Cash Flow Statement is a
financial statement that shows the inflows and outflows of cash and cash
equivalents of a business during a specific accounting period, categorized
into operating, investing, and financing activities. It explains how a
company's cash balance changed from the beginning to the end of the
period, helping users understand where cash came from and where it was spent.
In simple terms: While the
Income Statement shows profit (based on accrual accounting, which
includes non-cash items like depreciation or credit sales), the Cash Flow
Statement shows the actual movement of cash — how much real money came
in and went out of the business, and why.
Why it's needed (even though there's already a
P&L Account): A business can show a healthy profit
on paper (accrual basis) but still face a cash crunch — for example, if
most sales are on credit and customers haven't paid yet, or if it has made
large purchases of fixed assets. The Cash Flow Statement bridges this gap by
tracking actual cash movement, which is critical for day-to-day survival and
operations.
Three main categories of activities:
|
Category |
Meaning |
Examples |
|
Operating Activities |
Cash flows from the core, day-to-day
business operations |
Cash received from customers, cash paid to
suppliers/employees, payment of operating expenses, tax payments |
|
Investing Activities |
Cash flows related to acquisition/disposal
of long-term assets and investments |
Purchase/sale of fixed assets (machinery,
land, buildings), purchase/sale of investments (shares, bonds) |
|
Financing Activities |
Cash flows related to raising or repaying
capital (funds from owners and lenders) |
Issue of shares/debentures, raising/repaying
loans, payment of dividends, interest paid on borrowings |
Basic structure/format:
|
Particulars |
Amount
(₹) |
|
A. Cash Flow from Operating Activities |
xxx |
|
B. Cash Flow from Investing Activities |
(xxx) |
|
C. Cash Flow from Financing Activities |
xxx |
|
Net Increase/Decrease in Cash (A+B+C) |
xxx |
|
Add: Opening Cash & Cash Equivalents |
xxx |
|
Closing Cash & Cash Equivalents |
xxx |
Two methods of preparing Cash Flow from
Operating Activities:
|
Method |
Approach |
|
Direct Method |
Lists actual cash receipts and payments
(cash from customers, cash paid to suppliers, etc.) directly |
|
Indirect Method |
Starts with Net Profit and adjusts
for non-cash items (adding back depreciation, adjusting for changes in
working capital, etc.) to arrive at cash from operations — this is the more
commonly used method in practice |
Cash Flow Statement vs. Income Statement vs.
Balance Sheet:
|
Cash
Flow Statement |
Income
Statement |
Balance
Sheet |
|
|
Shows |
Cash inflows/outflows |
Profitability |
Financial position |
|
Time frame |
Period |
Period |
Point in time |
|
Basis |
Cash basis |
Accrual basis |
Accrual basis |
|
Key output |
Net increase/decrease in cash |
Net Profit/Loss |
Assets = Liabilities + Capital |
Why non-cash items are adjusted (indirect
method):
Certain items appear in the P&L Account
but don't involve actual cash movement, so they need to be adjusted when
calculating cash flow:
|
Item |
Adjustment |
|
Depreciation/Amortization |
Added back to Net Profit (it reduced profit
but involved no cash outflow) |
|
Profit/Loss on sale of assets |
Adjusted, since the actual cash effect is
shown separately under Investing Activities |
|
Increase/Decrease in Debtors, Creditors,
Stock |
Adjusted, since changes in these working
capital items affect actual cash, even though they may not directly appear as
"expenses" in the P&L |
Why it matters:
·
Helps assess a company's liquidity and
solvency — whether it has enough cash to meet its short-term obligations
(salaries, supplier payments, loan repayments)
·
Shows whether profit is being converted
into actual cash, or if profits are largely tied up in unpaid
receivables/inventory
·
Useful for investors and creditors to
evaluate a company's ability to generate cash from operations, fund its
investments, and manage its financing — rather than relying solely on
accrual-based profit figures, which can sometimes be manipulated or may not
reflect true cash health
·
Assists management in cash planning,
budgeting, and identifying potential cash shortfalls before they become
critical
·
Mandatory for listed companies in many
jurisdictions (in India, governed by AS 3 / Ind AS 7 "Cash Flow
Statements") as part of the complete set of financial statements