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TelegramPetropavlovsk PLC Cash Flow 2021-1999 | POGR
Brief cash flow overview of Petropavlovsk PLC
This overview follows the five latest available annual observations in the 2016–2020 interval.
Cash from operations increased +322.4%, from ₽37 million to ₽156.3 million. CAGR of about 43.4% indicates strong momentum.
Operating cash flow was positive in all five observations, adding repeatability to the cash profile.
Cash from operations as a share of revenue increased from 6.8% to 15.8%, improving cash efficiency.
Free cash flow ended below zero by ₽4 million. Operating receipts do not currently cover the investment program.
Capital investment consumes 102.6% of operating cash flow at 16.2% of revenue, materially affecting free cash.
Operating cash generation equals 28.9% of total debt; a cushion exists, but it is not excessive.
Overall picture
There is no unconditional cash flow signal for Petropavlovsk PLC. Repeatability of OCF and the quality of its use remain important.
Annual Cash Flow Petropavlovsk PLC
| 2021 | 2020 | 2019 | 2018 | 2017 | 2016 | 2015 | 2014 | 2013 | 2012 | 2011 | 2010 | 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 | 1999 | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Net Income |
- | -45.6 M | 26.9 M | 24.5 M | 42.4 M | 33.7 M | -239 M | -261 M | -611 M | -160 M | 231 M | 19.8 M | 143 M | 22 M | 38.7 M | 32 M | 12.4 M | 12 M | 10.4 M | 5.1 M | 4.4 M | -420 K | 210 K |
Depreciation And Amortization of Intangible Assets |
- | 134 M | 138 M | 102 M | 93.2 M | 105 M | 122 M | 150 M | 246 M | 230 M | 132 M | 73.5 M | 40.5 M | 22.3 M | 14.2 M | 11.6 M | 9 M | 4.72 M | 5.22 M | 3.96 M | 3.2 M | - | - |
Deferred Income Tax |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
Stock Based Compensation |
- | 123 K | 280 K | 416 K | 144 K | 140 K | 297 K | 4.87 M | 7.21 M | 11.1 M | 11 M | 2.58 M | 2.93 M | - | - | - | - | - | - | - | - | - | - |
Change In Working Capital |
- | -62.7 M | -61.2 M | 160 M | 47.6 M | -63.3 M | 47.5 M | 64.9 M | 104 M | -89.4 M | -173 M | -76 M | -30.8 M | -59.6 M | -31.4 M | -13 M | -11 M | -7.46 M | -8.33 M | -7.31 M | 18.8 M | - | - |
Other Working Capital |
- | -148 M | 72.6 M | 186 M | 43.2 M | -63.6 M | 24.9 M | -2.68 M | 42.7 M | 30.5 M | -14.7 M | -215 K | -17.5 M | -23.1 M | -16.4 M | -21.2 M | -5.66 M | -3.12 M | -4.45 M | -134 K | - | - | - |
Other Non Cash Items |
- | 130 M | -8.3 M | -70.2 M | -59.3 M | -38.8 M | 173 M | 174 M | 535 M | 279 M | 58.2 M | 18.5 M | -16.2 M | 32.1 M | 18.7 M | 3.9 M | -2.42 M | 6.65 M | -2.45 M | 3.98 M | -12.9 M | 1.39 M | -231 K |
Investments In Property Plant And Equipment |
- | -160 M | -131 M | -134 M | -88.1 M | -29.4 M | -77.7 M | -199 M | -349 M | -621 M | -801 M | -507 M | -260 M | -161 M | -125 M | -67.9 M | -40.5 M | -29.6 M | -10.7 M | -12.8 M | -16.5 M | - | - |
Acquisitions Net |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
Purchases Of Investments |
- | - | - | - | - | - | - | - | - | - | -2.25 M | -3.11 M | -3.05 M | - | - | -538 K | -421 K | -3.82 M | -3.74 M | -629 K | - | - | - |
Sales Maturities Of Investments |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | 14.4 M | 4 M | - | 1.93 K | 4.56 M | - | - | - | - |
Other Investing Activites |
- | 1.26 M | 46.2 M | -52.1 M | 1.09 M | 20.7 M | 11.4 M | 11.7 M | 56 M | 13.6 M | 2.83 M | 7.62 M | 224 M | -26.1 M | -12.4 M | -69.8 M | 3.29 M | -11.9 M | -13.6 M | -67.6 K | 442 K | -1.04 M | - |
Net Cash Used For Investing Activites |
- | -159 M | -84.7 M | -186 M | -87 M | -8.66 M | -66.2 M | -187 M | -293 M | -607 M | -800 M | -503 M | -38.5 M | -187 M | -123 M | -134 M | -37.7 M | -45.3 M | -23.5 M | -13.5 M | -16 M | -1.04 M | - |
Debt Repayment |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
Common Stock Repurchased |
- | - | - | - | - | - | -8 K | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
Dividends Paid |
- | - | - | - | - | - | - | - | -5.77 M | -35.2 M | -36.3 M | -27.8 M | - | -23 M | - | - | - | - | - | - | - | - | - |
Other Financing Activites |
