Grand Pacific Petrochemical Corp (1312) — Defensive Interval Ratio
Grand Pacific Petrochemical Corp (1312) has a Defensive Interval Ratio of 68 days as of June 2025. Defensive assets of NT$1.98 Billion (cash NT$-, short-term investments NT$287.75 Million, receivables NT$1.69 Billion) cover 68 days of daily cash needs of NT$29.02 Million/day. See how liquid is Grand Pacific Petrochemical Corp's working capital to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Grand Pacific Petrochemical Corp Defensive Interval Ratio (2000–2024)
This chart shows how Grand Pacific Petrochemical Corp's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of June 2025, the ratio stands at 68 days, meaning defensive assets of NT$1.98 Billion can fund 68 days of operations without new revenue. See 1312 net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Grand Pacific Petrochemical Corp (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Grand Pacific Petrochemical 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 market cap of Grand Pacific Petrochemical Corp.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 145 days | NT$3.09 Billion | NT$21.26 Million/day | NT$- | NT$1.52 Billion | ▼ -141 days |
| 2023 | 286 days | NT$6.75 Billion | NT$23.59 Million/day | NT$- | NT$4.96 Billion | ▼ -285 days |
| 2022 | 571 days | NT$7.41 Billion | NT$12.97 Million/day | NT$- | NT$5.44 Billion | ▲ +69 days |
| 2021 | 502 days | NT$6.65 Billion | NT$13.24 Million/day | NT$- | NT$3.12 Billion | ▼ -309 days |
| 2020 | 811 days | NT$6.47 Billion | NT$7.97 Million/day | NT$- | NT$3.86 Billion | ▼ -116 days |
| 2019 | 928 days | NT$6.40 Billion | NT$6.90 Million/day | NT$- | NT$3.89 Billion | ▲ +170 days |
| 2018 | 758 days | NT$5.98 Billion | NT$7.88 Million/day | NT$- | NT$2.74 Billion | ▲ +172 days |
| 2017 | 586 days | NT$5.03 Billion | NT$8.58 Million/day | NT$- | NT$1.68 Billion | ▼ -17 days |
| 2016 | 603 days | NT$4.77 Billion | NT$7.91 Million/day | NT$- | NT$1.67 Billion | ▲ +24 days |
| 2015 | 579 days | NT$3.92 Billion | NT$6.78 Million/day | NT$- | NT$1.70 Billion | ▲ +260 days |
| 2014 | 319 days | NT$3.54 Billion | NT$11.10 Million/day | NT$- | NT$966.98 Million | ▼ -75 days |
| 2013 | 394 days | NT$4.14 Billion | NT$10.51 Million/day | NT$- | NT$986.46 Million | ▲ +192 days |
| 2012 | 202 days | NT$2.71 Billion | NT$13.39 Million/day | NT$- | NT$1.40 Million | ▼ -84 days |
| 2011 | 286 days | NT$3.24 Billion | NT$11.30 Million/day | NT$- | NT$76.72 Million | ▲ +23 days |
| 2010 | 263 days | NT$2.67 Billion | NT$10.15 Million/day | NT$- | NT$17.32 Million | ▲ +39 days |
| 2009 | 224 days | NT$4.20 Billion | NT$18.73 Million/day | NT$- | NT$313.42 Million | ▲ +101 days |
| 2008 | 123 days | NT$3.67 Billion | NT$29.95 Million/day | NT$- | NT$1.27 Billion | ▼ -99 days |
| 2007 | 222 days | NT$6.31 Billion | NT$28.47 Million/day | NT$- | NT$1.28 Billion | ▼ -37 days |
| 2006 | 259 days | NT$4.34 Billion | NT$16.80 Million/day | NT$- | NT$491.41 Million | ▲ +42 days |
| 2005 | 216 days | NT$3.85 Billion | NT$17.82 Million/day | NT$- | NT$737.51 Million | ▲ +58 days |
| 2004 | 159 days | NT$3.41 Billion | NT$21.51 Million/day | NT$- | NT$482.15 Million | ▼ -19 days |
| 2003 | 177 days | NT$3.49 Billion | NT$19.67 Million/day | NT$- | NT$808.79 Million | ▲ +83 days |
| 2002 | 95 days | NT$2.32 Billion | NT$24.57 Million/day | NT$- | NT$211.27 Million | ▲ +10 days |
| 2001 | 84 days | NT$3.04 Billion | NT$36.09 Million/day | NT$- | NT$1.57 Billion | ▲ +21 days |
| 2000 | 63 days | NT$2.21 Billion | NT$34.87 Million/day | NT$- | NT$278.98 Million | — |