Hua Eng Wire & Cable Co Ltd (1608) — Defensive Interval Ratio
Hua Eng Wire & Cable Co Ltd (1608) has a Defensive Interval Ratio of 275 days as of September 2025. Defensive assets of NT$3.48 Billion (cash NT$-, short-term investments NT$832.61 Million, receivables NT$2.65 Billion) cover 275 days of daily cash needs of NT$12.66 Million/day. Check 1608 tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Hua Eng Wire & Cable Co Ltd Defensive Interval Ratio (2003–2024)
This chart shows how Hua Eng Wire & Cable Co Ltd's Defensive Interval Ratio has evolved across 22 annual periods from 2003 to 2024. As of September 2025, the ratio stands at 275 days, meaning defensive assets of NT$3.48 Billion can fund 275 days of operations without new revenue. Also explore Hua Eng Wire & Cable Co Ltd net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Hua Eng Wire & Cable Co Ltd (2003–2024)
The table below presents the year-by-year Defensive Interval Ratio for Hua Eng Wire & Cable Co Ltd from 2003 to 2024, covering 22 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 1608 market cap overview.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 240 days | NT$2.56 Billion | NT$10.68 Million/day | NT$- | NT$884.92 Million | ▼ -30 days |
| 2023 | 270 days | NT$2.68 Billion | NT$9.95 Million/day | NT$- | NT$894.57 Million | ▲ +59 days |
| 2022 | 211 days | NT$2.57 Billion | NT$12.18 Million/day | NT$- | NT$742.89 Million | ▼ -57 days |
| 2021 | 268 days | NT$2.66 Billion | NT$9.90 Million/day | NT$- | NT$957.99 Million | ▲ +34 days |
| 2020 | 235 days | NT$2.17 Billion | NT$9.25 Million/day | NT$- | NT$1.17 Billion | ▲ +18 days |
| 2019 | 217 days | NT$1.98 Billion | NT$9.12 Million/day | NT$- | NT$939.13 Million | ▼ -3 days |
| 2018 | 220 days | NT$1.95 Billion | NT$8.88 Million/day | NT$- | NT$782.71 Million | ▼ -18 days |
| 2017 | 238 days | NT$2.31 Billion | NT$9.73 Million/day | NT$- | NT$984.22 Million | ▼ -22 days |
| 2016 | 259 days | NT$2.24 Billion | NT$8.63 Million/day | NT$- | NT$1.03 Billion | ▼ -36 days |
| 2015 | 296 days | NT$2.48 Billion | NT$8.39 Million/day | NT$- | NT$1.22 Billion | ▲ +63 days |
| 2014 | 233 days | NT$2.24 Billion | NT$9.60 Million/day | NT$- | NT$1.40 Billion | ▼ -190 days |
| 2013 | 423 days | NT$2.52 Billion | NT$5.96 Million/day | NT$- | NT$1.62 Billion | ▲ +90 days |
| 2012 | 332 days | NT$2.59 Billion | NT$7.79 Million/day | NT$- | NT$1.45 Billion | ▲ +129 days |
| 2011 | 203 days | NT$2.38 Billion | NT$11.72 Million/day | NT$- | NT$1.38 Billion | ▼ -129 days |
| 2010 | 332 days | NT$3.02 Billion | NT$9.09 Million/day | NT$- | NT$1.75 Billion | ▼ -138 days |
| 2009 | 471 days | NT$2.68 Billion | NT$5.69 Million/day | NT$- | NT$1.49 Billion | ▲ +169 days |
| 2008 | 302 days | NT$1.54 Billion | NT$5.10 Million/day | NT$- | NT$639.06 Million | ▼ -234 days |
| 2007 | 535 days | NT$3.38 Billion | NT$6.32 Million/day | NT$- | NT$1.52 Billion | ▲ +186 days |
| 2006 | 349 days | NT$2.59 Billion | NT$7.43 Million/day | NT$- | NT$- | ▼ -217 days |
| 2005 | 565 days | NT$2.05 Billion | NT$3.63 Million/day | NT$- | NT$207.12 Million | ▲ +163 days |
| 2004 | 403 days | NT$1.61 Billion | NT$4.00 Million/day | NT$- | NT$923.05 Million | ▼ -230 days |
| 2003 | 633 days | NT$3.21 Billion | NT$5.07 Million/day | NT$- | NT$2.19 Billion | — |