- | -6.33 M | 8.88 M | -13 M | -38.6 M | -46.8 M | -36.4 M | -72 M | 110 M | 330 M | 470 M | 739 M | -50.8 M | 45.2 M | 196 M | 15 M | 148 M | 43.3 M | 32.1 M | 7.81 M | 3.46 M | 468 K | - |
Net Cash Used Provided By Financing Activities |
- | -6.33 M | 8.88 M | -13 M | -38.6 M | -46.8 M | -36.4 M | -72 M | 104 M | 294 M | 434 M | 712 M | -50.8 M | 22.2 M | 196 M | 15 M | 148 M | 43.3 M | 32.1 M | 7.81 M | 3.46 M | 468 K | - |
Effect Of Forex Changes On Cash |
- | -3.64 M | 2.37 M | -2.98 M | 378 K | 2.83 M | -5.27 M | -33.1 M | -7.51 M | 4.63 M | -58 K | -2.45 M | -306 K | -3.56 M | 3.16 M | 2.65 M | -22.2 M | -7.14 M | -648 K | 589 K | - | -0 | - |
Net Change In Cash |
- | -12.7 M | 22 M | 14.7 M | -1.23 M | -15.6 M | -19.8 M | -123 M | 11.4 M | -54.3 M | -107 M | 245 M | 50 M | -152 M | 116 M | -82.1 M | 96.5 M | 6.82 M | 35.8 M | 16.1 M | 950 K | 405 K | -21 K |
Cash At End Of Period |
- | 35.4 M | 48.2 M | 26.2 M | 11.4 M | 12.6 M | 28.2 M | 48.1 M | 171 M | 159 M | 214 M | 321 M | 76.5 M | 26.4 M | 178 M | 62.5 M | 119 M | 11 M | 13.4 M | 17 K | -5.81 M | -4.97 M | -236 K |
Cash At Beginning Of Period |
- | 48.2 M | 26.2 M | 11.4 M | 12.6 M | 28.2 M | 48.1 M | 171 M | 159 M | 214 M | 321 M | 76.5 M | 26.4 M | 178 M | 62.5 M | 145 M | 22.2 M | 4.21 M | -22.4 M | -16.1 M | -6.76 M | -5.38 M | -215 K |
Operating Cash Flow |
- | 156 M | 95.4 M | 217 M | 124 M | 37 M | 103 M | 133 M | 282 M | 272 M | 259 M | 38.3 M | 140 M | 16.8 M | 40.1 M | 34.5 M | 8.01 M | 15.9 M | 4.82 M | 5.73 M | 13.5 M | 974 K | -21 K |
Capital Expenditure |
- | -160 M | -131 M | -134 M | -88.1 M | -29.4 M | -77.7 M | -199 M | -349 M | -621 M | -801 M | -507 M | -260 M | -161 M | -125 M | -67.9 M | -40.5 M | -29.6 M | -10.7 M | -12.8 M | -16.5 M | - | - |
Free Cash Flow |
- | -4.03 M | -35.5 M | 82.9 M | 35.9 M | 7.64 M | 25.7 M | -65.8 M | -67 M | -349 M | -542 M | -469 M | -120 M | -145 M | -84.6 M | -33.4 M | -32.5 M | -13.6 M | -5.86 M | -7.09 M | -2.95 M | 974 K | -21 K |
All numbers in RUB currency
Cash Flow Statement is one of the three key financial reports of the company Petropavlovsk PLC, reflecting the actual cash inflows and outflows over a certain period. Unlike the income statement, which shows revenues and expenses on an accrual basis, the cash flow statement focuses on real cash flows — how much cash actually came into the company and how much was spent.
Main Sections of the Cash Flow Statement- Operating Activities
This section reflects cash flows related to the company’s core operations: receipts from sales of goods and services, payments to suppliers, employee salaries, taxes, and other operating expenses. Positive cash flow from operating activities indicates the viability of the business and its ability to generate cash. - Investing Activities
Shows cash movements related to the purchase and sale of long-term assets such as real estate, equipment, and investments in other companies. Negative cash flow here often indicates investments in growth, which can be a positive sign. - Financing Activities
Reflects the inflow and outflow of cash related to raising and repaying capital: issuing shares, loans, dividend payments, and loan repayments. This section shows how the company finances its activities and distributes profits.
The cash flow statement is important for investors because it allows them to assess the company’s real liquidity, showing whether it has enough cash to cover current obligations and investments — this is critical for financial stability. Additionally, it helps analyze the quality of earnings, since profits reported in the income statement can be "paper" profits and may not reflect actual cash inflows; the cash flow statement reveals this difference. The presence of free cash is also crucial for evaluating the company’s ability to finance growth and pay dividends, which is important for investors. Attention should also be paid to prolonged negative cash flows from operating activities, as this may serve as a warning sign of potential problems with the core business.
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