Formosa International Hotels Corp (2707) — Cash Flow-to-Debt Ratio
Formosa International Hotels Corp (2707) has a Cash Flow-to-Debt Ratio of 0.18x as of December 2025, meaning its operating cash flow of NT$1.07 Billion could theoretically repay 0% of its total liabilities (NT$5.86 Billion) in one year. See 2707 free cash flow to operating cash ratio 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
Formosa International Hotels Corp Cash Flow-to-Debt Ratio (2000–2025)
Historical debt coverage capacity for Formosa International Hotels Corp across 26 annual periods. Also explore Formosa International Hotels Corp equity growth rate to track the company's year-over-year net asset growth rate.
Annual Cash Flow-to-Debt Ratio for Formosa International Hotels Corp (2000–2025)
Year-by-year debt coverage analysis for Formosa International Hotels Corp. For market capitalisation and broader financial context, see 2707 market cap overview.
| Year | CF-to-Debt Ratio | Operating CF (TWD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.36x | NT$2.14 Billion | NT$5.86 Billion | ▼ -10.2% |
| 2024 | 0.41x | NT$2.48 Billion | NT$6.11 Billion | ▲ +26.6% |
| 2023 | 0.32x | NT$1.82 Billion | NT$5.68 Billion | ▼ -13.3% |
| 2022 | 0.37x | NT$2.14 Billion | NT$5.78 Billion | ▲ +1293.9% |
| 2021 | 0.03x | NT$155.21 Million | NT$5.85 Billion | ▼ -81.0% |
| 2020 | 0.14x | NT$1.02 Billion | NT$7.30 Billion | ▼ -53.9% |
| 2019 | 0.30x | NT$2.35 Billion | NT$7.77 Billion | ▼ -13.5% |
| 2018 | 0.35x | NT$1.25 Billion | NT$3.59 Billion | ▼ -7.5% |
| 2017 | 0.38x | NT$1.37 Billion | NT$3.63 Billion | ▼ -0.1% |
| 2016 | 0.38x | NT$1.39 Billion | NT$3.68 Billion | ▼ -16.7% |
| 2015 | 0.45x | NT$1.67 Billion | NT$3.69 Billion | ▲ +0.2% |
| 2014 | 0.45x | NT$1.63 Billion | NT$3.60 Billion | ▲ +30.8% |
| 2013 | 0.35x | NT$1.26 Billion | NT$3.65 Billion | ▼ -42.0% |
| 2012 | 0.60x | NT$1.67 Billion | NT$2.80 Billion | ▲ +47.1% |
| 2011 | 0.41x | NT$1.24 Billion | NT$3.05 Billion | ▲ +11.6% |
| 2010 | 0.36x | NT$1.14 Billion | NT$3.12 Billion | ▼ -53.8% |
| 2009 | 0.79x | NT$1.13 Billion | NT$1.43 Billion | ▼ -26.1% |
| 2008 | 1.07x | NT$1.36 Billion | NT$1.27 Billion | ▲ +14.3% |
| 2007 | 0.93x | NT$1.08 Billion | NT$1.16 Billion | ▲ +60.2% |
| 2006 | 0.58x | NT$1.45 Billion | NT$2.49 Billion | ▲ +878.9% |
| 2005 | 0.06x | NT$58.90 Million | NT$990.31 Million | ▼ -94.1% |
| 2004 | 1.01x | NT$992.85 Million | NT$983.66 Million | ▲ +24.4% |
| 2003 | 0.81x | NT$750.03 Million | NT$924.71 Million | ▼ -3.2% |
| 2002 | 0.84x | NT$833.49 Million | NT$995.00 Million | ▼ -4.2% |
| 2001 | 0.87x | NT$970.91 Million | NT$1.11 Billion | ▲ +890.6% |
| 2000 | 0.09x | NT$150.51 Million | NT$1.71 Billion | — |