King Slide Works Co Ltd (2059) — Defensive Interval Ratio
King Slide Works Co Ltd (2059) has a Defensive Interval Ratio of 330 days as of June 2026. Defensive assets of NT$10.57 Billion (cash NT$-, short-term investments NT$23.43 Million, receivables NT$10.55 Billion) cover 330 days of daily cash needs of NT$32.05 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
King Slide Works Co Ltd Defensive Interval Ratio (2003–2025)
This chart shows how King Slide Works Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of June 2026, the ratio stands at 330 days, meaning defensive assets of NT$10.57 Billion can fund 330 days of operations without new revenue. For the complete balance sheet picture, see how large is King Slide Works Co Ltd's balance sheet.
Annual Defensive Interval Ratio for King Slide Works Co Ltd (2003–2025)
The table below presents the year-by-year Defensive Interval Ratio for King Slide Works Co Ltd from 2003 to 2025, covering 23 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 King Slide Works Co Ltd (2059) 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 | 319 days | NT$4.69 Billion | NT$14.70 Million/day | NT$- | NT$4.49 Million | ▼ -50 days |
| 2024 | 369 days | NT$3.19 Billion | NT$8.63 Million/day | NT$- | NT$6.71 Million | ▼ -58 days |
| 2023 | 428 days | NT$2.55 Billion | NT$5.96 Million/day | NT$- | NT$891.17 Million | ▼ -114 days |
| 2022 | 542 days | NT$2.93 Billion | NT$5.41 Million/day | NT$- | NT$1.11 Billion | ▼ -159 days |
| 2021 | 701 days | NT$3.23 Billion | NT$4.60 Million/day | NT$- | NT$1.49 Billion | ▲ +406 days |
| 2020 | 296 days | NT$1.08 Billion | NT$3.65 Million/day | NT$- | NT$- | ▼ -35 days |
| 2019 | 331 days | NT$1.14 Billion | NT$3.45 Million/day | NT$- | NT$- | ▼ -38 days |
| 2018 | 370 days | NT$1.05 Billion | NT$2.84 Million/day | NT$- | NT$- | ▲ +27 days |
| 2017 | 343 days | NT$956.65 Million | NT$2.79 Million/day | NT$- | NT$- | ▼ -17 days |
| 2016 | 360 days | NT$1.11 Billion | NT$3.09 Million/day | NT$- | NT$- | ▼ -10 days |
| 2015 | 370 days | NT$1.03 Billion | NT$2.77 Million/day | NT$- | NT$- | ▼ -23 days |
| 2014 | 393 days | NT$1.07 Billion | NT$2.72 Million/day | NT$- | NT$- | ▲ +30 days |
| 2013 | 363 days | NT$851.06 Million | NT$2.35 Million/day | NT$- | NT$565.00K | ▼ -106 days |
| 2012 | 468 days | NT$955.17 Million | NT$2.04 Million/day | NT$- | NT$10.02 Million | ▲ +328 days |
| 2011 | 141 days | NT$696.08 Million | NT$4.95 Million/day | NT$- | NT$7.53 Million | ▼ -227 days |
| 2010 | 367 days | NT$523.65 Million | NT$1.43 Million/day | NT$- | NT$- | ▲ +224 days |
| 2009 | 143 days | NT$581.35 Million | NT$4.05 Million/day | NT$- | NT$11.11 Million | ▼ -179 days |
| 2008 | 322 days | NT$489.43 Million | NT$1.52 Million/day | NT$- | NT$- | ▼ -110 days |
| 2007 | 432 days | NT$610.21 Million | NT$1.41 Million/day | NT$- | NT$- | ▲ +69 days |
| 2006 | 363 days | NT$348.98 Million | NT$961.38K/day | NT$- | NT$- | ▼ -152 days |
| 2005 | 515 days | NT$421.94 Million | NT$818.53K/day | NT$- | NT$- | ▲ +147 days |
| 2004 | 369 days | NT$312.64 Million | NT$847.89K/day | NT$- | NT$- | ▲ +24 days |
| 2003 | 344 days | NT$303.83 Million | NT$882.46K/day | NT$- | NT$125.00 Million | — |