AT&T Inc. (T) — Free Cash Flow Generation Index
Latest as of March 2026:
0.35x
AT&T Inc. (T) has a Free Cash Flow Generation Index of 0.35x as of March 2026. Free cash flow of $2.68 Billion represents 0% of operating cash flow ($7.56 Billion). See AT&T Inc. (T) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
FCF Generation Index
0.35x
Free Cash Flow / Operating CF
Free Cash Flow
$2.68 Billion
USD
Operating Cash Flow
$7.56 Billion
USD
Capital Expenditures
$4.88 Billion
USD
AT&T Inc. Free Cash Flow Generation Index (1989–2025)
Historical FCF Generation Index trend for AT&T Inc. across 37 annual periods. Explore how well can AT&T Inc. service its debt to assess how comfortably operating cash covers total debt obligations.
Annual Free Cash Flow Generation for AT&T Inc. (1989–2025)
Year-by-year Free Cash Flow Generation Index for AT&T Inc.. For the full company profile including market capitalisation, see T stock market capitalisation.
| Year | FCG Index | Free Cash Flow (USD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2025 | 0.48x | $19.44 Billion | $40.28 Billion | $20.84 Billion | ▲ +1.1% |
| 2024 | 0.48x | $18.51 Billion | $38.77 Billion | $20.26 Billion | ▼ -10.6% |
| 2023 | 0.53x | $20.46 Billion | $38.31 Billion | $17.85 Billion | ▲ +37.9% |
| 2022 | 0.39x | $12.40 Billion | $32.02 Billion | $19.63 Billion | ▼ -36.1% |
| 2021 | 0.61x | $25.43 Billion | $41.96 Billion | $16.53 Billion | ▼ -4.8% |
| 2020 | 0.64x | $27.45 Billion | $43.13 Billion | $15.68 Billion | ▲ +6.0% |
| 2019 | 0.60x | $29.23 Billion | $48.67 Billion | $19.43 Billion | ▲ +14.6% |
| 2018 | 0.52x | $22.84 Billion | $43.60 Billion | $20.76 Billion | ▲ +14.7% |
| 2017 | 0.46x | $17.36 Billion | $38.01 Billion | $20.65 Billion | ▲ +0.8% |
| 2016 | 0.45x | $17.83 Billion | $39.34 Billion | $21.52 Billion | ▼ -2.4% |
| 2015 | 0.46x | $16.66 Billion | $35.88 Billion | $19.22 Billion | ▲ +43.5% |
| 2014 | 0.32x | $10.14 Billion | $31.34 Billion | $21.20 Billion | ▼ -18.7% |
| 2013 | 0.40x | $13.85 Billion | $34.80 Billion | $20.94 Billion | ▼ -20.9% |
| 2012 | 0.50x | $19.71 Billion | $39.18 Billion | $19.46 Billion | ▲ +19.9% |
| 2011 | 0.42x | $14.54 Billion | $34.65 Billion | $20.11 Billion | ▼ -5.0% |
| 2010 | 0.44x | $15.46 Billion | $34.99 Billion | $19.53 Billion | ▼ -14.7% |
| 2009 | 0.52x | $17.85 Billion | $34.45 Billion | $16.59 Billion | ▲ +24.8% |
| 2008 | 0.42x | $13.98 Billion | $33.66 Billion | $19.68 Billion | ▼ -13.5% |
| 2007 | 0.48x | $16.36 Billion | $34.07 Billion | $17.72 Billion | ▲ +2.7% |
| 2006 | 0.47x | $7.29 Billion | $15.62 Billion | $8.32 Billion | ▼ -18.1% |
| 2005 | 0.57x | $7.40 Billion | $12.97 Billion | $5.58 Billion | ▲ +6.7% |
| 2004 | 0.53x | $5.86 Billion | $10.96 Billion | $5.10 Billion | ▼ -12.9% |
| 2003 | 0.61x | $8.30 Billion | $13.52 Billion | $5.22 Billion | ▲ +11.1% |
| 2002 | 0.55x | $8.40 Billion | $15.21 Billion | $6.81 Billion | ▲ +126.2% |
| 2001 | 0.24x | $3.62 Billion | $14.80 Billion | $11.19 Billion | ▲ +197.2% |
| 2000 | 0.08x | $1.18 Billion | $14.30 Billion | $13.12 Billion | ▼ -78.3% |
| 1999 | 0.38x | $6.27 Billion | $16.58 Billion | $10.30 Billion | ▲ +29.3% |
| 1998 | 0.29x | $2.45 Billion | $8.38 Billion | $5.93 Billion | ▲ +69.5% |
| 1997 | 0.17x | $1.20 Billion | $6.97 Billion | $5.77 Billion | ▼ -53.6% |
| 1996 | 0.37x | $1.80 Billion | $4.82 Billion | $3.03 Billion | ▼ -11.1% |
| 1995 | 0.42x | $1.69 Billion | $4.02 Billion | $2.34 Billion | ▲ +2.8% |
| 1994 | 0.41x | $1.62 Billion | $3.97 Billion | $2.35 Billion | ▲ +15.0% |
| 1993 | 0.35x | $1.22 Billion | $3.44 Billion | $2.22 Billion | ▼ -12.9% |
| 1992 | 0.41x | $1.47 Billion | $3.61 Billion | $2.14 Billion | ▲ +10.3% |
| 1991 | 0.37x | $1.07 Billion | $2.89 Billion | $1.83 Billion | ▲ +10.3% |
| 1990 | 0.33x | $892.90 Million | $2.67 Billion | $1.78 Billion | ▼ -27.9% |
| 1989 | 0.46x | $1.28 Billion | $2.77 Billion | $1.48 Billion | — |
FCG Index = Free Cash Flow / Operating Cash Flow. FCF = Operating CF + Capital Expenditures (capex stored negative).