Chia Hsin Cement Corp (1103) — Defensive Interval Ratio
Chia Hsin Cement Corp (1103) has a Defensive Interval Ratio of 683 days as of September 2025. Defensive assets of NT$6.62 Billion (cash NT$-, short-term investments NT$6.51 Billion, receivables NT$113.98 Million) cover 683 days of daily cash needs of NT$9.69 Million/day. Check tangible equity quality of Chia Hsin Cement Corp to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chia Hsin Cement Corp Defensive Interval Ratio (2000–2024)
This chart shows how Chia Hsin Cement Corp's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 683 days, meaning defensive assets of NT$6.62 Billion can fund 683 days of operations without new revenue. Also explore net asset momentum of Chia Hsin Cement Corp to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Chia Hsin Cement Corp (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Chia Hsin Cement Corp from 2000 to 2024, covering 25 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For live market cap and the full company financial profile, see Chia Hsin Cement Corp (1103) total market value.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 881 days | NT$7.06 Billion | NT$8.02 Million/day | NT$- | NT$6.91 Billion | ▲ +130 days |
| 2023 | 751 days | NT$6.79 Billion | NT$9.05 Million/day | NT$- | NT$6.42 Billion | ▲ +150 days |
| 2022 | 601 days | NT$5.65 Billion | NT$9.40 Million/day | NT$- | NT$5.35 Billion | ▼ -350 days |
| 2021 | 951 days | NT$7.27 Billion | NT$7.64 Million/day | NT$- | NT$7.01 Billion | ▼ -31 days |
| 2020 | 982 days | NT$8.19 Billion | NT$8.34 Million/day | NT$- | NT$7.87 Billion | ▲ +203 days |
| 2019 | 779 days | NT$7.90 Billion | NT$10.14 Million/day | NT$- | NT$7.67 Billion | ▼ -116 days |
| 2018 | 895 days | NT$7.83 Billion | NT$8.75 Million/day | NT$- | NT$7.33 Billion | ▼ -97 days |
| 2017 | 992 days | NT$6.29 Billion | NT$6.35 Million/day | NT$- | NT$6.09 Billion | ▲ +113 days |
| 2016 | 878 days | NT$4.77 Billion | NT$5.43 Million/day | NT$- | NT$4.39 Billion | ▼ -909 days |
| 2015 | 1787 days | NT$7.47 Billion | NT$4.18 Million/day | NT$- | NT$6.95 Billion | ▲ +892 days |
| 2014 | 896 days | NT$8.26 Billion | NT$9.22 Million/day | NT$- | NT$7.35 Billion | ▼ -81 days |
| 2013 | 976 days | NT$8.79 Billion | NT$9.01 Million/day | NT$- | NT$7.90 Billion | ▲ +169 days |
| 2012 | 807 days | NT$6.46 Billion | NT$8.01 Million/day | NT$- | NT$5.73 Billion | ▲ +306 days |
| 2011 | 502 days | NT$5.76 Billion | NT$11.47 Million/day | NT$- | NT$4.67 Billion | ▼ -286 days |
| 2010 | 787 days | NT$5.90 Billion | NT$7.50 Million/day | NT$- | NT$5.98 Billion | ▲ +15 days |
| 2009 | 772 days | NT$5.86 Billion | NT$7.58 Million/day | NT$- | NT$5.04 Billion | ▲ +415 days |
| 2008 | 357 days | NT$3.62 Billion | NT$10.13 Million/day | NT$- | NT$2.49 Billion | ▼ -128 days |
| 2007 | 485 days | NT$5.08 Billion | NT$10.47 Million/day | NT$- | NT$3.85 Billion | ▲ +93 days |
| 2006 | 392 days | NT$5.07 Billion | NT$12.91 Million/day | NT$- | NT$3.22 Billion | ▲ +230 days |
| 2005 | 162 days | NT$4.04 Billion | NT$24.94 Million/day | NT$- | NT$1.85 Billion | ▼ -23 days |
| 2004 | 185 days | NT$3.28 Billion | NT$17.79 Million/day | NT$- | NT$1.09 Billion | ▲ +3 days |
| 2003 | 182 days | NT$4.07 Billion | NT$22.35 Million/day | NT$- | NT$2.14 Billion | ▼ -128 days |
| 2002 | 310 days | NT$7.61 Billion | NT$24.54 Million/day | NT$- | NT$5.48 Billion | ▲ +16 days |
| 2001 | 294 days | NT$10.15 Billion | NT$34.58 Million/day | NT$- | NT$7.65 Billion | ▼ -130 days |
| 2000 | 423 days | NT$10.84 Billion | NT$25.62 Million/day | NT$- | NT$7.97 Billion | — |