Cheng Loong Corp (1904) — Free Cash Flow Generation Index
Cheng Loong Corp (1904) has a Free Cash Flow Generation Index of 0.21x as of March 2026. Free cash flow of NT$241.90 Million represents 0% of operating cash flow (NT$1.16 Billion). Explore Cheng Loong Corp capital reinvestment ratio to see what proportion of operating cash flow is directed to capital expenditures.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
Cheng Loong Corp Free Cash Flow Generation Index (2002–2025)
Historical FCF Generation Index trend for Cheng Loong Corp across 24 annual periods. For the full cash flow conversion analysis, see 1904 cash flow conversion.
Annual Free Cash Flow Generation for Cheng Loong Corp (2002–2025)
Year-by-year Free Cash Flow Generation Index for Cheng Loong Corp. Check 1904 capex plus investments ratio to assess the company's total reinvestment commitment from operating cash flow.
| Year | FCG Index | Free Cash Flow (TWD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2025 | -0.20x | NT$-1.04 Billion | NT$5.11 Billion | NT$6.15 Billion | ▼ -143.3% |
| 2024 | -0.08x | NT$-258.95 Million | NT$3.09 Billion | NT$3.35 Billion | ▼ -10.4% |
| 2023 | -0.08x | NT$-313.46 Million | NT$4.13 Billion | NT$4.44 Billion | ▲ +83.0% |
| 2022 | -0.45x | NT$-2.19 Billion | NT$4.90 Billion | NT$7.09 Billion | ▲ +48.3% |
| 2021 | -0.86x | NT$-3.19 Billion | NT$3.69 Billion | NT$6.87 Billion | ▼ -289.8% |
| 2020 | 0.46x | NT$3.43 Billion | NT$7.52 Billion | NT$4.09 Billion | ▼ -36.5% |
| 2019 | 0.72x | NT$5.25 Billion | NT$7.32 Billion | NT$2.07 Billion | ▲ +858.1% |
| 2018 | 0.07x | NT$426.00 Million | NT$5.69 Billion | NT$5.27 Billion | ▲ +102.2% |
| 2017 | -3.43x | NT$-4.07 Billion | NT$1.19 Billion | NT$5.25 Billion | ▼ -3014.6% |
| 2016 | 0.12x | NT$440.68 Million | NT$3.74 Billion | NT$3.18 Billion | ▲ +1878.6% |
| 2015 | -0.01x | NT$-23.55 Million | NT$3.56 Billion | NT$3.58 Billion | ▼ -102.3% |
| 2014 | 0.29x | NT$1.03 Billion | NT$3.56 Billion | NT$2.53 Billion | ▼ -22.9% |
| 2013 | 0.37x | NT$1.45 Billion | NT$3.89 Billion | NT$2.43 Billion | ▲ +69.7% |
| 2012 | 0.22x | NT$711.48 Million | NT$3.23 Billion | NT$2.52 Billion | ▲ +103.9% |
| 2011 | -5.69x | NT$-4.90 Billion | NT$861.95 Million | NT$5.76 Billion | ▼ -610.4% |
| 2010 | -0.80x | NT$-2.19 Billion | NT$2.73 Billion | NT$4.92 Billion | ▼ -228.7% |
| 2009 | 0.62x | NT$2.05 Billion | NT$3.30 Billion | NT$1.25 Billion | ▲ +51.2% |
| 2008 | 0.41x | NT$1.84 Billion | NT$4.46 Billion | NT$2.63 Billion | ▲ +101.1% |
| 2007 | -37.40x | NT$-2.85 Billion | NT$76.22 Million | NT$2.93 Billion | ▼ -9648.4% |
| 2006 | 0.39x | NT$524.95 Million | NT$1.34 Billion | NT$815.22 Million | ▲ +147.7% |
| 2005 | -0.82x | NT$-4.71 Billion | NT$5.73 Billion | NT$10.44 Billion | ▼ -205.4% |
| 2004 | 0.78x | NT$1.43 Billion | NT$1.84 Billion | NT$406.39 Million | ▼ -30.0% |
| 2003 | 1.11x | NT$4.46 Billion | NT$4.00 Billion | NT$452.95 Million | ▼ -2.1% |
| 2002 | 1.14x | NT$2.86 Billion | NT$2.52 Billion | NT$346.05 Million | — |