Hold-Key Electric Wire & Cable Co Ltd (1618) — Defensive Interval Ratio
Hold-Key Electric Wire & Cable Co Ltd (1618) has a Defensive Interval Ratio of 410 days as of September 2025. Defensive assets of NT$2.13 Billion (cash NT$-, short-term investments NT$485.54 Million, receivables NT$1.64 Billion) cover 410 days of daily cash needs of NT$5.19 Million/day. See how liquid is Hold-Key Electric Wire & Cable Co Ltd's working capital to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Hold-Key Electric Wire & Cable Co Ltd Defensive Interval Ratio (2002–2024)
This chart shows how Hold-Key Electric Wire & Cable Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 410 days, meaning defensive assets of NT$2.13 Billion can fund 410 days of operations without new revenue. See 1618 equity to assets ratio to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Hold-Key Electric Wire & Cable Co Ltd (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Hold-Key Electric Wire & Cable Co Ltd 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 1618 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 436 days | NT$1.95 Billion | NT$4.47 Million/day | NT$- | NT$384.73 Million | ▼ -78 days |
| 2023 | 514 days | NT$1.50 Billion | NT$2.91 Million/day | NT$- | NT$332.63 Million | ▼ -279 days |
| 2022 | 793 days | NT$1.06 Billion | NT$1.34 Million/day | NT$- | NT$301.74 Million | ▼ -305 days |
| 2021 | 1097 days | NT$897.19 Million | NT$817.68K/day | NT$- | NT$279.21 Million | ▲ +241 days |
| 2020 | 856 days | NT$887.33 Million | NT$1.04 Million/day | NT$- | NT$330.23 Million | ▲ +64 days |
| 2019 | 793 days | NT$1.01 Billion | NT$1.28 Million/day | NT$- | NT$305.11 Million | ▼ -62 days |
| 2018 | 855 days | NT$669.01 Million | NT$782.89K/day | NT$- | NT$277.49 Million | ▼ -218 days |
| 2017 | 1073 days | NT$800.20 Million | NT$745.76K/day | NT$- | NT$302.56 Million | ▼ -279 days |
| 2016 | 1352 days | NT$818.01 Million | NT$604.85K/day | NT$- | NT$183.50 Million | ▲ +147 days |
| 2015 | 1205 days | NT$1.08 Billion | NT$893.81K/day | NT$- | NT$159.84 Million | ▲ +450 days |
| 2014 | 755 days | NT$417.28 Million | NT$552.36K/day | NT$- | NT$247.49 Million | ▲ +332 days |
| 2013 | 424 days | NT$501.77 Million | NT$1.18 Million/day | NT$- | NT$262.36 Million | ▲ +199 days |
| 2012 | 225 days | NT$364.97 Million | NT$1.62 Million/day | NT$- | NT$97.21 Million | ▼ -67 days |
| 2011 | 292 days | NT$407.20 Million | NT$1.39 Million/day | NT$- | NT$- | ▲ +20 days |
| 2010 | 272 days | NT$503.56 Million | NT$1.85 Million/day | NT$- | NT$- | ▲ +80 days |
| 2009 | 192 days | NT$277.97 Million | NT$1.45 Million/day | NT$- | NT$- | ▲ +74 days |
| 2008 | 118 days | NT$309.70 Million | NT$2.62 Million/day | NT$- | NT$- | ▼ -55 days |
| 2007 | 173 days | NT$793.65 Million | NT$4.59 Million/day | NT$- | NT$- | ▲ +55 days |
| 2006 | 119 days | NT$559.78 Million | NT$4.72 Million/day | NT$- | NT$- | ▲ +9 days |
| 2005 | 110 days | NT$537.09 Million | NT$4.89 Million/day | NT$- | NT$- | ▲ +21 days |
| 2004 | 89 days | NT$418.53 Million | NT$4.69 Million/day | NT$- | NT$10.00 Million | ▼ -79 days |
| 2003 | 168 days | NT$693.58 Million | NT$4.13 Million/day | NT$- | NT$- | ▼ -4 days |
| 2002 | 172 days | NT$400.99 Million | NT$2.33 Million/day | NT$- | NT$- | — |