China Wire & Cable Co Ltd (1603) — Defensive Interval Ratio
China Wire & Cable Co Ltd (1603) has a Defensive Interval Ratio of 510 days as of March 2026. Defensive assets of NT$5.03 Billion (cash NT$-, short-term investments NT$2.82 Billion, receivables NT$2.21 Billion) cover 510 days of daily cash needs of NT$9.86 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
China Wire & Cable Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how China Wire & Cable Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 510 days, meaning defensive assets of NT$5.03 Billion can fund 510 days of operations without new revenue. For the complete balance sheet picture, see China Wire & Cable Co Ltd assets under control.
Annual Defensive Interval Ratio for China Wire & Cable Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for China Wire & Cable Co Ltd from 2002 to 2025, covering 24 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See 1603 net working capital ratio to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 501 days | NT$5.26 Billion | NT$10.51 Million/day | NT$- | NT$2.97 Billion | ▼ -15 days |
| 2024 | 516 days | NT$4.18 Billion | NT$8.11 Million/day | NT$- | NT$2.59 Billion | ▲ +89 days |
| 2023 | 427 days | NT$3.52 Billion | NT$8.24 Million/day | NT$- | NT$2.01 Billion | ▲ +8 days |
| 2022 | 419 days | NT$2.95 Billion | NT$7.04 Million/day | NT$- | NT$1.70 Billion | ▼ -69 days |
| 2021 | 488 days | NT$2.89 Billion | NT$5.92 Million/day | NT$- | NT$1.72 Billion | ▲ +40 days |
| 2020 | 448 days | NT$2.65 Billion | NT$5.92 Million/day | NT$- | NT$1.41 Billion | ▼ -12 days |
| 2019 | 460 days | NT$2.75 Billion | NT$5.99 Million/day | NT$- | NT$1.33 Billion | ▲ +44 days |
| 2018 | 415 days | NT$2.45 Billion | NT$5.90 Million/day | NT$- | NT$1.17 Billion | ▼ -37 days |
| 2017 | 452 days | NT$2.18 Billion | NT$4.83 Million/day | NT$- | NT$896.67 Million | ▲ +87 days |
| 2016 | 365 days | NT$2.17 Billion | NT$5.93 Million/day | NT$- | NT$784.93 Million | ▲ +5 days |
| 2015 | 361 days | NT$2.38 Billion | NT$6.60 Million/day | NT$- | NT$698.93 Million | ▲ +8 days |
| 2014 | 352 days | NT$2.05 Billion | NT$5.81 Million/day | NT$- | NT$1.06 Billion | ▲ +38 days |
| 2013 | 315 days | NT$2.24 Billion | NT$7.11 Million/day | NT$- | NT$840.77 Million | ▲ +15 days |
| 2012 | 300 days | NT$1.50 Billion | NT$5.00 Million/day | NT$- | NT$601.74 Million | ▲ +83 days |
| 2011 | 216 days | NT$1.33 Billion | NT$6.16 Million/day | NT$- | NT$619.88 Million | ▼ -24 days |
| 2010 | 240 days | NT$1.45 Billion | NT$6.03 Million/day | NT$- | NT$687.44 Million | ▲ +3 days |
| 2009 | 236 days | NT$1.55 Billion | NT$6.57 Million/day | NT$- | NT$634.64 Million | ▲ +114 days |
| 2008 | 122 days | NT$1.03 Billion | NT$8.44 Million/day | NT$- | NT$329.65 Million | ▼ -41 days |
| 2007 | 163 days | NT$1.43 Billion | NT$8.81 Million/day | NT$- | NT$676.97 Million | ▲ +72 days |
| 2006 | 90 days | NT$831.72 Million | NT$9.21 Million/day | NT$- | NT$10.31 Million | ▼ -48 days |
| 2005 | 139 days | NT$1.26 Billion | NT$9.10 Million/day | NT$- | NT$300.62 Million | ▼ -69 days |
| 2004 | 208 days | NT$1.51 Billion | NT$7.24 Million/day | NT$- | NT$348.84 Million | ▼ -24 days |
| 2003 | 232 days | NT$1.96 Billion | NT$8.43 Million/day | NT$- | NT$317.02 Million | ▲ +24 days |
| 2002 | 209 days | NT$1.41 Billion | NT$6.77 Million/day | NT$- | NT$402.13 Million | — |