Evertop Wire Cable Corp (1616) — Defensive Interval Ratio
Evertop Wire Cable Corp (1616) has a Defensive Interval Ratio of 200 days as of December 2025. Defensive assets of NT$1.12 Billion (cash NT$-, short-term investments NT$3.42 Million, receivables NT$1.12 Billion) cover 200 days of daily cash needs of NT$5.61 Million/day. See 1616 net 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
Evertop Wire Cable Corp Defensive Interval Ratio (2002–2025)
This chart shows how Evertop Wire Cable Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 200 days, meaning defensive assets of NT$1.12 Billion can fund 200 days of operations without new revenue. See Evertop Wire Cable Corp balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Evertop Wire Cable Corp (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Evertop Wire Cable Corp 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. For live market cap and the full company financial profile, see 1616 company net worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 200 days | NT$1.12 Billion | NT$5.61 Million/day | NT$- | NT$3.42 Million | ▼ -44 days |
| 2024 | 244 days | NT$1.44 Billion | NT$5.91 Million/day | NT$- | NT$157.69 Million | ▼ -25 days |
| 2023 | 269 days | NT$972.03 Million | NT$3.61 Million/day | NT$- | NT$6.00 Million | ▲ +76 days |
| 2022 | 193 days | NT$758.44 Million | NT$3.93 Million/day | NT$- | NT$173.51 Million | ▼ -1 days |
| 2021 | 195 days | NT$733.70 Million | NT$3.77 Million/day | NT$- | NT$168.99 Million | ▼ -40 days |
| 2020 | 234 days | NT$712.38 Million | NT$3.04 Million/day | NT$- | NT$147.12 Million | ▲ +73 days |
| 2019 | 161 days | NT$534.05 Million | NT$3.32 Million/day | NT$- | NT$164.35 Million | ▼ -64 days |
| 2018 | 225 days | NT$827.65 Million | NT$3.68 Million/day | NT$- | NT$322.11 Million | ▲ +6 days |
| 2017 | 218 days | NT$1.01 Billion | NT$4.64 Million/day | NT$- | NT$352.30 Million | ▼ -60 days |
| 2016 | 279 days | NT$1.18 Billion | NT$4.23 Million/day | NT$- | NT$528.73 Million | ▼ -27 days |
| 2015 | 305 days | NT$1.66 Billion | NT$5.42 Million/day | NT$- | NT$792.60 Million | ▲ +88 days |
| 2014 | 217 days | NT$1.25 Billion | NT$5.75 Million/day | NT$- | NT$233.79 Million | ▼ -28 days |
| 2013 | 245 days | NT$1.09 Billion | NT$4.46 Million/day | NT$- | NT$156.70 Million | ▼ -13 days |
| 2012 | 258 days | NT$1.13 Billion | NT$4.39 Million/day | NT$- | NT$135.61 Million | ▲ +54 days |
| 2011 | 204 days | NT$990.96 Million | NT$4.86 Million/day | NT$- | NT$49.09 Million | ▼ -14 days |
| 2010 | 217 days | NT$1.13 Billion | NT$5.17 Million/day | NT$- | NT$35.70 Million | ▼ -24 days |
| 2009 | 242 days | NT$947.23 Million | NT$3.92 Million/day | NT$- | NT$51.32 Million | ▼ -56 days |
| 2008 | 298 days | NT$1.43 Billion | NT$4.79 Million/day | NT$- | NT$51.34 Million | ▲ +97 days |
| 2007 | 201 days | NT$1.63 Billion | NT$8.10 Million/day | NT$- | NT$13.54 Million | ▼ -19 days |
| 2006 | 220 days | NT$1.64 Billion | NT$7.46 Million/day | NT$- | NT$54.92 Million | ▼ -45 days |
| 2005 | 265 days | NT$1.25 Billion | NT$4.73 Million/day | NT$- | NT$8.00 Million | ▼ -129 days |
| 2004 | 393 days | NT$1.01 Billion | NT$2.57 Million/day | NT$- | NT$7.58 Million | ▲ +141 days |
| 2003 | 252 days | NT$837.15 Million | NT$3.32 Million/day | NT$- | NT$6.25 Million | ▼ -46 days |
| 2002 | 298 days | NT$626.02 Million | NT$2.10 Million/day | NT$- | NT$- | — |