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VVPR

VivoPower International PLC

VVPR

VivoPower International PLC NASDAQ
$2.63 3.54% (+0.09)

Market Cap $22.79 M
52w High $8.88
52w Low $0.62
Dividend Yield 0%
P/E -1.21
Volume 145.21K
Outstanding Shares 8.67M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q2-2025 $63K $2.572M $-4.476M -7.105K% $-0.65 $-2.33M
Q4-2024 $-5.894M $4.212M $-38.872M 659.518% $-12.49 $-34.676M
Q2-2024 $5.91M $4.35M $-7.828M -132.453% $-2.92 $-3.002M
Q4-2023 $6.327M $3.407M $-13.139M -207.666% $-5.1 $-2.034M
Q2-2023 $8.733M $4.213M $-11.216M -128.432% $-4.4 $-7.848M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q2-2025 $26K $31.869M $69.785M $-37.916M
Q4-2024 $199K $37.433M $77.97M $-40.537M
Q2-2024 $599K $61.446M $65.486M $-4.042M
Q4-2023 $600K $61.4M $57.7M $3.746M
Q2-2023 $3.228M $66.758M $50.932M $15.826M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q2-2025 $-4.476M $-6.087M $-764K $6.609M $-564K $-6.851M
Q4-2024 $0 $0 $0 $0 $-115K $0
Q2-2024 $-7.828M $109K $-2.124M $1.458M $-562K $-2.015M
Q4-2023 $-9.736M $-888K $-2.962M $831K $-3.072M $-377K
Q2-2023 $-10.412M $-7.793M $1.041M $8.515M $1.753M $-9.333M

Revenue by Products

Product Q4-2019
Electrical equipment and related services
Electrical equipment and related services
$10.00M
Other
Other
$0

Five-Year Company Overview

Income Statement

Income Statement The income statement shows a business that is still very much in build‑out mode rather than one generating meaningful revenue. Sales over the last few years have been minimal, while operating losses have been steady and then deepened most recently. Gross profit has essentially been nonexistent, which suggests projects are either very early, being restructured, or not yet scaling commercially. Net losses have widened over time and the per‑share loss has become larger, partly amplified by the reverse split. Overall, the pattern is of a company investing in its strategy without yet converting that into a stable, profitable revenue base.


Balance Sheet

Balance Sheet The balance sheet is very small in absolute size and has weakened. Total assets have drifted down, cash on hand is very thin, and debt now makes up a large part of the capital structure. Equity has moved from positive to negative, which means liabilities exceed assets and signals financial strain. This leaves limited balance sheet flexibility and points to a reliance on external support or restructuring to fund operations and growth. From a financial health perspective, this is a fragile position, even if the business model has strategic potential.


Cash Flow

Cash Flow Cash generation has been a consistent challenge. The company has not been producing cash from its core operations; instead it has been consuming cash, with free cash flow negative in prior years. Capital spending has been modest, so the cash burn appears tied mainly to covering operating costs rather than heavy investment in physical assets. With such a small cash base and no internal cash engine, the business is highly dependent on outside financing, careful cost control, and timely execution of commercial contracts to sustain itself.


Competitive Edge

Competitive Edge VivoPower is positioned as a niche player rather than a broad, mass‑market competitor. Its focus on rugged, industrial‑grade electric vehicles and integrated energy solutions for sectors like mining and infrastructure gives it a differentiated angle where large mainstream EV makers are less active. The ability to offer full decarbonization packages—vehicles, charging, storage, and solar—creates a one‑stop solution that can be attractive to complex industrial customers. Certified B‑Corp status also helps its image in sustainability‑focused markets. However, the company’s small scale, limited financial resources, and the execution demands of serving global industrial clients all temper this theoretical advantage. Its moat is more about specialization and relationships than about sheer financial or technological firepower.


Innovation and R&D

Innovation and R&D Innovation is a clear strategic focus. Through Tembo, the company has developed specialized electric conversions for well‑known work vehicles and is now moving into its own purpose‑built electric utility truck, which avoids some of the constraints of conversions. On the energy side, the “Power‑to‑X” strategy aims to squeeze more value from renewable power by linking it to areas like hydrogen and digital assets, which is conceptually forward‑looking but still early and unproven at scale. The idea of an integrated “internet of electricity” hints at a more software‑ and data‑driven future offering. Overall, the R&D and concept pipeline look creative and capital‑light by design, but their commercial and financial payoff remains uncertain and highly dependent on execution and partner uptake.


Summary

VivoPower sits at the intersection of electric vehicles and renewable energy, with an appealing narrative around heavy‑duty fleet electrification and integrated clean‑energy systems. Strategically, the company is focused, differentiated, and innovative for its size. Financially, it is very small, loss‑making, and currently weak, with negative equity, limited cash, and no established profit engine. The key tension is between a potentially interesting niche strategy and a balance sheet and cash profile that give little margin for error. Future outcomes will hinge on whether the company can turn its project pipeline and partnerships into recurring, profitable revenue quickly enough to stabilize its finances and justify ongoing investment in its broader vision.