Asia Polymer Corp (1308) — Defensive Interval Ratio
Asia Polymer Corp (1308) has a Defensive Interval Ratio of 351 days as of March 2026. Defensive assets of NT$968.94 Million (cash NT$-, short-term investments NT$613.86 Million, receivables NT$355.09 Million) cover 351 days of daily cash needs of NT$2.76 Million/day. See Asia Polymer Corp (1308) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Asia Polymer Corp Defensive Interval Ratio (2000–2025)
This chart shows how Asia Polymer Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 351 days, meaning defensive assets of NT$968.94 Million can fund 351 days of operations without new revenue. See debt-free asset ratio of Asia Polymer Corp to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Asia Polymer Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Asia Polymer Corp from 2000 to 2025, covering 26 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 1308 market cap overview.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 470 days | NT$1.12 Billion | NT$2.39 Million/day | NT$- | NT$867.22 Million | ▲ +139 days |
| 2024 | 331 days | NT$998.71 Million | NT$3.02 Million/day | NT$- | NT$539.31 Million | ▼ -145 days |
| 2023 | 476 days | NT$1.34 Billion | NT$2.82 Million/day | NT$- | NT$933.42 Million | ▲ +100 days |
| 2022 | 376 days | NT$1.60 Billion | NT$4.25 Million/day | NT$- | NT$520.94 Million | ▼ -113 days |
| 2021 | 489 days | NT$2.60 Billion | NT$5.32 Million/day | NT$- | NT$1.16 Billion | ▲ +15 days |
| 2020 | 474 days | NT$1.92 Billion | NT$4.05 Million/day | NT$- | NT$1.17 Billion | ▼ -39 days |
| 2019 | 513 days | NT$3.47 Billion | NT$6.77 Million/day | NT$- | NT$2.72 Billion | ▲ +154 days |
| 2018 | 359 days | NT$2.56 Billion | NT$7.13 Million/day | NT$- | NT$1.68 Billion | ▲ +26 days |
| 2017 | 333 days | NT$2.13 Billion | NT$6.41 Million/day | NT$- | NT$1.53 Billion | ▼ -45 days |
| 2016 | 378 days | NT$2.51 Billion | NT$6.65 Million/day | NT$- | NT$1.59 Billion | ▲ +5 days |
| 2015 | 372 days | NT$1.06 Billion | NT$2.85 Million/day | NT$- | NT$551.47 Million | ▼ -293 days |
| 2014 | 666 days | NT$1.24 Billion | NT$1.87 Million/day | NT$- | NT$911.65 Million | ▼ -940 days |
| 2013 | 1606 days | NT$2.66 Billion | NT$1.66 Million/day | NT$- | NT$2.12 Billion | ▲ +348 days |
| 2012 | 1258 days | NT$2.19 Billion | NT$1.74 Million/day | NT$- | NT$1.83 Billion | ▲ +183 days |
| 2011 | 1075 days | NT$2.39 Billion | NT$2.22 Million/day | NT$- | NT$2.01 Billion | ▼ -302 days |
| 2010 | 1377 days | NT$2.88 Billion | NT$2.09 Million/day | NT$- | NT$2.49 Billion | ▼ -94 days |
| 2009 | 1471 days | NT$2.39 Billion | NT$1.62 Million/day | NT$- | NT$2.08 Billion | ▲ +312 days |
| 2008 | 1159 days | NT$1.21 Billion | NT$1.05 Million/day | NT$- | NT$956.57 Million | ▲ +374 days |
| 2007 | 785 days | NT$1.80 Billion | NT$2.29 Million/day | NT$- | NT$1.40 Billion | ▼ -219 days |
| 2006 | 1004 days | NT$1.15 Billion | NT$1.14 Million/day | NT$- | NT$736.20 Million | ▼ -112 days |
| 2005 | 1116 days | NT$1.54 Billion | NT$1.38 Million/day | NT$- | NT$1.14 Billion | ▲ +448 days |
| 2004 | 668 days | NT$1.32 Billion | NT$1.98 Million/day | NT$- | NT$1.12 Billion | ▼ -2 days |
| 2003 | 670 days | NT$1.51 Billion | NT$2.25 Million/day | NT$- | NT$1.34 Billion | ▼ -62 days |
| 2002 | 732 days | NT$1.19 Billion | NT$1.63 Million/day | NT$- | NT$1.03 Billion | ▲ +81 days |
| 2001 | 651 days | NT$905.25 Million | NT$1.39 Million/day | NT$- | NT$765.67 Million | ▲ +424 days |
| 2000 | 227 days | NT$2.88 Billion | NT$12.70 Million/day | NT$- | NT$802.94 Million | — |