operating cash flow/sales ratio | 0.03 | 0.03 | 0.01 | 0.01 | 0.01 | 0.03 | 0.03 | 0.03 | 0.03 | 0.03 | 0.02 | 0.02 | −0.01 | 0 | 0 | 0.01 | 0.01 | 0.02 | 0.01 | 0.01 | 0.01 | 0.01 | 0.11 | 0.05 | 0.05 | −0.02 | −0.02 | 0.06 | 0.03 | 0.03 |
operating cash flow/current assets ratio | 5.85 | 5.85 | 0.06 | 0.29 | 0.29 | 0.29 | 0.29 | 0.27 | 0.21 | 0.21 | 0.16 | 0.16 | −0.03 | 0.03 | 0.03 | 5.79 | 5.79 | 0.1 | 0.3 | 0.3 | 0.03 | 0.03 | 0.37 | 0.18 | 0.18 | −0.15 | −0.15 | 0.25 | 0.1 | 0.1 |
operating cash flow/current liabilities ratio | 0.29 | 0.29 | 0.09 | 0.14 | 0.14 | 0.66 | 0.66 | 0.51 | 0.35 | 0.35 | 0.19 | 0.19 | −0.04 | 0.03 | 0.03 | 0.04 | 0.04 | 0.06 | 0.04 | 0.04 | 0.05 | 0.05 | 0.58 | 0.42 | 0.42 | −0.2 | −0.2 | 0.31 | 0.15 | 0.15 |
current liquidity ratio | 1.87 | 1.87 | 1.68 | 1.74 | 1.74 | 2.32 | 2.32 | 1.91 | 1.71 | 1.71 | 1.23 | 1.23 | 1.45 | 1.67 | 1.67 | 0.61 | 0.61 | 1.51 | 1.53 | 1.53 | 1.7 | 1.7 | 1.59 | 2.37 | 2.37 | 1.31 | 1.31 | 1.26 | 1.46 | 1.46 |
quick ratio | 1.42 | 1.42 | 1.18 | 1.27 | 1.27 | 1.73 | 1.73 | 1.61 | 1.39 | 1.39 | 0.3 | 0.3 | 0.27 | 0.1 | 0.1 | 1.21 | 1.21 | 1.21 | 1.21 | 1.21 | 1.18 | 1.18 | 1.22 | 1.43 | 1.43 | 1 | 1 | 0.9 | 1.07 | 1.07 |
immediate liquidity ratio | 0.02 | 0.02 | 0.01 | 0.01 | 0.01 | 0.2 | 0.2 | 0.01 | 0.1 | 0.1 | 0.2 | 0.2 | 0.13 | 0.93 | 0.93 | 0.47 | 0.47 | 0.41 | 0.47 | 0.47 | 0.73 | 0.73 | 0.2 | 0.53 | 0.53 | 0.84 | 0.84 | 0.75 | 0.53 | 0.53 |
inventory turnover cycle | 10 | 10 | 15 | 13 | 13 | 9 | 9 | 4 | 7 | 7 | 8 | 8 | 7 | 6 | 6 | 21 | 21 | 25 | 31 | 31 | 15 | 15 | 18 | 12 | 12 | 4 | 4 | 5 | 6 | 6 |
receivables turnover cycle | 14 | 14 | 18 | 20 | 20 | 4 | 4 | 9 | 7 | 7 | 5 | 5 | 3 | 3 | 3 | 34 | 34 | 42 | 34 | 34 | 24 | 24 | 13 | 16 | 16 | 6 | 6 | 10 | 11 | 11 |
liabilities turnover cycle | 6 | 6 | 5 | 8 | 8 | 6 | 6 | 9 | 6 | 6 | 5 | 5 | 5 | 4 | 4 | 15 | 15 | 18 | 20 | 20 | 12 | 12 | 15 | 8 | 8 | 3 | 3 | 6 | 5 | 5 |
cash conversion cycle | 18 | 18 | 27 | 25 | 25 | 7 | 7 | 4 | 8 | 8 | 8 | 8 | 5 | 5 | 5 | 40 | 40 | 49 | 45 | 45 | 27 | 27 | 16 | 20 | 20 | 7 | 7 | 9 | 12 | 12 |
overall financial condition ratio | 2.56 | 2.56 | 2.47 | 2.47 | 2.47 | 0.88 | 0.88 | 0.94 | 1.01 | 1.01 | 2.58 | 2.58 | 1.64 | 1.78 | 1.78 | 0.13 | 0.13 | 0.15 | 0.13 | 0.13 | 3.06 | 3.06 | 4.9 | 5.19 | 5.19 | 0.44 | 0.44 | 0.52 | 0.64 | 0.64 |
ROA | 4.32% | 4.32% | 4.39% | 4.09% | 4.09% | 5.85% | 5.85% | 6.06% | 5.23% | 5.23% | 3.75% | 3.75% | 8.89% | 6.24% | 6.24% | 3.95% | 3.95% | 3.76% | 3.94% | 3.94% | 1.33% | 1.33% | 3.91% | 8.43% | 8.43% | 0.37% | 0.37% | 1.07% | 0.75% | 0.75% |
ROS | 0.86% | 0.86% | 0.87% | 0.79% | 0.79% | 0.77% | 0.77% | 0.96% | 0.77% | 0.77% | 0.58% | 0.58% | 1.42% | 0.97% | 0.97% | 1.56% | 1.56% | 1.68% | 1.56% | 1.56% | 0.35% | 0.35% | 1.28% | 2.37% | 2.37% | 0.05% | 0.05% | 0.26% | 0.20% | 0.20% |
ROE | 22.04% | 22.04% | 25.81% | 25.81% | 25.81% | 84.67% | 84.67% | 88.39% | 62.57% | 62.57% | 18.33% | 18.33% | 33.89% | 22.45% | 22.45% | 32.85% | 32.85% | 32.57% | 32.85% | 32.85% | 10.64 | 10.64 | 24.32% | 44.95% | 44.95% | 8.96% | 8.96% | 32.38% | 22.56% | 22.56% |
