Kimberly-Clark Corporation (KMB) — Free Cash Flow Generation Index
Kimberly-Clark Corporation (KMB) has a Free Cash Flow Generation Index of 1.57x as of September 2025. Free cash flow of $1.11 Billion represents 2% of operating cash flow ($708.00 Million). Explore KMB capital expenditure intensity to see what proportion of operating cash flow is directed to capital expenditures.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
Kimberly-Clark Corporation Free Cash Flow Generation Index (1989–2024)
Historical FCF Generation Index trend for Kimberly-Clark Corporation across 36 annual periods. For the full cash flow conversion analysis, see Kimberly-Clark Corporation cash conversion from operations.
Annual Free Cash Flow Generation for Kimberly-Clark Corporation (1989–2024)
Year-by-year Free Cash Flow Generation Index for Kimberly-Clark Corporation. Check Kimberly-Clark Corporation (KMB) reinvestment rate to assess the company's total reinvestment commitment from operating cash flow.
| Year | FCG Index | Free Cash Flow (USD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2024 | 0.78x | $2.51 Billion | $3.23 Billion | $721.00 Million | ▼ -0.9% |
| 2023 | 0.78x | $2.78 Billion | $3.54 Billion | $766.00 Million | ▲ +15.3% |
| 2022 | 0.68x | $1.86 Billion | $2.73 Billion | $876.00 Million | ▲ +7.7% |
| 2021 | 0.63x | $1.72 Billion | $2.73 Billion | $1.01 Billion | ▼ -6.3% |
| 2020 | 0.67x | $2.51 Billion | $3.73 Billion | $1.22 Billion | ▲ +20.7% |
| 2019 | 0.56x | $1.53 Billion | $2.74 Billion | $1.21 Billion | ▼ -20.8% |
| 2018 | 0.70x | $2.09 Billion | $2.97 Billion | $877.00 Million | ▼ -3.7% |
| 2017 | 0.73x | $2.14 Billion | $2.93 Billion | $785.00 Million | ▼ -3.9% |
| 2016 | 0.76x | $2.46 Billion | $3.23 Billion | $771.00 Million | ▲ +40.5% |
| 2015 | 0.54x | $1.25 Billion | $2.31 Billion | $1.06 Billion | ▼ -14.6% |
| 2014 | 0.63x | $1.81 Billion | $2.85 Billion | $1.04 Billion | ▼ -7.5% |
| 2013 | 0.69x | $2.09 Billion | $3.04 Billion | $953.00 Million | ▲ +2.8% |
| 2012 | 0.67x | $2.19 Billion | $3.29 Billion | $1.09 Billion | ▲ +15.7% |
| 2011 | 0.58x | $1.32 Billion | $2.29 Billion | $968.00 Million | ▼ -11.1% |
| 2010 | 0.65x | $1.78 Billion | $2.74 Billion | $964.00 Million | ▼ -14.2% |
| 2009 | 0.76x | $2.63 Billion | $3.48 Billion | $848.00 Million | ▲ +18.2% |
| 2008 | 0.64x | $1.61 Billion | $2.52 Billion | $906.00 Million | ▲ +8.0% |
| 2007 | 0.59x | $1.44 Billion | $2.43 Billion | $989.30 Million | ▼ -4.9% |
| 2006 | 0.62x | $1.61 Billion | $2.58 Billion | $972.10 Million | ▼ -10.1% |
| 2005 | 0.69x | $1.60 Billion | $2.31 Billion | $709.60 Million | ▼ -15.5% |
| 2004 | 0.82x | $2.43 Billion | $2.97 Billion | $535.00 Million | ▲ +23.4% |
| 2003 | 0.66x | $1.74 Billion | $2.61 Billion | $877.60 Million | ▲ +3.6% |
| 2002 | 0.64x | $1.55 Billion | $2.42 Billion | $870.70 Million | ▲ +25.1% |
| 2001 | 0.51x | $1.15 Billion | $2.25 Billion | $1.10 Billion | ▲ +13.5% |
| 2000 | 0.45x | $962.90 Million | $2.13 Billion | $1.17 Billion | ▼ -10.5% |
| 1999 | 0.50x | $1.08 Billion | $2.13 Billion | $1.06 Billion | ▲ +2.5% |
| 1998 | 0.49x | $979.30 Million | $1.99 Billion | $1.01 Billion | ▲ +49.6% |
| 1997 | 0.33x | $462.30 Million | $1.41 Billion | $944.30 Million | ▼ -30.4% |
| 1996 | 0.47x | $790.50 Million | $1.67 Billion | $883.70 Million | ▲ +285.9% |
| 1995 | 0.12x | $114.00 Million | $931.60 Million | $817.60 Million | ▼ -55.5% |
| 1994 | 0.27x | $183.80 Million | $669.00 Million | $485.20 Million | ▲ +122.5% |
| 1993 | 0.12x | $92.20 Million | $746.70 Million | $654.50 Million | ▼ -18.9% |
| 1992 | 0.15x | $124.00 Million | $814.50 Million | $690.50 Million | ▼ -43.9% |
| 1991 | 0.27x | $200.10 Million | $737.10 Million | $537.00 Million | ▲ +155.5% |
| 1990 | 0.11x | $78.30 Million | $736.80 Million | $658.50 Million | ▲ +22.4% |
| 1989 | 0.09x | $66.20 Million | $762.60 Million | $696.40 Million | — |