United Integrated Services Co Ltd Cash Flow-to-Debt Ratio
United Integrated Services Co Ltd cash flow-to-debt ratio. United Integrated Services Co Ltd (2404) has a Cash Flow-to-Debt Ratio of 0.13x as of September 2025, meaning its operating cash flow of NT$7.15 Billion could theoretically repay 0% of its total liabilities (NT$53.22 Billion) in one year. Check 2404 cash flow quality index to evaluate the quality of earnings relative to operating cash generation.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
Cash Flow-to-Debt Ratio of United Integrated Services Co Ltd (2000–2024)
Cash flow-to-debt ratio of United Integrated Services Co Ltd from 2000 to 2024. Historical debt coverage capacity for United Integrated Services Co Ltd across 25 annual periods. Check United Integrated Services Co Ltd total reinvestment intensity to assess the company's total reinvestment commitment from operating cash flow.
United Integrated Services Co Ltd Cash Flow-to-Debt Ratio by Year (2000–2024)
United Integrated Services Co Ltd cash flow-to-debt ratio by year from 2000 to 2024. Year-by-year debt coverage analysis for United Integrated Services Co Ltd. For the full cash flow conversion analysis, see 2404 cash generation efficiency.
| Year | CF-to-Debt Ratio | Operating CF (TWD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2024 | 0.55x | NT$17.52 Billion | NT$31.69 Billion | ▲ +328.7% |
| 2023 | 0.13x | NT$4.39 Billion | NT$34.04 Billion | ▼ -55.4% |
| 2022 | 0.29x | NT$6.62 Billion | NT$22.86 Billion | ▲ +93.3% |
| 2021 | 0.15x | NT$2.09 Billion | NT$13.98 Billion | ▼ -33.0% |
| 2020 | 0.22x | NT$3.77 Billion | NT$16.90 Billion | ▼ -21.5% |
| 2019 | 0.28x | NT$4.08 Billion | NT$14.35 Billion | ▲ +221.7% |
| 2018 | 0.09x | NT$1.18 Billion | NT$13.32 Billion | ▼ -72.1% |
| 2017 | 0.32x | NT$3.17 Billion | NT$10.02 Billion | ▲ +181.3% |
| 2016 | 0.11x | NT$1.17 Billion | NT$10.35 Billion | ▲ +208.5% |
| 2015 | 0.04x | NT$309.49 Million | NT$8.48 Billion | ▼ -65.3% |
| 2014 | 0.11x | NT$846.85 Million | NT$8.04 Billion | ▼ -77.4% |
| 2013 | 0.47x | NT$2.86 Billion | NT$6.14 Billion | ▲ +76.2% |
| 2012 | 0.26x | NT$1.64 Billion | NT$6.20 Billion | ▲ +3159.0% |
| 2011 | -0.01x | NT$-46.33 Million | NT$5.35 Billion | ▼ -102.6% |
| 2010 | 0.33x | NT$1.65 Billion | NT$4.98 Billion | ▲ +2.6% |
| 2009 | 0.32x | NT$1.11 Billion | NT$3.45 Billion | ▼ -44.9% |
| 2008 | 0.59x | NT$3.10 Billion | NT$5.30 Billion | ▲ +240.0% |
| 2007 | 0.17x | NT$803.93 Million | NT$4.67 Billion | ▼ -10.6% |
| 2006 | 0.19x | NT$791.40 Million | NT$4.11 Billion | ▼ -23.0% |
| 2005 | 0.25x | NT$955.08 Million | NT$3.82 Billion | ▲ +327.1% |
| 2004 | 0.06x | NT$238.12 Million | NT$4.07 Billion | ▲ +16.0% |
| 2003 | 0.05x | NT$149.38 Million | NT$2.96 Billion | ▼ -75.6% |
| 2002 | 0.21x | NT$616.17 Million | NT$2.98 Billion | ▼ -58.2% |
| 2001 | 0.49x | NT$918.33 Million | NT$1.86 Billion | ▲ +144.6% |
| 2000 | 0.20x | NT$283.69 Million | NT$1.40 Billion | — |