Grand Pacific Petrochemical Corp (1312) — Free Cash Flow Generation Index
Grand Pacific Petrochemical Corp (1312) has a Free Cash Flow Generation Index of -1.73x as of March 2025. Free cash flow of NT$-471.29 Million represents -2% of operating cash flow (NT$272.51 Million). Read debt load of Grand Pacific Petrochemical Corp for a breakdown of total debt and financial obligations.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
Grand Pacific Petrochemical Corp Free Cash Flow Generation Index (2000–2022)
Historical FCF Generation Index trend for Grand Pacific Petrochemical Corp across 23 annual periods. Explore 1312 capex reinvestment rate to see what proportion of operating cash flow is directed to capital expenditures.
Annual Free Cash Flow Generation for Grand Pacific Petrochemical Corp (2000–2022)
Year-by-year Free Cash Flow Generation Index for Grand Pacific Petrochemical Corp. For the full company profile including market capitalisation, see 1312 market cap overview.
| Year | FCG Index | Free Cash Flow (TWD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2022 | -4.60x | NT$-9.91 Billion | NT$2.15 Billion | NT$12.06 Billion | ▼ -1038.2% |
| 2021 | -0.40x | NT$-1.81 Billion | NT$4.47 Billion | NT$6.27 Billion | ▼ -189.3% |
| 2020 | 0.45x | NT$1.28 Billion | NT$2.83 Billion | NT$1.55 Billion | ▼ -49.9% |
| 2019 | 0.90x | NT$2.76 Billion | NT$3.06 Billion | NT$294.39 Million | ▲ +2.4% |
| 2018 | 0.88x | NT$4.04 Billion | NT$4.58 Billion | NT$535.79 Million | ▼ -0.6% |
| 2017 | 0.89x | NT$3.56 Billion | NT$4.01 Billion | NT$449.59 Million | ▲ +21.0% |
| 2016 | 0.73x | NT$2.31 Billion | NT$3.14 Billion | NT$836.61 Million | ▼ -18.0% |
| 2015 | 0.89x | NT$3.52 Billion | NT$3.94 Billion | NT$415.35 Million | ▲ +13.3% |
| 2014 | 0.79x | NT$1.95 Billion | NT$2.47 Billion | NT$518.25 Million | ▼ -7.1% |
| 2013 | 0.85x | NT$3.93 Billion | NT$4.62 Billion | NT$690.04 Million | ▲ +523.4% |
| 2012 | 0.14x | NT$248.04 Million | NT$1.82 Billion | NT$1.57 Billion | ▼ -71.4% |
| 2011 | 0.48x | NT$1.15 Billion | NT$2.42 Billion | NT$1.26 Billion | ▼ -34.7% |
| 2010 | 0.73x | NT$2.24 Billion | NT$3.07 Billion | NT$828.96 Million | ▲ +17.2% |
| 2009 | 0.62x | NT$2.32 Billion | NT$3.73 Billion | NT$1.41 Billion | ▲ +126.4% |
| 2008 | -2.36x | NT$-925.90 Million | NT$392.92 Million | NT$1.32 Billion | ▼ -2021.7% |
| 2007 | -0.11x | NT$-155.83 Million | NT$1.40 Billion | NT$1.56 Billion | ▼ -116.2% |
| 2006 | 0.68x | NT$1.15 Billion | NT$1.68 Billion | NT$529.33 Million | ▼ -31.6% |
| 2005 | 1.00x | NT$2.14 Billion | NT$2.14 Billion | NT$0.00 | ▼ -7.5% |
| 2004 | 1.08x | NT$2.86 Billion | NT$2.64 Billion | NT$214.65 Million | ▼ -1.6% |
| 2003 | 1.10x | NT$2.40 Billion | NT$2.19 Billion | NT$216.31 Million | ▼ -37.1% |
| 2002 | 1.75x | NT$2.63 Billion | NT$1.50 Billion | NT$1.12 Billion | ▼ -20.7% |
| 2001 | 2.20x | NT$2.14 Billion | NT$971.26 Million | NT$1.17 Billion | ▲ +33.0% |
| 2000 | 1.66x | NT$3.30 Billion | NT$2.00 Billion | NT$1.31 Billion | — |