The cash flow statement reconciles net profit to the movement in cash, capturing the investing outflow of the clinic rollout and the financing inflows that fund it. Operating cash flow is positive and rising; the equity and phased-debt structure keeps the cash balance positive throughout, though it thins as the last clinics are built and debt is repaid.
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Operating cash flow |
-1 |
1 |
8 |
17 |
28 |
|
Investing (capex & pre-open) |
-16 |
-26 |
-29 |
-30 |
-31 |
|
Financing |
25 |
50 |
45 |
-15 |
-20 |
|
Net change in cash |
8 |
25 |
24 |
-28 |
-23 |
|
Closing cash |
8 |
33 |
57 |
29 |
6 |
Analyst flagCash stays positive — but the Phase-2 raise must land on time
The plan draws the seed first, phases the Phase-2 equity and debt to match the rollout, holds a grace period on principal, and defers dividends. Together these keep the modelled cash balance positive across the rollout, thinning to about R6 million in Year 5 as the last clinics are built and debt is repaid. The plan’s liquidity is therefore contingent on the Phase-2 follow-on landing on schedule; a delay would force the rollout to slow to the pace of self-funding. Committing the follow-on and a working-capital facility, and sequencing the rural clinics only once the metros are cash-generative, are what keep the position robust.