United Integrated Services Co Ltd (2404) — 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. See United Integrated Services Co Ltd financial flexibility index to measure the company's free cash flow as a share of total liabilities.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
United Integrated Services Co Ltd Cash Flow-to-Debt Ratio (2000–2024)
Historical debt coverage capacity for United Integrated Services Co Ltd across 25 annual periods. For the full cash flow conversion analysis, see 2404 cash flow metrics.
Annual Cash Flow-to-Debt Ratio for United Integrated Services Co Ltd (2000–2024)
Year-by-year debt coverage analysis for United Integrated Services Co Ltd. Check United Integrated Services Co Ltd cash flow quality index to evaluate the quality of earnings relative to operating cash generation.
| 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 | — |