Johnson Controls International PLC (JCI) — Cash Flow-to-Debt Ratio
Johnson Controls International PLC (JCI) has a Cash Flow-to-Debt Ratio of 0.03x as of March 2026, meaning its operating cash flow of $672.00 Million could theoretically repay 0% of its total liabilities ($24.81 Billion) in one year. Explore JCI long-term investment intensity to see how much of total assets are deployed in long-term investments.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
Johnson Controls International PLC Cash Flow-to-Debt Ratio (1989–2025)
Historical debt coverage capacity for Johnson Controls International PLC across 37 annual periods. Also explore balance sheet size of Johnson Controls International PLC for the complete picture of this company's asset base.
Annual Cash Flow-to-Debt Ratio for Johnson Controls International PLC (1989–2025)
Year-by-year debt coverage analysis for Johnson Controls International PLC. For market capitalisation and broader financial context, see market value of Johnson Controls International PLC.
| Year | CF-to-Debt Ratio | Operating CF (USD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.06x | $1.40 Billion | $24.98 Billion | ▼ -32.4% |
| 2024 | 0.08x | $2.10 Billion | $25.33 Billion | ▼ -8.5% |
| 2023 | 0.09x | $2.22 Billion | $24.55 Billion | ▲ +12.8% |
| 2022 | 0.08x | $1.99 Billion | $24.76 Billion | ▼ -25.4% |
| 2021 | 0.11x | $2.49 Billion | $23.14 Billion | ▲ +145.7% |
| 2020 | 0.04x | $975.00 Million | $22.28 Billion | ▼ -21.9% |
| 2019 | 0.06x | $1.20 Billion | $21.46 Billion | ▼ -41.4% |
| 2018 | 0.10x | $2.52 Billion | $26.34 Billion | ▲ +24024.5% |
| 2017 | 0.00x | $12.00 Million | $30.31 Billion | ▼ -99.2% |
| 2016 | 0.05x | $1.90 Billion | $37.85 Billion | ▼ -41.0% |
| 2015 | 0.08x | $1.60 Billion | $18.84 Billion | ▲ +92.4% |
| 2014 | 0.04x | $912.00 Million | $20.67 Billion | ▼ -2.3% |
| 2013 | 0.05x | $850.00 Million | $18.82 Billion | ▼ -66.9% |
| 2012 | 0.14x | $2.59 Billion | $18.93 Billion | ▲ +2.7% |
| 2011 | 0.13x | $2.43 Billion | $18.26 Billion | ▼ -22.8% |
| 2010 | 0.17x | $2.66 Billion | $15.42 Billion | ▲ +4.3% |
| 2009 | 0.17x | $2.42 Billion | $14.66 Billion | ▲ +384.4% |
| 2008 | -0.06x | $-890.00 Million | $15.33 Billion | ▼ -120.3% |
| 2007 | 0.29x | $4.31 Billion | $15.07 Billion | ▼ -25.8% |
| 2006 | 0.39x | $5.57 Billion | $14.44 Billion | ▼ -38.7% |
| 2005 | 0.63x | $6.22 Billion | $9.89 Billion | ▲ +9.5% |
| 2004 | 0.57x | $5.41 Billion | $9.43 Billion | ▼ -8.3% |
| 2003 | 0.63x | $5.41 Billion | $8.64 Billion | ▼ -13.5% |
| 2002 | 0.72x | $5.41 Billion | $7.48 Billion | ▲ +400.0% |
| 2001 | 0.14x | $973.00 Million | $6.72 Billion | ▲ +33.0% |
| 2000 | 0.11x | $745.90 Million | $6.85 Billion | ▼ -31.7% |
| 1999 | 0.16x | $1.01 Billion | $6.34 Billion | ▲ +67.0% |
| 1998 | 0.10x | $573.10 Million | $6.00 Billion | ▼ -31.6% |
| 1997 | 0.14x | $608.90 Million | $4.36 Billion | ▲ +7.9% |
| 1996 | 0.13x | $467.60 Million | $3.61 Billion | ▲ +4.2% |
| 1995 | 0.12x | $370.20 Million | $2.98 Billion | ▼ -27.7% |
| 1994 | 0.17x | $447.20 Million | $2.60 Billion | ▼ -24.8% |
| 1993 | 0.23x | $491.70 Million | $2.15 Billion | ▲ +10.4% |
| 1992 | 0.21x | $410.90 Million | $1.99 Billion | ▲ +20.7% |
| 1991 | 0.17x | $304.60 Million | $1.78 Billion | ▼ -7.8% |
| 1990 | 0.19x | $327.90 Million | $1.76 Billion | ▲ +18.6% |
| 1989 | 0.16x | $225.40 Million | $1.44 Billion | — |