Kellanova (K) — Free Cash Flow Generation Index
Latest as of September 2025:
0.71x
Kellanova (K) has a Free Cash Flow Generation Index of 0.71x as of September 2025. Free cash flow of $359.00 Million represents 1% of operating cash flow ($503.00 Million). Read Kellanova (K) financial obligations for a breakdown of total debt and financial obligations.
FCF Generation Index
0.71x
Free Cash Flow / Operating CF
Free Cash Flow
$359.00 Million
USD
Operating Cash Flow
$503.00 Million
USD
Capital Expenditures
$144.00 Million
USD
Kellanova Free Cash Flow Generation Index (1989–2024)
Historical FCF Generation Index trend for Kellanova across 36 annual periods. Explore Kellanova capital reinvestment ratio to see what proportion of operating cash flow is directed to capital expenditures.
Annual Free Cash Flow Generation for Kellanova (1989–2024)
Year-by-year Free Cash Flow Generation Index for Kellanova. For the full company profile including market capitalisation, see K stock market capitalisation.
| Year | FCG Index | Free Cash Flow (USD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2024 | 0.64x | $1.13 Billion | $1.76 Billion | $628.00 Million | ▲ +9.3% |
| 2023 | 0.59x | $968.00 Million | $1.65 Billion | $677.00 Million | ▼ -16.5% |
| 2022 | 0.70x | $1.16 Billion | $1.65 Billion | $488.00 Million | ▲ +4.4% |
| 2021 | 0.67x | $1.15 Billion | $1.70 Billion | $553.00 Million | ▼ -9.5% |
| 2020 | 0.75x | $1.48 Billion | $1.99 Billion | $505.00 Million | ▲ +48.6% |
| 2019 | 0.50x | $590.00 Million | $1.18 Billion | $586.00 Million | ▼ -19.6% |
| 2018 | 0.62x | $958.00 Million | $1.54 Billion | $578.00 Million | ▼ -10.3% |
| 2017 | 0.70x | $1.15 Billion | $1.65 Billion | $501.00 Million | ▲ +1.0% |
| 2016 | 0.69x | $1.12 Billion | $1.63 Billion | $507.00 Million | ▲ +2.3% |
| 2015 | 0.67x | $1.14 Billion | $1.69 Billion | $553.00 Million | ▼ -0.4% |
| 2014 | 0.68x | $1.21 Billion | $1.79 Billion | $582.00 Million | ▲ +4.3% |
| 2013 | 0.65x | $1.17 Billion | $1.81 Billion | $637.00 Million | ▼ -7.1% |
| 2012 | 0.70x | $1.23 Billion | $1.76 Billion | $533.00 Million | ▲ +11.0% |
| 2011 | 0.63x | $1.00 Billion | $1.59 Billion | $594.00 Million | ▲ +18.5% |
| 2010 | 0.53x | $534.00 Million | $1.01 Billion | $474.00 Million | ▼ -31.2% |
| 2009 | 0.77x | $1.27 Billion | $1.64 Billion | $377.00 Million | ▲ +21.1% |
| 2008 | 0.64x | $806.00 Million | $1.27 Billion | $461.00 Million | ▼ -7.3% |
| 2007 | 0.69x | $1.03 Billion | $1.50 Billion | $472.00 Million | ▲ +1.1% |
| 2006 | 0.68x | $957.40 Million | $1.41 Billion | $453.10 Million | ▲ +0.9% |
| 2005 | 0.67x | $769.10 Million | $1.14 Billion | $374.20 Million | ▼ -13.0% |
| 2004 | 0.77x | $950.40 Million | $1.23 Billion | $278.60 Million | ▼ -2.0% |
| 2003 | 0.79x | $923.80 Million | $1.17 Billion | $247.20 Million | ▲ +5.7% |
| 2002 | 0.75x | $746.40 Million | $999.90 Million | $253.50 Million | ▼ -1.2% |
| 2001 | 0.76x | $855.50 Million | $1.13 Billion | $276.50 Million | ▲ +2.4% |
| 2000 | 0.74x | $650.00 Million | $880.90 Million | $230.90 Million | ▲ +154.2% |
| 1999 | 0.29x | $230.80 Million | $795.20 Million | $564.40 Million | ▼ -34.3% |
| 1998 | 0.44x | $318.00 Million | $720.00 Million | $402.00 Million | ▼ -28.3% |
| 1997 | 0.62x | $542.00 Million | $879.80 Million | $337.80 Million | ▲ +534.0% |
| 1996 | -0.14x | $-101.00 Million | $711.50 Million | $812.50 Million | ▼ -120.4% |
| 1995 | 0.70x | $725.30 Million | $1.04 Billion | $315.70 Million | ▲ +10.0% |
| 1994 | 0.63x | $612.50 Million | $966.80 Million | $354.30 Million | ▲ +44.6% |
| 1993 | 0.44x | $350.50 Million | $800.20 Million | $449.70 Million | ▲ +21.1% |
| 1992 | 0.36x | $268.30 Million | $741.90 Million | $473.60 Million | ▼ -43.8% |
| 1991 | 0.64x | $600.90 Million | $934.40 Million | $333.50 Million | ▲ +5.6% |
| 1990 | 0.61x | $498.70 Million | $819.20 Million | $320.50 Million | ▲ +1209.6% |
| 1989 | 0.05x | $24.80 Million | $533.50 Million | $508.70 Million | — |
FCG Index = Free Cash Flow / Operating Cash Flow. FCF = Operating CF + Capital Expenditures (capex stored negative).