Gujarat Narmada Valley Fertilizers and Chemicals Limited (GNFC) — Cash Flow-to-Debt Ratio
Gujarat Narmada Valley Fertilizers and Chemicals Limited (GNFC) has a Cash Flow-to-Debt Ratio of 0.14x as of September 2025, meaning its operating cash flow of Rs3.14 Billion could theoretically repay 0% of its total liabilities (Rs22.16 Billion) in one year. See Gujarat Narmada Valley Fertilizers and C (GNFC) free cash flow to measure how efficiently the company converts operating cash flow to free cash.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
Gujarat Narmada Valley Fertilizers and Chemicals Limited Cash Flow-to-Debt Ratio (2002–2025)
Historical debt coverage capacity for Gujarat Narmada Valley Fertilizers and Chemicals Limited across 24 annual periods. Also explore net asset growth rate of Gujarat Narmada Valley Fertilizers and C to track the company's year-over-year net asset growth rate.
Annual Cash Flow-to-Debt Ratio for Gujarat Narmada Valley Fertilizers and Chemicals Limited (2002–2025)
Year-by-year debt coverage analysis for Gujarat Narmada Valley Fertilizers and Chemicals Limited. For market capitalisation and broader financial context, see GNFC market cap.
| Year | CF-to-Debt Ratio | Operating CF (INR) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.25x | Rs6.06 Billion | Rs24.28 Billion | ▲ +1785.6% |
| 2024 | 0.01x | Rs312.80 Million | Rs23.63 Billion | ▼ -97.5% |
| 2023 | 0.53x | Rs13.73 Billion | Rs25.90 Billion | ▼ -26.0% |
| 2022 | 0.72x | Rs19.67 Billion | Rs27.44 Billion | ▼ -11.9% |
| 2021 | 0.81x | Rs18.84 Billion | Rs23.17 Billion | ▲ +788.0% |
| 2020 | 0.09x | Rs2.86 Billion | Rs31.19 Billion | ▼ -56.9% |
| 2019 | 0.21x | Rs5.41 Billion | Rs25.45 Billion | ▼ -68.3% |
| 2018 | 0.67x | Rs18.19 Billion | Rs27.14 Billion | ▲ +90.1% |
| 2017 | 0.35x | Rs14.45 Billion | Rs41.01 Billion | ▲ +85.0% |
| 2016 | 0.19x | Rs9.96 Billion | Rs52.31 Billion | ▲ +131.4% |
| 2015 | 0.08x | Rs4.90 Billion | Rs59.55 Billion | ▲ +4593.6% |
| 2014 | 0.00x | Rs110.89 Million | Rs63.24 Billion | ▲ +104.7% |
| 2013 | -0.04x | Rs-1.60 Billion | Rs43.05 Billion | ▼ -154.8% |
| 2012 | 0.07x | Rs2.16 Billion | Rs31.82 Billion | ▲ +73.7% |
| 2011 | 0.04x | Rs771.96 Million | Rs19.75 Billion | ▼ -94.4% |
| 2010 | 0.70x | Rs8.62 Billion | Rs12.33 Billion | ▲ +99.8% |
| 2009 | 0.35x | Rs3.36 Billion | Rs9.60 Billion | ▼ -43.4% |
| 2008 | 0.62x | Rs6.30 Billion | Rs10.18 Billion | ▲ +242.5% |
| 2007 | 0.18x | Rs2.03 Billion | Rs11.23 Billion | ▼ -56.7% |
| 2006 | 0.42x | Rs3.47 Billion | Rs8.33 Billion | ▲ +308.8% |
| 2005 | 0.10x | Rs1.51 Billion | Rs14.79 Billion | ▼ -71.5% |
| 2004 | 0.36x | Rs4.52 Billion | Rs12.63 Billion | ▲ +49.9% |
| 2003 | 0.24x | Rs3.41 Billion | Rs14.30 Billion | ▼ -8.4% |
| 2002 | 0.26x | Rs3.88 Billion | Rs14.91 Billion | — |