Chang Ho Fibre Corp Defensive Interval Ratio
Chang Ho Fibre Corp defensive interval ratio. Chang Ho Fibre Corp (1468) has a Defensive Interval Ratio of 96 days as of September 2025. Defensive assets of NT$329.43 Million (cash NT$-, short-term investments NT$247.46 Million, receivables NT$81.97 Million) cover 96 days of daily cash needs of NT$3.42 Million/day. See Chang Ho Fibre Corp (1468) 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
Defensive Interval Ratio of Chang Ho Fibre Corp (2002–2024)
Defensive interval ratio of Chang Ho Fibre Corp from 2002 to 2024. This chart shows how Chang Ho Fibre Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 96 days, meaning defensive assets of NT$329.43 Million can fund 96 days of operations without new revenue. Check how resilient are Chang Ho Fibre Corp's assets to evaluate the company's liquid asset resilience ratio.
Chang Ho Fibre Corp Defensive Interval Ratio by Year (2002–2024)
Chang Ho Fibre Corp defensive interval ratio by year from 2002 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Chang Ho Fibre Corp from 2002 to 2024, covering 23 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 the complete balance sheet picture, see Chang Ho Fibre Corp balance sheet assets.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 116 days | NT$307.68 Million | NT$2.66 Million/day | NT$- | NT$198.63 Million | ▲ +77 days |
| 2023 | 39 days | NT$118.26 Million | NT$3.03 Million/day | NT$- | NT$13.01 Million | ▼ -8 days |
| 2022 | 47 days | NT$159.39 Million | NT$3.43 Million/day | NT$- | NT$61.74 Million | ▼ -83 days |
| 2021 | 129 days | NT$575.61 Million | NT$4.45 Million/day | NT$- | NT$475.15 Million | ▲ +135 days |
| 2020 | -6 days | NT$-13.63 Million | NT$2.30 Million/day | NT$- | NT$-99.06 Million | ▼ -2 days |
| 2019 | -4 days | NT$-8.32 Million | NT$1.94 Million/day | NT$- | NT$-77.48 Million | ▲ +124 days |
| 2018 | -129 days | NT$-216.66 Million | NT$1.68 Million/day | NT$- | NT$-357.76 Million | ▲ +9 days |
| 2017 | -137 days | NT$-281.59 Million | NT$2.05 Million/day | NT$- | NT$-358.46 Million | ▼ -140 days |
| 2016 | 2 days | NT$3.52 Million | NT$1.66 Million/day | NT$- | NT$-62.61 Million | ▲ +4 days |
| 2015 | -2 days | NT$-3.85 Million | NT$1.95 Million/day | NT$- | NT$-65.01 Million | ▼ 0 days |
| 2014 | -2 days | NT$-2.71 Million | NT$1.53 Million/day | NT$- | NT$-66.32 Million | ▼ -25 days |
| 2013 | 23 days | NT$41.26 Million | NT$1.80 Million/day | NT$- | NT$-45.50 Million | ▼ -4 days |
| 2012 | 27 days | NT$53.51 Million | NT$1.99 Million/day | NT$- | NT$- | ▼ -61 days |
| 2011 | 88 days | NT$166.92 Million | NT$1.90 Million/day | NT$- | NT$- | ▲ +44 days |
| 2010 | 44 days | NT$139.28 Million | NT$3.14 Million/day | NT$- | NT$- | ▼ -14 days |
| 2009 | 58 days | NT$139.69 Million | NT$2.41 Million/day | NT$- | NT$- | ▲ +1 days |
| 2008 | 57 days | NT$153.59 Million | NT$2.68 Million/day | NT$- | NT$- | ▼ -40 days |
| 2007 | 97 days | NT$254.19 Million | NT$2.61 Million/day | NT$- | NT$- | ▼ -4 days |
| 2006 | 101 days | NT$210.68 Million | NT$2.08 Million/day | NT$- | NT$- | ▼ -20 days |
| 2005 | 121 days | NT$264.04 Million | NT$2.17 Million/day | NT$- | NT$- | ▲ +46 days |
| 2004 | 75 days | NT$163.27 Million | NT$2.18 Million/day | NT$- | NT$40.00 Million | ▼ -127 days |
| 2003 | 202 days | NT$469.69 Million | NT$2.32 Million/day | NT$- | NT$322.00 Million | ▼ -117 days |
| 2002 | 319 days | NT$694.72 Million | NT$2.17 Million/day | NT$- | NT$519.00 Million | — |