HannStar Board Corp (5469) — Free Cash Flow Generation Index
HannStar Board Corp (5469) has a Free Cash Flow Generation Index of 0.31x as of December 2025. Free cash flow of NT$548.82 Million represents 0% of operating cash flow (NT$1.75 Billion). Explore HannStar Board Corp (5469) 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
HannStar Board Corp Free Cash Flow Generation Index (2000–2025)
Historical FCF Generation Index trend for HannStar Board Corp across 25 annual periods. For the full cash flow conversion analysis, see HannStar Board Corp cash flow conversion.
Annual Free Cash Flow Generation for HannStar Board Corp (2000–2025)
Year-by-year Free Cash Flow Generation Index for HannStar Board Corp. Check HannStar Board Corp total reinvestment intensity 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 | 0.55x | NT$3.99 Billion | NT$7.24 Billion | NT$3.25 Billion | ▲ +8.8% |
| 2024 | 0.51x | NT$3.61 Billion | NT$7.13 Billion | NT$3.52 Billion | ▼ -41.6% |
| 2023 | 0.87x | NT$8.64 Billion | NT$9.97 Billion | NT$1.33 Billion | ▼ -1.1% |
| 2022 | 0.88x | NT$7.93 Billion | NT$9.05 Billion | NT$1.12 Billion | ▲ +45.8% |
| 2021 | 0.60x | NT$3.31 Billion | NT$5.50 Billion | NT$2.20 Billion | ▼ -21.1% |
| 2020 | 0.76x | NT$5.08 Billion | NT$6.67 Billion | NT$1.59 Billion | ▼ -1.8% |
| 2019 | 0.78x | NT$5.86 Billion | NT$7.54 Billion | NT$1.69 Billion | ▲ +130.2% |
| 2018 | -2.57x | NT$-1.69 Billion | NT$658.14 Million | NT$2.35 Billion | ▼ -771.1% |
| 2017 | -0.29x | NT$-295.09 Million | NT$1.00 Billion | NT$1.30 Billion | ▼ -140.9% |
| 2016 | 0.72x | NT$3.57 Billion | NT$4.95 Billion | NT$1.38 Billion | ▲ +28.0% |
| 2015 | 0.56x | NT$1.32 Billion | NT$2.34 Billion | NT$1.02 Billion | ▲ +322.9% |
| 2014 | -0.25x | NT$-218.22 Million | NT$863.43 Million | NT$1.08 Billion | ▼ -132.8% |
| 2013 | 0.77x | NT$3.25 Billion | NT$4.21 Billion | NT$963.93 Million | ▲ +819.0% |
| 2012 | 0.08x | NT$264.12 Million | NT$3.15 Billion | NT$2.88 Billion | ▼ -73.6% |
| 2011 | 0.32x | NT$1.04 Billion | NT$3.26 Billion | NT$2.22 Billion | ▲ +202.8% |
| 2010 | 0.10x | NT$332.60 Million | NT$3.17 Billion | NT$2.84 Billion | ▼ -85.4% |
| 2009 | 0.72x | NT$2.09 Billion | NT$2.91 Billion | NT$813.26 Million | ▲ +1745.5% |
| 2008 | -0.04x | NT$-117.54 Million | NT$2.69 Billion | NT$2.80 Billion | ▲ +44.8% |
| 2007 | -0.08x | NT$-263.07 Million | NT$3.32 Billion | NT$3.58 Billion | ▼ -101.3% |
| 2005 | 6.05x | NT$4.17 Billion | NT$688.58 Million | NT$3.48 Billion | ▲ +126.5% |
| 2004 | 2.67x | NT$3.77 Billion | NT$1.41 Billion | NT$2.36 Billion | ▼ -26.3% |
| 2003 | 3.63x | NT$1.30 Billion | NT$358.91 Million | NT$942.15 Million | ▲ +23.2% |
| 2002 | 2.94x | NT$535.39 Million | NT$181.99 Million | NT$353.40 Million | ▲ +52.5% |
| 2001 | 1.93x | NT$579.44 Million | NT$300.35 Million | NT$279.09 Million | ▼ -70.6% |
| 2000 | 6.57x | NT$891.62 Million | NT$135.72 Million | NT$755.90 Million | — |