King Slide Works Co Ltd (2059) — Defensive Interval Ratio
King Slide Works Co Ltd (2059) has a Defensive Interval Ratio of 329 days as of March 2026. Defensive assets of NT$5.65 Billion (cash NT$-, short-term investments NT$6.96 Million, receivables NT$5.64 Billion) cover 329 days of daily cash needs of NT$17.17 Million/day. See working capital to net assets of King Slide Works Co Ltd to evaluate short-term liquidity relative to the company's equity base.
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 March 2026, the ratio stands at 329 days, meaning defensive assets of NT$5.65 Billion can fund 329 days of operations without new revenue. See 2059 net asset quality index to measure how much of total assets are equity-financed.
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. For live market cap and the full company financial profile, see King Slide Works Co Ltd market cap and net worth.
| 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 | — |