HTC Corp (2498) — Cash Flow-to-Debt Ratio
Latest as of September 2025:
-0.04x
HTC Corp (2498) has a Cash Flow-to-Debt Ratio of -0.04x as of September 2025, meaning its operating cash flow of NT$-427.96 Million could theoretically repay 0% of its total liabilities (NT$11.55 Billion) in one year. Explore long-term investment intensity of HTC Corp to see how much of total assets are deployed in long-term investments.
CF-to-Debt Ratio
-0.04x
Operating CF / Total Liabilities
Operating Cash Flow
NT$-427.96 Million
TWD
Total Liabilities
NT$11.55 Billion
TWD
Data as of
Sep 2025
Most recent filing
HTC Corp Cash Flow-to-Debt Ratio (2001–2024)
Historical debt coverage capacity for HTC Corp across 24 annual periods. Also explore 2498 total assets for the complete picture of this company's asset base.
Annual Cash Flow-to-Debt Ratio for HTC Corp (2001–2024)
Year-by-year debt coverage analysis for HTC Corp. For market capitalisation and broader financial context, see 2498 company net worth.
| Year | CF-to-Debt Ratio | Operating CF (TWD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2024 | -0.10x | NT$-2.54 Billion | NT$24.80 Billion | ▲ +42.4% |
| 2023 | -0.18x | NT$-4.05 Billion | NT$22.78 Billion | ▲ +0.8% |
| 2022 | -0.18x | NT$-3.74 Billion | NT$20.88 Billion | ▲ +32.4% |
| 2021 | -0.27x | NT$-4.50 Billion | NT$16.96 Billion | ▲ +46.5% |
| 2020 | -0.50x | NT$-7.48 Billion | NT$15.11 Billion | ▲ +4.2% |
| 2019 | -0.52x | NT$-9.17 Billion | NT$17.74 Billion | ▼ -22.4% |
| 2018 | -0.42x | NT$-9.50 Billion | NT$22.49 Billion | ▲ +27.0% |
| 2017 | -0.58x | NT$-19.01 Billion | NT$32.86 Billion | ▼ -209.0% |
| 2016 | -0.19x | NT$-9.62 Billion | NT$51.38 Billion | ▲ +7.3% |
| 2015 | -0.20x | NT$-13.05 Billion | NT$64.60 Billion | ▼ -4864.4% |
| 2014 | 0.00x | NT$-339.86 Million | NT$83.50 Billion | ▲ +97.6% |
| 2013 | -0.17x | NT$-16.23 Billion | NT$94.92 Billion | ▼ -189.1% |
| 2012 | 0.19x | NT$22.79 Billion | NT$118.82 Billion | ▼ -67.0% |
| 2011 | 0.58x | NT$88.51 Billion | NT$152.17 Billion | ▲ +46.1% |
| 2010 | 0.40x | NT$46.05 Billion | NT$115.67 Billion | ▼ -23.5% |
| 2009 | 0.52x | NT$27.72 Billion | NT$53.28 Billion | ▼ -23.9% |
| 2008 | 0.68x | NT$37.63 Billion | NT$55.05 Billion | ▼ -39.5% |
| 2007 | 1.13x | NT$39.80 Billion | NT$35.23 Billion | ▲ +8.4% |
| 2006 | 1.04x | NT$24.77 Billion | NT$23.76 Billion | ▲ +41.4% |
| 2005 | 0.74x | NT$12.65 Billion | NT$17.15 Billion | ▲ +179.2% |
| 2004 | 0.26x | NT$2.94 Billion | NT$11.13 Billion | ▲ +6.7% |
| 2003 | 0.25x | NT$2.03 Billion | NT$8.22 Billion | ▼ -37.3% |
| 2002 | 0.39x | NT$2.04 Billion | NT$5.17 Billion | ▲ +240.6% |
| 2001 | 0.12x | NT$460.53 Million | NT$3.98 Billion | — |
Cash Flow-to-Debt Ratio = Operating Cash Flow / Total Liabilities. Higher is better for debt service capacity.