China Steel Corp (2002) — Defensive Interval Ratio
China Steel Corp (2002) has a Defensive Interval Ratio of 146 days as of September 2025. Defensive assets of NT$56.26 Billion (cash NT$-, short-term investments NT$34.19 Billion, receivables NT$22.06 Billion) cover 146 days of daily cash needs of NT$384.81 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
China Steel Corp Defensive Interval Ratio (2000–2024)
This chart shows how China Steel Corp's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 146 days, meaning defensive assets of NT$56.26 Billion can fund 146 days of operations without new revenue. For the complete balance sheet picture, see China Steel Corp assets under control.
Annual Defensive Interval Ratio for China Steel Corp (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for China Steel Corp from 2000 to 2024, covering 25 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 China Steel Corp (2002) working capital 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) |
|---|---|---|---|---|---|---|
| 2024 | 145 days | NT$58.46 Billion | NT$402.58 Million/day | NT$- | NT$31.64 Billion | ▲ +37 days |
| 2023 | 108 days | NT$49.60 Billion | NT$459.52 Million/day | NT$- | NT$27.78 Billion | ▲ +21 days |
| 2022 | 87 days | NT$39.85 Billion | NT$456.02 Million/day | NT$- | NT$17.19 Billion | ▼ -26 days |
| 2021 | 113 days | NT$50.22 Billion | NT$443.65 Million/day | NT$- | NT$18.99 Billion | ▼ -6 days |
| 2020 | 119 days | NT$44.21 Billion | NT$370.76 Million/day | NT$- | NT$18.21 Billion | ▲ +19 days |
| 2019 | 100 days | NT$41.64 Billion | NT$417.20 Million/day | NT$- | NT$16.75 Billion | ▼ -11 days |
| 2018 | 111 days | NT$47.23 Billion | NT$425.59 Million/day | NT$- | NT$14.92 Billion | ▼ -5 days |
| 2017 | 116 days | NT$45.84 Billion | NT$395.40 Million/day | NT$- | NT$17.85 Billion | ▼ -3 days |
| 2016 | 118 days | NT$39.98 Billion | NT$337.40 Million/day | NT$- | NT$17.93 Billion | ▲ +4 days |
| 2015 | 115 days | NT$42.23 Billion | NT$368.13 Million/day | NT$- | NT$19.47 Billion | ▼ -18 days |
| 2014 | 132 days | NT$47.71 Billion | NT$360.29 Million/day | NT$- | NT$25.78 Billion | ▲ +8 days |
| 2013 | 124 days | NT$45.79 Billion | NT$369.47 Million/day | NT$- | NT$23.84 Billion | ▲ +28 days |
| 2012 | 96 days | NT$33.65 Billion | NT$351.19 Million/day | NT$- | NT$12.64 Billion | ▲ +30 days |
| 2011 | 66 days | NT$26.73 Billion | NT$407.69 Million/day | NT$- | NT$12.27 Billion | ▲ +11 days |
| 2010 | 55 days | NT$19.69 Billion | NT$359.82 Million/day | NT$- | NT$15.11 Billion | ▼ -15 days |
| 2009 | 70 days | NT$20.31 Billion | NT$289.39 Million/day | NT$- | NT$15.68 Billion | ▼ -34 days |
| 2008 | 104 days | NT$32.88 Billion | NT$315.14 Million/day | NT$- | NT$19.51 Billion | ▼ -51 days |
| 2007 | 155 days | NT$28.83 Billion | NT$185.72 Million/day | NT$- | NT$15.13 Billion | ▼ -94 days |
| 2006 | 250 days | NT$48.83 Billion | NT$195.67 Million/day | NT$- | NT$36.94 Billion | ▲ +44 days |
| 2005 | 206 days | NT$48.52 Billion | NT$235.48 Million/day | NT$- | NT$38.72 Billion | ▼ -115 days |
| 2004 | 321 days | NT$40.76 Billion | NT$126.85 Million/day | NT$- | NT$33.94 Billion | ▼ -111 days |
| 2003 | 432 days | NT$54.16 Billion | NT$125.32 Million/day | NT$- | NT$50.96 Billion | ▲ +323 days |
| 2002 | 109 days | NT$979.51 Million | NT$8.95 Million/day | NT$- | NT$6.96 Million | ▼ -124 days |
| 2001 | 234 days | NT$37.05 Billion | NT$158.45 Million/day | NT$- | NT$30.38 Billion | ▲ +28 days |
| 2000 | 206 days | NT$16.86 Billion | NT$81.74 Million/day | NT$- | NT$14.81 Billion | — |