DR Horton Inc (DHI) — Cash Flow-to-Debt Ratio
DR Horton Inc (DHI) has a Cash Flow-to-Debt Ratio of 0.08x as of December 2025, meaning its operating cash flow of $854.00 Million could theoretically repay 0% of its total liabilities ($10.08 Billion) in one year. See DR Horton Inc (DHI) FCF generation index to measure how efficiently the company converts operating cash flow to free cash.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
DR Horton Inc Cash Flow-to-Debt Ratio (1991–2025)
Historical debt coverage capacity for DR Horton Inc across 35 annual periods. Also explore DHI 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 DR Horton Inc (1991–2025)
Year-by-year debt coverage analysis for DR Horton Inc. For market capitalisation and broader financial context, see DHI market cap.
| Year | CF-to-Debt Ratio | Operating CF (USD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.32x | $3.42 Billion | $10.73 Billion | ▲ +49.7% |
| 2024 | 0.21x | $2.19 Billion | $10.28 Billion | ▼ -53.3% |
| 2023 | 0.46x | $4.30 Billion | $9.44 Billion | ▲ +757.1% |
| 2022 | 0.05x | $561.80 Million | $10.57 Billion | ▼ -12.4% |
| 2021 | 0.06x | $534.40 Million | $8.80 Billion | ▼ -71.0% |
| 2020 | 0.21x | $1.42 Billion | $6.79 Billion | ▲ +24.6% |
| 2019 | 0.17x | $892.10 Million | $5.31 Billion | ▲ +52.7% |
| 2018 | 0.11x | $545.20 Million | $4.96 Billion | ▲ +12.2% |
| 2017 | 0.10x | $435.10 Million | $4.44 Billion | ▼ -24.4% |
| 2016 | 0.13x | $618.00 Million | $4.77 Billion | ▼ -2.7% |
| 2015 | 0.13x | $700.40 Million | $5.26 Billion | ▲ +202.4% |
| 2014 | -0.13x | $-661.40 Million | $5.08 Billion | ▲ +49.3% |
| 2013 | -0.26x | $-1.23 Billion | $4.79 Billion | ▼ -224.9% |
| 2012 | -0.08x | $-288.70 Million | $3.65 Billion | ▼ -1550.4% |
| 2011 | 0.01x | $14.90 Million | $2.73 Billion | ▼ -97.5% |
| 2010 | 0.21x | $709.40 Million | $3.32 Billion | ▼ -15.9% |
| 2009 | 0.25x | $1.14 Billion | $4.49 Billion | ▼ -34.5% |
| 2008 | 0.39x | $1.88 Billion | $4.84 Billion | ▲ +68.9% |
| 2007 | 0.23x | $1.36 Billion | $5.90 Billion | ▲ +259.4% |
| 2006 | -0.14x | $-1.19 Billion | $8.26 Billion | ▼ -61.4% |
| 2005 | -0.09x | $-620.70 Million | $6.95 Billion | ▼ -2.7% |
| 2004 | -0.09x | $-422.50 Million | $4.86 Billion | ▼ -184.5% |
| 2003 | 0.10x | $423.32 Million | $4.11 Billion | ▲ +523.5% |
| 2002 | -0.02x | $-90.60 Million | $3.73 Billion | ▼ -5.2% |
| 2001 | -0.02x | $-55.28 Million | $2.39 Billion | ▲ +63.1% |
| 2000 | -0.06x | $-107.55 Million | $1.72 Billion | ▲ +42.9% |
| 1999 | -0.11x | $-170.90 Million | $1.56 Billion | ▲ +2.5% |
| 1998 | -0.11x | $-125.30 Million | $1.11 Billion | ▼ -10.4% |
| 1997 | -0.10x | $-83.10 Million | $816.50 Million | ▲ +4.1% |
| 1996 | -0.11x | $-23.90 Million | $225.30 Million | ▲ +30.1% |
| 1995 | -0.15x | $-32.30 Million | $212.70 Million | ▲ +49.5% |
| 1994 | -0.30x | $-44.00 Million | $146.30 Million | ▼ -48.5% |
| 1993 | -0.20x | $-18.80 Million | $92.80 Million | ▼ -198.1% |
| 1992 | 0.21x | $10.00 Million | $48.40 Million | ▼ -10.7% |
| 1991 | 0.23x | $10.00 Million | $43.20 Million | — |