China Steel Chemical Corp (1723) — Defensive Interval Ratio
China Steel Chemical Corp (1723) has a Defensive Interval Ratio of 253 days as of March 2026. Defensive assets of NT$1.17 Billion (cash NT$-, short-term investments NT$701.40 Million, receivables NT$473.35 Million) cover 253 days of daily cash needs of NT$4.65 Million/day. Check 1723 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
China Steel Chemical Corp Defensive Interval Ratio (2000–2025)
This chart shows how China Steel Chemical Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 253 days, meaning defensive assets of NT$1.17 Billion can fund 253 days of operations without new revenue. Also explore 1723 shareholders equity momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for China Steel Chemical Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for China Steel Chemical Corp from 2000 to 2025, covering 26 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 1723 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 209 days | NT$1.13 Billion | NT$5.42 Million/day | NT$- | NT$701.72 Million | ▼ -141 days |
| 2024 | 350 days | NT$1.21 Billion | NT$3.47 Million/day | NT$- | NT$626.04 Million | ▼ -15 days |
| 2023 | 364 days | NT$1.51 Billion | NT$4.15 Million/day | NT$- | NT$658.16 Million | ▲ +114 days |
| 2022 | 250 days | NT$1.21 Billion | NT$4.82 Million/day | NT$- | NT$523.68 Million | ▼ -82 days |
| 2021 | 332 days | NT$2.05 Billion | NT$6.16 Million/day | NT$- | NT$1.05 Billion | ▲ +101 days |
| 2020 | 232 days | NT$1.75 Billion | NT$7.55 Million/day | NT$- | NT$1.08 Billion | ▲ +49 days |
| 2019 | 182 days | NT$1.63 Billion | NT$8.92 Million/day | NT$- | NT$1.12 Billion | ▼ -10 days |
| 2018 | 193 days | NT$1.87 Billion | NT$9.68 Million/day | NT$- | NT$1.26 Billion | ▼ -64 days |
| 2017 | 257 days | NT$2.94 Billion | NT$11.45 Million/day | NT$- | NT$2.36 Billion | ▲ +13 days |
| 2016 | 244 days | NT$1.71 Billion | NT$7.02 Million/day | NT$- | NT$1.23 Billion | ▼ -134 days |
| 2015 | 378 days | NT$1.43 Billion | NT$3.79 Million/day | NT$- | NT$994.99 Million | ▼ -522 days |
| 2014 | 900 days | NT$2.35 Billion | NT$2.62 Million/day | NT$- | NT$1.80 Billion | ▼ -226 days |
| 2013 | 1126 days | NT$3.07 Billion | NT$2.72 Million/day | NT$- | NT$2.34 Billion | ▲ +287 days |
| 2012 | 839 days | NT$2.01 Billion | NT$2.39 Million/day | NT$- | NT$1.31 Billion | ▲ +272 days |
| 2011 | 567 days | NT$1.69 Billion | NT$2.98 Million/day | NT$- | NT$1.01 Billion | ▼ -287 days |
| 2010 | 854 days | NT$2.52 Billion | NT$2.95 Million/day | NT$- | NT$1.77 Billion | ▼ -422 days |
| 2009 | 1276 days | NT$2.46 Billion | NT$1.93 Million/day | NT$- | NT$1.85 Billion | ▲ +394 days |
| 2008 | 882 days | NT$1.91 Billion | NT$2.16 Million/day | NT$- | NT$1.39 Billion | ▲ +33 days |
| 2007 | 849 days | NT$1.96 Billion | NT$2.31 Million/day | NT$- | NT$1.36 Billion | ▼ -272 days |
| 2006 | 1121 days | NT$1.94 Billion | NT$1.73 Million/day | NT$- | NT$1.53 Billion | ▲ +432 days |
| 2005 | 689 days | NT$2.05 Billion | NT$2.97 Million/day | NT$- | NT$1.81 Billion | ▲ +104 days |
| 2004 | 585 days | NT$3.69 Billion | NT$6.31 Million/day | NT$- | NT$3.50 Billion | ▲ +68 days |
| 2003 | 516 days | NT$3.95 Billion | NT$7.64 Million/day | NT$- | NT$3.78 Billion | ▲ +4 days |
| 2002 | 513 days | NT$2.65 Billion | NT$5.17 Million/day | NT$- | NT$2.44 Billion | ▼ -31 days |
| 2001 | 543 days | NT$2.78 Billion | NT$5.12 Million/day | NT$- | NT$2.63 Billion | ▲ +59 days |
| 2000 | 484 days | NT$770.74 Million | NT$1.59 Million/day | NT$- | NT$597.05 Million | — |