Chang Ho Fibre Corp (1468) — 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 working capital to net assets of Chang Ho Fibre Corp to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chang Ho Fibre Corp Defensive Interval Ratio (2002–2024)
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. See 1468 net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Chang Ho Fibre Corp (2002–2024)
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 live market cap and the full company financial profile, see 1468 company net worth.
| 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 | — |