Ryder System Inc (R) — Free Cash Flow Generation Index
Ryder System Inc (R) has a Free Cash Flow Generation Index of 0.40x as of June 2026. Free cash flow of $272.00 Million represents 0% of operating cash flow ($677.00 Million). Explore R capital reinvestment ratio to see what proportion of operating cash flow is directed to capital expenditures.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
Ryder System Inc Free Cash Flow Generation Index (1989–2025)
Historical FCF Generation Index trend for Ryder System Inc across 37 annual periods. For the full cash flow conversion analysis, see Ryder System Inc (R) cash flow conversion.
Annual Free Cash Flow Generation for Ryder System Inc (1989–2025)
Year-by-year Free Cash Flow Generation Index for Ryder System Inc. Check R cash flow 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 |
|---|---|---|---|---|---|
| 2025 | 0.18x | $459.00 Million | $2.59 Billion | $2.13 Billion | ▲ +195.9% |
| 2024 | -0.18x | $-418.00 Million | $2.26 Billion | $2.68 Billion | ▲ +50.7% |
| 2023 | -0.37x | $-881.00 Million | $2.35 Billion | $3.23 Billion | ▼ -169.4% |
| 2022 | -0.14x | $-321.00 Million | $2.31 Billion | $2.63 Billion | ▼ -229.2% |
| 2021 | 0.11x | $233.90 Million | $2.18 Billion | $1.94 Billion | ▼ -77.3% |
| 2020 | 0.47x | $1.03 Billion | $2.18 Billion | $1.15 Billion | ▲ +163.7% |
| 2019 | -0.74x | $-1.59 Billion | $2.14 Billion | $3.74 Billion | ▲ +13.9% |
| 2018 | -0.87x | $-1.42 Billion | $1.64 Billion | $3.05 Billion | ▼ -328.8% |
| 2017 | -0.20x | $-312.45 Million | $1.55 Billion | $1.86 Billion | ▼ -6.3% |
| 2016 | -0.19x | $-304.13 Million | $1.60 Billion | $1.91 Billion | ▲ +77.7% |
| 2015 | -0.85x | $-1.23 Billion | $1.44 Billion | $2.67 Billion | ▼ -31.0% |
| 2014 | -0.65x | $-889.17 Million | $1.37 Billion | $2.26 Billion | ▲ +14.4% |
| 2013 | -0.76x | $-923.17 Million | $1.22 Billion | $2.14 Billion | ▲ +14.4% |
| 2012 | -0.89x | $-1.00 Billion | $1.13 Billion | $2.13 Billion | ▼ -40.5% |
| 2011 | -0.63x | $-657.13 Million | $1.04 Billion | $1.70 Billion | ▼ -1152.2% |
| 2010 | -0.05x | $-51.33 Million | $1.02 Billion | $1.07 Billion | ▼ -115.7% |
| 2009 | 0.32x | $307.27 Million | $959.22 Million | $651.95 Million | ▲ +1773.6% |
| 2008 | 0.02x | $21.47 Million | $1.26 Billion | $1.23 Billion | ▲ +108.8% |
| 2007 | -0.19x | $-214.30 Million | $1.10 Billion | $1.32 Billion | ▲ +80.3% |
| 2006 | -0.99x | $-841.48 Million | $853.59 Million | $1.70 Billion | ▼ -23.8% |
| 2005 | -0.80x | $-620.32 Million | $779.06 Million | $1.40 Billion | ▼ -237.1% |
| 2004 | -0.24x | $-208.55 Million | $883.03 Million | $1.09 Billion | ▼ -344.0% |
| 2003 | 0.10x | $77.72 Million | $802.86 Million | $725.13 Million | ▲ +88.6% |
| 2002 | 0.05x | $32.49 Million | $632.79 Million | $600.30 Million | ▲ +104.6% |
| 2001 | -1.13x | $-347.89 Million | $308.70 Million | $656.60 Million | ▼ -318.8% |
| 2000 | -0.27x | $-273.25 Million | $1.02 Billion | $1.29 Billion | ▲ +95.0% |
| 1999 | -5.43x | $-1.46 Billion | $269.82 Million | $1.73 Billion | ▼ -1175.9% |
| 1998 | -0.43x | $-408.58 Million | $960.54 Million | $1.37 Billion | ▲ +38.1% |
| 1997 | -0.69x | $-423.33 Million | $615.79 Million | $1.04 Billion | ▲ +42.9% |
| 1996 | -1.20x | $-711.63 Million | $590.92 Million | $1.30 Billion | ▲ +27.4% |
| 1995 | -1.66x | $-1.34 Billion | $809.36 Million | $2.15 Billion | ▼ -46.9% |
| 1994 | -1.13x | $-938.17 Million | $830.96 Million | $1.77 Billion | ▼ -6879.2% |
| 1993 | -0.02x | $-19.70 Million | $1.22 Billion | $1.24 Billion | ▲ +88.1% |
| 1992 | -0.14x | $-131.90 Million | $971.40 Million | $1.10 Billion | ▼ -200.1% |
| 1991 | 0.14x | $100.50 Million | $741.00 Million | $640.50 Million | ▲ +2.5% |
| 1990 | 0.13x | $123.70 Million | $934.60 Million | $810.90 Million | ▲ +127.6% |
| 1989 | -0.48x | $-340.00 Million | $708.80 Million | $1.05 Billion | — |