Hocheng Corp (1810) — Defensive Interval Ratio
Hocheng Corp (1810) has a Defensive Interval Ratio of 342 days as of June 2026. Defensive assets of NT$1.37 Billion (cash NT$-, short-term investments NT$340.25 Million, receivables NT$1.03 Billion) cover 342 days of daily cash needs of NT$4.02 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Hocheng Corp Defensive Interval Ratio (2000–2025)
This chart shows how Hocheng Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2026, the ratio stands at 342 days, meaning defensive assets of NT$1.37 Billion can fund 342 days of operations without new revenue. For the complete balance sheet picture, see Hocheng Corp (1810) total assets.
Annual Defensive Interval Ratio for Hocheng Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Hocheng 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. See working capital position of Hocheng Corp 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 | 165 days | NT$1.21 Billion | NT$7.31 Million/day | NT$- | NT$204.23 Million | ▼ -81 days |
| 2024 | 246 days | NT$1.81 Billion | NT$7.38 Million/day | NT$- | NT$628.94 Million | ▲ +92 days |
| 2023 | 153 days | NT$1.41 Billion | NT$9.20 Million/day | NT$- | NT$149.67 Million | ▼ -64 days |
| 2022 | 218 days | NT$1.48 Billion | NT$6.79 Million/day | NT$- | NT$317.79 Million | ▲ +23 days |
| 2021 | 194 days | NT$1.65 Billion | NT$8.51 Million/day | NT$- | NT$274.55 Million | ▲ +39 days |
| 2020 | 155 days | NT$1.54 Billion | NT$9.95 Million/day | NT$- | NT$251.97 Million | ▼ -8 days |
| 2019 | 163 days | NT$1.70 Billion | NT$10.39 Million/day | NT$- | NT$277.39 Million | ▼ -29 days |
| 2018 | 193 days | NT$1.96 Billion | NT$10.17 Million/day | NT$- | NT$340.09 Million | ▼ -41 days |
| 2017 | 233 days | NT$2.33 Billion | NT$10.00 Million/day | NT$- | NT$577.27 Million | ▲ +41 days |
| 2016 | 193 days | NT$2.56 Billion | NT$13.28 Million/day | NT$- | NT$580.68 Million | ▼ -26 days |
| 2015 | 219 days | NT$2.25 Billion | NT$10.28 Million/day | NT$- | NT$408.51 Million | ▲ +7 days |
| 2014 | 212 days | NT$2.32 Billion | NT$10.96 Million/day | NT$- | NT$448.59 Million | ▼ -9 days |
| 2013 | 221 days | NT$2.31 Billion | NT$10.45 Million/day | NT$- | NT$313.17 Million | ▼ -39 days |
| 2012 | 260 days | NT$2.42 Billion | NT$9.32 Million/day | NT$- | NT$356.35 Million | ▲ +21 days |
| 2011 | 239 days | NT$2.08 Billion | NT$8.69 Million/day | NT$- | NT$276.96 Million | ▲ +16 days |
| 2010 | 223 days | NT$2.01 Billion | NT$9.01 Million/day | NT$- | NT$356.48 Million | ▼ -26 days |
| 2009 | 249 days | NT$1.81 Billion | NT$7.27 Million/day | NT$- | NT$492.76 Million | ▲ +54 days |
| 2008 | 196 days | NT$1.45 Billion | NT$7.43 Million/day | NT$- | NT$29.34 Million | ▼ -17 days |
| 2007 | 212 days | NT$1.64 Billion | NT$7.72 Million/day | NT$- | NT$155.19 Million | ▲ +38 days |
| 2006 | 174 days | NT$1.66 Billion | NT$9.51 Million/day | NT$- | NT$174.00K | ▼ -10 days |
| 2005 | 185 days | NT$1.82 Billion | NT$9.84 Million/day | NT$- | NT$198.76 Million | ▲ +42 days |
| 2004 | 143 days | NT$1.67 Billion | NT$11.64 Million/day | NT$- | NT$175.77 Million | ▼ -54 days |
| 2003 | 198 days | NT$1.60 Billion | NT$8.09 Million/day | NT$- | NT$239.15 Million | ▲ +47 days |
| 2002 | 151 days | NT$1.32 Billion | NT$8.74 Million/day | NT$- | NT$207.10 Million | ▲ +18 days |
| 2001 | 133 days | NT$1.73 Billion | NT$13.02 Million/day | NT$- | NT$442.19 Million | ▼ -40 days |
| 2000 | 172 days | NT$2.38 Billion | NT$13.82 Million/day | NT$- | NT$799.09 Million | — |