Chinese Maritime Transport Ltd (2612) — Free Cash Flow Generation Index
Chinese Maritime Transport Ltd (2612) has a Free Cash Flow Generation Index of -0.97x as of December 2025. Free cash flow of NT$-622.02 Million represents -1% of operating cash flow (NT$641.44 Million). See 2612 working capital ratio to evaluate short-term liquidity relative to the company's equity base.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
Chinese Maritime Transport Ltd Free Cash Flow Generation Index (2002–2025)
Historical FCF Generation Index trend for Chinese Maritime Transport Ltd across 24 annual periods. Explore 2612 operating cash flow to total debt to assess how comfortably operating cash covers total debt obligations.
Annual Free Cash Flow Generation for Chinese Maritime Transport Ltd (2002–2025)
Year-by-year Free Cash Flow Generation Index for Chinese Maritime Transport Ltd. For the full company profile including market capitalisation, see Chinese Maritime Transport Ltd stock valuation.
| Year | FCG Index | Free Cash Flow (TWD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2025 | -0.28x | NT$-617.84 Million | NT$2.23 Billion | NT$2.85 Billion | ▲ +74.8% |
| 2024 | -1.10x | NT$-2.06 Billion | NT$1.87 Billion | NT$3.93 Billion | ▲ +26.7% |
| 2023 | -1.50x | NT$-1.91 Billion | NT$1.27 Billion | NT$3.18 Billion | ▼ -630.2% |
| 2022 | 0.28x | NT$548.48 Million | NT$1.94 Billion | NT$1.39 Billion | ▲ +392.6% |
| 2021 | 0.06x | NT$65.05 Million | NT$1.14 Billion | NT$1.07 Billion | ▼ -93.4% |
| 2020 | 0.87x | NT$763.16 Million | NT$876.97 Million | NT$113.81 Million | ▲ +6.1% |
| 2019 | 0.82x | NT$1.11 Billion | NT$1.35 Billion | NT$243.13 Million | ▼ -6.5% |
| 2018 | 0.88x | NT$1.12 Billion | NT$1.28 Billion | NT$157.72 Million | ▲ +152.6% |
| 2017 | -1.67x | NT$-1.34 Billion | NT$806.74 Million | NT$2.15 Billion | ▼ -150.7% |
| 2016 | -0.66x | NT$-624.51 Million | NT$939.70 Million | NT$1.56 Billion | ▼ -218.6% |
| 2015 | 0.56x | NT$712.90 Million | NT$1.27 Billion | NT$559.82 Million | ▲ +27.1% |
| 2014 | 0.44x | NT$486.31 Million | NT$1.10 Billion | NT$617.30 Million | ▲ +159.6% |
| 2013 | -0.74x | NT$-590.49 Million | NT$799.30 Million | NT$1.39 Billion | ▲ +61.6% |
| 2012 | -1.92x | NT$-1.76 Billion | NT$913.28 Million | NT$2.67 Billion | ▲ +14.2% |
| 2011 | -2.24x | NT$-1.68 Billion | NT$751.36 Million | NT$2.44 Billion | ▼ -126.3% |
| 2010 | -0.99x | NT$-1.05 Billion | NT$1.06 Billion | NT$2.12 Billion | ▼ -232.9% |
| 2009 | 0.75x | NT$3.42 Billion | NT$4.58 Billion | NT$1.17 Billion | ▲ +35.3% |
| 2008 | 0.55x | NT$2.26 Billion | NT$4.09 Billion | NT$1.84 Billion | ▲ +2.3% |
| 2007 | 0.54x | NT$1.38 Billion | NT$2.56 Billion | NT$1.18 Billion | ▲ +41.4% |
| 2006 | 0.38x | NT$737.83 Million | NT$1.94 Billion | NT$1.20 Billion | ▼ -88.1% |
| 2005 | 3.19x | NT$2.73 Billion | NT$855.82 Million | NT$1.87 Billion | ▼ -6.4% |
| 2004 | 3.40x | NT$1.58 Billion | NT$464.99 Million | NT$1.12 Billion | ▲ +38.1% |
| 2003 | 2.46x | NT$250.78 Million | NT$101.79 Million | NT$148.99 Million | ▲ +142.0% |
| 2002 | 1.02x | NT$324.38 Million | NT$318.59 Million | NT$5.79 Million | — |