Trk Corp (1432) — Cash Flow-to-Debt Ratio
Latest as of March 2026:
-0.05x
Trk Corp (1432) has a Cash Flow-to-Debt Ratio of -0.05x as of March 2026, meaning its operating cash flow of NT$-112.71 Million could theoretically repay 0% of its total liabilities (NT$2.20 Billion) in one year. See Trk Corp leverage flexibility ratio to measure the company's free cash flow as a share of total liabilities.
CF-to-Debt Ratio
-0.05x
Operating CF / Total Liabilities
Operating Cash Flow
NT$-112.71 Million
TWD
Total Liabilities
NT$2.20 Billion
TWD
Data as of
Mar 2026
Most recent filing
Trk Corp Cash Flow-to-Debt Ratio (2000–2025)
Historical debt coverage capacity for Trk Corp across 24 annual periods. For the full cash flow conversion analysis, see 1432 operating cash flow.
Annual Cash Flow-to-Debt Ratio for Trk Corp (2000–2025)
Year-by-year debt coverage analysis for Trk Corp. Check 1432 cash flow quality score to evaluate the quality of earnings relative to operating cash generation.
| Year | CF-to-Debt Ratio | Operating CF (TWD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | -0.03x | NT$-64.64 Million | NT$2.51 Billion | ▼ -364.8% |
| 2024 | 0.01x | NT$42.83 Million | NT$4.41 Billion | ▼ -90.7% |
| 2023 | 0.10x | NT$426.33 Million | NT$4.08 Billion | ▲ +18.4% |
| 2022 | 0.09x | NT$367.42 Million | NT$4.17 Billion | ▲ +40.0% |
| 2021 | 0.06x | NT$259.89 Million | NT$4.13 Billion | ▼ -32.4% |
| 2020 | 0.09x | NT$373.73 Million | NT$4.01 Billion | ▲ +49.5% |
| 2019 | 0.06x | NT$288.66 Million | NT$4.63 Billion | ▼ -77.1% |
| 2018 | 0.27x | NT$186.84 Million | NT$686.18 Million | ▲ +33.0% |
| 2017 | 0.20x | NT$235.86 Million | NT$1.15 Billion | ▲ +136781.9% |
| 2016 | 0.00x | NT$-836.00K | NT$5.58 Billion | ▲ +99.8% |
| 2015 | -0.07x | NT$-252.34 Million | NT$3.44 Billion | ▼ 0.0% |
| 2014 | -0.07x | NT$-88.35 Million | NT$1.21 Billion | ▲ +94.5% |
| 2013 | -1.33x | NT$-717.30 Million | NT$538.95 Million | ▼ -521.2% |
| 2012 | 0.32x | NT$102.97 Million | NT$325.86 Million | ▲ +291.3% |
| 2011 | -0.17x | NT$-205.06 Million | NT$1.24 Billion | ▼ -113.8% |
| 2010 | 1.20x | NT$1.21 Billion | NT$1.01 Billion | ▲ +430.5% |
| 2009 | 0.23x | NT$399.50 Million | NT$1.77 Billion | ▲ +128.9% |
| 2008 | 0.10x | NT$245.97 Million | NT$2.49 Billion | ▼ -60.4% |
| 2007 | 0.25x | NT$625.45 Million | NT$2.51 Billion | ▲ +759.5% |
| 2004 | 0.03x | NT$96.00 Million | NT$3.31 Billion | ▼ -89.2% |
| 2003 | 0.27x | NT$908.67 Million | NT$3.38 Billion | ▲ +2190.5% |
| 2002 | 0.01x | NT$48.04 Million | NT$4.09 Billion | ▼ -26.0% |
| 2001 | 0.02x | NT$64.40 Million | NT$4.06 Billion | ▼ -49.9% |
| 2000 | 0.03x | NT$131.91 Million | NT$4.17 Billion | — |
Cash Flow-to-Debt Ratio = Operating Cash Flow / Total Liabilities. Higher is better for debt service capacity.