Royal Caribbean Cruises Ltd Financial Flexibility Index
Royal Caribbean Cruises Ltd financial flexibility index. Royal Caribbean Cruises Ltd (RCL) has a Financial Flexibility Index of 0.13x as of June 2026. Free cash flow of $4.60 Billion (operating CF $1.86 Billion minus capex $2.74 Billion) represents 0% of total liabilities ($34.18 Billion). See free cash flow generation of Royal Caribbean Cruises Ltd to measure how efficiently the company converts operating cash flow to free cash.
Financial Flexibility Index
Free Cash Flow
Total Liabilities
Capital Expenditures
Financial Flexibility Index of Royal Caribbean Cruises Ltd (1991–2025)
Financial flexibility index of Royal Caribbean Cruises Ltd from 1991 to 2025. Historical Financial Flexibility Index trend for Royal Caribbean Cruises Ltd across 35 annual periods. Check Royal Caribbean Cruises Ltd (RCL) cash flow quality to evaluate the quality of earnings relative to operating cash generation.
Royal Caribbean Cruises Ltd Financial Flexibility Index by Year (1991–2025)
Royal Caribbean Cruises Ltd financial flexibility index by year from 1991 to 2025. Year-by-year free cash flow to debt coverage for Royal Caribbean Cruises Ltd. For the full cash flow conversion analysis, see RCL cash flow metrics.
| Year | Flexibility Index | Free Cash Flow (USD) | Operating CF | Total Liabilities | YoY Change |
|---|---|---|---|---|---|
| 2025 | 0.37x | $11.69 Billion | $6.46 Billion | $31.37 Billion | ▲ +28.1% |
| 2024 | 0.29x | $8.53 Billion | $5.26 Billion | $29.34 Billion | ▲ +5.0% |
| 2023 | 0.28x | $8.37 Billion | $4.48 Billion | $30.23 Billion | ▲ +168.3% |
| 2022 | 0.10x | $3.19 Billion | $481.00 Million | $30.91 Billion | ▲ +697.0% |
| 2021 | 0.01x | $352.00 Million | $-1.88 Billion | $27.17 Billion | ▲ +117.4% |
| 2020 | -0.07x | $-1.77 Billion | $-3.73 Billion | $23.70 Billion | ▼ -119.4% |
| 2019 | 0.38x | $6.74 Billion | $3.72 Billion | $17.59 Billion | ▼ -13.8% |
| 2018 | 0.44x | $7.14 Billion | $3.48 Billion | $16.05 Billion | ▲ +50.8% |
| 2017 | 0.29x | $3.44 Billion | $2.87 Billion | $11.66 Billion | ▼ -22.4% |
| 2016 | 0.38x | $5.01 Billion | $2.52 Billion | $13.19 Billion | ▲ +35.8% |
| 2015 | 0.28x | $3.56 Billion | $1.95 Billion | $12.72 Billion | ▼ -2.2% |
| 2014 | 0.29x | $3.56 Billion | $1.74 Billion | $12.43 Billion | ▲ +48.1% |
| 2013 | 0.19x | $2.18 Billion | $1.41 Billion | $11.26 Billion | ▼ -16.8% |
| 2012 | 0.23x | $2.67 Billion | $1.38 Billion | $11.52 Billion | ▲ +0.6% |
| 2011 | 0.23x | $2.63 Billion | $1.46 Billion | $11.40 Billion | ▼ -29.6% |
| 2010 | 0.33x | $3.85 Billion | $1.66 Billion | $11.75 Billion | ▲ +5.8% |
| 2009 | 0.31x | $3.32 Billion | $844.88 Million | $10.73 Billion | ▼ -9.2% |
| 2008 | 0.34x | $3.29 Billion | $1.07 Billion | $9.66 Billion | ▲ +8.5% |
| 2007 | 0.31x | $2.59 Billion | $1.27 Billion | $8.22 Billion | ▲ +7.8% |
| 2006 | 0.29x | $2.13 Billion | $948.51 Million | $7.30 Billion | ▲ +7.9% |
| 2005 | 0.27x | $1.54 Billion | $1.11 Billion | $5.70 Billion | ▲ +13.3% |
| 2004 | 0.24x | $1.71 Billion | $1.08 Billion | $7.16 Billion | ▼ -10.8% |
| 2003 | 0.27x | $1.89 Billion | $857.80 Million | $7.06 Billion | ▲ +11.4% |
| 2002 | 0.24x | $1.56 Billion | $870.47 Million | $6.50 Billion | ▼ -33.1% |
| 2001 | 0.36x | $2.37 Billion | $633.69 Million | $6.61 Billion | ▼ -24.0% |
| 2000 | 0.47x | $1.99 Billion | $703.32 Million | $4.21 Billion | ▼ -5.3% |
| 1999 | 0.50x | $1.56 Billion | $583.36 Million | $3.12 Billion | ▲ +36.8% |
| 1998 | 0.36x | $1.18 Billion | $526.86 Million | $3.23 Billion | ▼ -28.5% |
| 1997 | 0.51x | $1.69 Billion | $434.10 Million | $3.32 Billion | ▼ -12.4% |
| 1996 | 0.58x | $1.02 Billion | $299.50 Million | $1.76 Billion | ▲ +10.4% |
| 1995 | 0.53x | $652.10 Million | $224.60 Million | $1.24 Billion | ▲ +47.9% |
| 1994 | 0.36x | $363.00 Million | $217.50 Million | $1.02 Billion | ▲ +29.0% |
| 1993 | 0.28x | $297.80 Million | $217.30 Million | $1.08 Billion | ▼ -13.8% |
| 1992 | 0.32x | $440.70 Million | $172.50 Million | $1.38 Billion | ▼ -17.5% |
| 1991 | 0.39x | $476.30 Million | $78.70 Million | $1.23 Billion | — |