17.84 Million | $804.88 Million | ▼ -61.6% |
| 2009 | 0.06x | $45.44 Million | $787.49 Million | ▲ +237.9% |
| 2008 | 0.02x | $13.83 Million | $810.00 Million | ▼ -60.0% |
| 2007 | 0.04x | $44.01 Million | $1.03 Billion | ▼ -35.2% |
| 2006 | 0.07x | $77.54 Million | $1.18 Billion | ▼ -23.6% |
| 2005 | 0.09x | $101.63 Million | $1.18 Billion | ▼ -45.4% |
| 2004 | 0.16x | $123.72 Million | $782.70 Million | ▲ +6.5% |
| 2003 | 0.15x | $109.72 Million | $739.45 Million | ▲ +55.1% |
| 2002 | 0.10x | $70.82 Million | $740.34 Million | ▲ +39.4% |
| 2001 | 0.07x | $59.78 Million | $870.97 Million | ▼ -12.7% |
| 2000 | 0.08x | $55.69 Million | $708.15 Million | ▼ -53.7% |
| 1999 | 0.17x | $18.20 Million | $107.20 Million | ▲ +177.7% |
| 1998 | 0.06x | $9.30 Million | $152.10 Million | ▲ +25.3% |
| 1997 | 0.05x | $4.94 Million | $101.21 Million | — |
Cash Flow-to-Debt Ratio = Operating Cash Flow / Total Liabilities. Higher is better for debt service capacity.