Chung Hung Steel Corp (2014) — Defensive Interval Ratio
Chung Hung Steel Corp (2014) has a Defensive Interval Ratio of 132 days as of March 2026. Defensive assets of NT$2.01 Billion (cash NT$-, short-term investments NT$1.45 Billion, receivables NT$556.19 Million) cover 132 days of daily cash needs of NT$15.23 Million/day. See Chung Hung Steel Corp (2014) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chung Hung Steel Corp Defensive Interval Ratio (2002–2025)
This chart shows how Chung Hung Steel Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 132 days, meaning defensive assets of NT$2.01 Billion can fund 132 days of operations without new revenue. See Chung Hung Steel Corp balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Chung Hung Steel Corp (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Chung Hung Steel Corp from 2002 to 2025, covering 24 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 2014 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 134 days | NT$2.08 Billion | NT$15.48 Million/day | NT$- | NT$1.46 Billion | ▲ +16 days |
| 2024 | 118 days | NT$2.52 Billion | NT$21.30 Million/day | NT$- | NT$1.48 Billion | ▲ +8 days |
| 2023 | 111 days | NT$2.70 Billion | NT$24.45 Million/day | NT$- | NT$1.73 Billion | ▲ +25 days |
| 2022 | 85 days | NT$2.73 Billion | NT$32.01 Million/day | NT$- | NT$2.09 Billion | ▼ -40 days |
| 2021 | 126 days | NT$3.38 Billion | NT$26.93 Million/day | NT$- | NT$2.17 Billion | ▼ -41 days |
| 2020 | 167 days | NT$2.36 Billion | NT$14.16 Million/day | NT$- | NT$1.36 Billion | ▲ +66 days |
| 2019 | 100 days | NT$2.33 Billion | NT$23.29 Million/day | NT$- | NT$1.27 Billion | ▲ +17 days |
| 2018 | 83 days | NT$2.82 Billion | NT$34.05 Million/day | NT$- | NT$1.32 Billion | ▼ -34 days |
| 2017 | 117 days | NT$3.41 Billion | NT$29.09 Million/day | NT$- | NT$1.53 Billion | ▲ +46 days |
| 2016 | 71 days | NT$2.69 Billion | NT$38.06 Million/day | NT$- | NT$1.57 Billion | ▼ -19 days |
| 2015 | 90 days | NT$2.72 Billion | NT$30.32 Million/day | NT$- | NT$1.37 Billion | ▲ +10 days |
| 2014 | 80 days | NT$2.79 Billion | NT$35.03 Million/day | NT$- | NT$1.68 Billion | ▲ +18 days |
| 2013 | 61 days | NT$2.57 Billion | NT$41.84 Million/day | NT$- | NT$1.68 Billion | ▲ +23 days |
| 2012 | 38 days | NT$1.42 Billion | NT$37.30 Million/day | NT$- | NT$3.16 Million | ▲ +18 days |
| 2011 | 20 days | NT$961.93 Million | NT$48.05 Million/day | NT$- | NT$4.59 Million | ▲ +9 days |
| 2010 | 11 days | NT$404.66 Million | NT$36.53 Million/day | NT$- | NT$2.89 Million | ▲ +24 days |
| 2009 | -13 days | NT$-500.42 Million | NT$37.49 Million/day | NT$- | NT$25.58 Million | ▼ -35 days |
| 2008 | 22 days | NT$1.47 Billion | NT$68.01 Million/day | NT$- | NT$80.67 Million | ▼ -31 days |
| 2007 | 52 days | NT$1.61 Billion | NT$30.68 Million/day | NT$- | NT$17.00 Million | ▲ +9 days |
| 2006 | 43 days | NT$1.07 Billion | NT$24.78 Million/day | NT$- | NT$- | ▲ +25 days |
| 2005 | 18 days | NT$862.48 Million | NT$46.64 Million/day | NT$- | NT$27.40 Million | ▼ -28 days |
| 2004 | 46 days | NT$1.12 Billion | NT$24.01 Million/day | NT$- | NT$172.00K | ▲ +1 days |
| 2003 | 45 days | NT$815.00 Million | NT$17.97 Million/day | NT$- | NT$403.18 Million | ▲ +30 days |
| 2002 | 16 days | NT$542.04 Million | NT$34.61 Million/day | NT$- | NT$122.43 Million | — |