Operating cash flow/sales ratio | 1.000 | 0.023 | 0.773 | 0.307 | 0.352 | −0.272 | 0.155 | 0.254 | 0.290 |
Operating cash flow/current assets ratio | 1.000 | −0.003 | −0.332 | 0.222 | −0.221 | 0.017 | 0.199 | −0.080 | |
Operating cash flow/current liabilities ratio | 1.000 | 0.620 | 0.532 | −0.491 | 0.211 | ||||
Current liquidity ratio | 1.000 | 0.428 | −0.225 | 0.199 | |||||
Quick ratio | 1.000 | −0.394 | 0.005 | 0.165 | |||||
Immediate liquidity ratio | 1.000 | −0.348 | −0.130 | ||||||
ROA | 1.000 | ||||||||
ROS | 1.000 | 0.268 | |||||||
ROE | 1.000 |
Scope | Annual separate/annual total/annual consolidated |
Obligatory or not | Obligatory/optional |
Obligation to publish | Must be published/does not have to be published |
Frequency | Systematically/sporadically |
Degree of generality | Synthetic/analytical |
Reporting period | Ex post (actual return)/ex ante (expected return) |
Recipients | External/internal |
Cash flows from operating activities
Receivables
Sales Other proceeds from operation activities Expenses
Supplies and services Net salaries Social and health insurance and other benefits Taxes and public law charges Other operating expenses Net cash flows from operating activities (I–II) | Cash flows from operating activities
Result (net profit/loss) Adjustments total
Depreciation Profits (losses) due to exchange rate differences Interest and shares in dividends Profit (loss) on investment Change in reserves Change in inventory Change in receivables Change in short-term liabilities, except for loans and credits Change in the status of accruals Other adjustments Net cash flows from operating activities (I–II) |
Skoda, Volkswagen, Audi | Volkswagen Group Polska |
Renault, Dacia | Renault Poland |
Toyota | Toyota Motor Poland Company Limited |
Kia | Kia Motors Polska |
Mercedes | Mercedes-Benz Poland |
BMW | BMW Vertriebs GMBH Polish branch |
Ford | Ford Polska |
Financial liquidity | Assessment of the company's ability to settle liabilities (mainly short-term perspective) |
Solvency | Assessment of the risk of the company's possible bankruptcy (short-term and long-term perspective) |
Management efficiency | Assessment of the opportunities and threats in the area of effective management (mainly current operations and outlook for the future) |
Profitability | Assessment of the company's profitability (the prospect of current benefits) |
Operating cash flow to sales ratio | |
Operating cash flow to current assets ratio | |
Operating cash flow to current liabilities ratio | |
3rd degree (current) liquidity ratio | |
2nd degree (quick) liquidity ratio | |
1st degree (immediate) liquidity ratio | |
Inventory turnover cycle | |
Receivables turnover cycle | |
Short-term liabilities turnover cycle | |
Cash conversion cycle | turnover cycle = (inventories + receivables - short-term liabilities) |
Working capital ratio | current assets - short-term liabilities |
overall financial condition ratio | |
ROA | |
ROS | |
ROE |
The most favourable situation | Company 1 |
The most stable situation | Company 2 |
The least favourable situation | Company 3 and 6 |