BP Plastics Holding Bhd Cash Flow-to-Debt Ratio
BP Plastics Holding Bhd cash flow-to-debt ratio. BP Plastics Holding Bhd (5100) has a Cash Flow-to-Debt Ratio of 0.11x as of June 2025, meaning its operating cash flow of RM5.40 Million could theoretically repay 0% of its total liabilities (RM48.28 Million) in one year. Check 5100 cash flow reinvestment rate to assess the company's total reinvestment commitment from operating cash flow.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
Cash Flow-to-Debt Ratio of BP Plastics Holding Bhd (2012–2024)
Cash flow-to-debt ratio of BP Plastics Holding Bhd from 2012 to 2024. Historical debt coverage capacity for BP Plastics Holding Bhd across 13 annual periods. Check 5100 cash to earnings ratio to evaluate the quality of earnings relative to operating cash generation.
BP Plastics Holding Bhd Cash Flow-to-Debt Ratio by Year (2012–2024)
BP Plastics Holding Bhd cash flow-to-debt ratio by year from 2012 to 2024. Year-by-year debt coverage analysis for BP Plastics Holding Bhd. For the full cash flow conversion analysis, see 5100 cash flow conversion.
| Year | CF-to-Debt Ratio | Operating CF (MYR) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2024 | 0.28x | RM20.89 Million | RM73.64 Million | ▼ -49.7% |
| 2023 | 0.56x | RM48.03 Million | RM85.09 Million | ▼ -42.2% |
| 2022 | 0.98x | RM59.90 Million | RM61.31 Million | ▲ +247.9% |
| 2021 | 0.28x | RM23.81 Million | RM84.78 Million | ▼ -60.9% |
| 2020 | 0.72x | RM58.77 Million | RM81.91 Million | ▲ +90.6% |
| 2019 | 0.38x | RM16.78 Million | RM44.56 Million | ▼ -52.5% |
| 2018 | 0.79x | RM36.95 Million | RM46.63 Million | ▲ +211.8% |
| 2017 | 0.25x | RM14.07 Million | RM55.37 Million | ▲ +23.6% |
| 2016 | 0.21x | RM15.58 Million | RM75.81 Million | ▼ -80.7% |
| 2015 | 1.07x | RM48.00 Million | RM45.00 Million | ▼ -28.9% |
| 2014 | 1.50x | RM48.00 Million | RM32.00 Million | ▲ +312.5% |
| 2013 | 0.36x | RM16.00 Million | RM44.00 Million | ▲ +1627.3% |
| 2012 | -0.02x | RM-1.00 Million | RM42.00 Million | — |