Chung Hwa Pulp Corp (1905) — Defensive Interval Ratio
Chung Hwa Pulp Corp (1905) has a Defensive Interval Ratio of 147 days as of December 2025. Defensive assets of NT$7.09 Billion (cash NT$-, short-term investments NT$3.37 Billion, receivables NT$3.72 Billion) cover 147 days of daily cash needs of NT$48.15 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chung Hwa Pulp Corp Defensive Interval Ratio (2000–2025)
This chart shows how Chung Hwa Pulp Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 147 days, meaning defensive assets of NT$7.09 Billion can fund 147 days of operations without new revenue. For the complete balance sheet picture, see balance sheet size of Chung Hwa Pulp Corp.
Annual Defensive Interval Ratio for Chung Hwa Pulp Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Chung Hwa Pulp 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 Chung Hwa Pulp Corp (1905) liquidity to equity ratio 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 | 147 days | NT$7.09 Billion | NT$48.15 Million/day | NT$- | NT$3.37 Billion | ▲ +3 days |
| 2024 | 144 days | NT$6.34 Billion | NT$44.00 Million/day | NT$- | NT$2.88 Billion | ▼ -3 days |
| 2023 | 147 days | NT$5.78 Billion | NT$39.35 Million/day | NT$- | NT$2.59 Billion | ▼ -197 days |
| 2022 | 344 days | NT$5.98 Billion | NT$17.38 Million/day | NT$- | NT$2.23 Billion | ▲ +182 days |
| 2021 | 163 days | NT$5.88 Billion | NT$36.17 Million/day | NT$- | NT$1.87 Billion | ▲ +24 days |
| 2020 | 139 days | NT$4.58 Billion | NT$32.97 Million/day | NT$- | NT$1.18 Billion | ▼ -21 days |
| 2019 | 160 days | NT$4.88 Billion | NT$30.46 Million/day | NT$- | NT$1.35 Billion | ▼ -50 days |
| 2018 | 211 days | NT$5.29 Billion | NT$25.13 Million/day | NT$- | NT$1.07 Billion | ▲ +12 days |
| 2017 | 198 days | NT$4.82 Billion | NT$24.31 Million/day | NT$- | NT$1.19 Billion | ▼ -29 days |
| 2016 | 227 days | NT$4.62 Billion | NT$20.32 Million/day | NT$- | NT$678.85 Million | ▲ +5 days |
| 2015 | 222 days | NT$4.73 Billion | NT$21.29 Million/day | NT$- | NT$662.98 Million | ▼ -127 days |
| 2014 | 349 days | NT$5.98 Billion | NT$17.14 Million/day | NT$- | NT$1.05 Billion | ▲ +3 days |
| 2013 | 345 days | NT$5.68 Billion | NT$16.46 Million/day | NT$- | NT$1.31 Billion | ▼ -3 days |
| 2012 | 348 days | NT$5.39 Billion | NT$15.47 Million/day | NT$- | NT$2.71 Billion | ▼ -123 days |
| 2011 | 471 days | NT$4.15 Billion | NT$8.80 Million/day | NT$- | NT$2.61 Billion | ▲ +101 days |
| 2010 | 370 days | NT$2.05 Billion | NT$5.54 Million/day | NT$- | NT$515.83 Million | ▲ +102 days |
| 2009 | 268 days | NT$1.67 Billion | NT$6.23 Million/day | NT$- | NT$337.07 Million | ▲ +97 days |
| 2008 | 171 days | NT$1.16 Billion | NT$6.82 Million/day | NT$- | NT$355.58 Million | ▼ -355 days |
| 2007 | 526 days | NT$1.98 Billion | NT$3.77 Million/day | NT$- | NT$477.88 Million | ▼ -686 days |
| 2006 | 1212 days | NT$1.19 Billion | NT$983.74K/day | NT$- | NT$265.17 Million | ▲ +872 days |
| 2005 | 340 days | NT$1.25 Billion | NT$3.66 Million/day | NT$- | NT$228.21 Million | ▼ -551 days |
| 2004 | 892 days | NT$2.45 Billion | NT$2.74 Million/day | NT$- | NT$1.30 Billion | ▼ -359 days |
| 2003 | 1250 days | NT$2.40 Billion | NT$1.92 Million/day | NT$- | NT$1.36 Billion | ▲ +821 days |
| 2002 | 430 days | NT$845.05 Million | NT$1.97 Million/day | NT$- | NT$6.66 Million | ▲ +14 days |
| 2001 | 416 days | NT$880.33 Million | NT$2.12 Million/day | NT$- | NT$7.69 Million | ▼ -157 days |
| 2000 | 573 days | NT$849.32 Million | NT$1.48 Million/day | NT$- | NT$9.02 Million | — |