Johnson Controls International PLC (JCI) — Cash Flow-to-Debt Ratio
Johnson Controls International PLC (JCI) has a Cash Flow-to-Debt Ratio of 0.06x as of June 2026, meaning its operating cash flow of $1.60 Billion could theoretically repay 0% of its total liabilities ($25.24 Billion) in one year. See how financially flexible is Johnson Controls International PLC to measure the company's free cash flow as a share of total liabilities.
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. For the full cash flow conversion analysis, see cash efficiency ratio of Johnson Controls International PLC.
Annual Cash Flow-to-Debt Ratio for Johnson Controls International PLC (1989–2025)
Year-by-year debt coverage analysis for Johnson Controls International PLC. Check JCI 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 | 0.06x | $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 | — |