Kenda Rubber Industrial Co Ltd (2106) — Defensive Interval Ratio
Kenda Rubber Industrial Co Ltd (2106) has a Defensive Interval Ratio of 198 days as of March 2026. Defensive assets of NT$5.28 Billion (cash NT$-, short-term investments NT$735.09 Million, receivables NT$4.55 Billion) cover 198 days of daily cash needs of NT$26.66 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Kenda Rubber Industrial Co Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Kenda Rubber Industrial Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 198 days, meaning defensive assets of NT$5.28 Billion can fund 198 days of operations without new revenue. For the complete balance sheet picture, see Kenda Rubber Industrial Co Ltd balance sheet assets.
Annual Defensive Interval Ratio for Kenda Rubber Industrial Co Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Kenda Rubber Industrial Co Ltd 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 2106 current assets 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 | 174 days | NT$4.30 Billion | NT$24.64 Million/day | NT$- | NT$444.78 Million | ▲ +11 days |
| 2024 | 163 days | NT$4.96 Billion | NT$30.35 Million/day | NT$- | NT$1.24 Billion | ▼ -51 days |
| 2023 | 214 days | NT$5.98 Billion | NT$27.91 Million/day | NT$- | NT$2.44 Billion | ▲ +34 days |
| 2022 | 180 days | NT$5.54 Billion | NT$30.78 Million/day | NT$- | NT$1.63 Billion | ▼ -1 days |
| 2021 | 181 days | NT$5.92 Billion | NT$32.72 Million/day | NT$- | NT$1.95 Billion | ▼ -26 days |
| 2020 | 207 days | NT$5.69 Billion | NT$27.50 Million/day | NT$- | NT$1.84 Billion | ▼ -96 days |
| 2019 | 302 days | NT$7.02 Billion | NT$23.22 Million/day | NT$- | NT$3.18 Billion | ▲ +107 days |
| 2018 | 195 days | NT$5.40 Billion | NT$27.65 Million/day | NT$- | NT$1.48 Billion | ▼ -83 days |
| 2017 | 279 days | NT$7.16 Billion | NT$25.70 Million/day | NT$- | NT$2.74 Billion | ▼ -56 days |
| 2016 | 334 days | NT$7.50 Billion | NT$22.42 Million/day | NT$- | NT$3.59 Billion | ▼ -46 days |
| 2015 | 380 days | NT$7.42 Billion | NT$19.52 Million/day | NT$- | NT$3.61 Billion | ▲ +63 days |
| 2014 | 317 days | NT$7.18 Billion | NT$22.66 Million/day | NT$- | NT$2.98 Billion | ▲ +88 days |
| 2013 | 229 days | NT$4.45 Billion | NT$19.41 Million/day | NT$- | NT$896.06 Million | ▲ +17 days |
| 2012 | 212 days | NT$3.58 Billion | NT$16.91 Million/day | NT$- | NT$23.26 Million | ▼ -3 days |
| 2011 | 215 days | NT$3.90 Billion | NT$18.18 Million/day | NT$- | NT$18.55 Million | ▲ +22 days |
| 2010 | 193 days | NT$3.11 Billion | NT$16.10 Million/day | NT$- | NT$41.37 Million | ▲ +12 days |
| 2009 | 181 days | NT$2.78 Billion | NT$15.33 Million/day | NT$- | NT$43.43 Million | ▲ +17 days |
| 2008 | 165 days | NT$2.88 Billion | NT$17.52 Million/day | NT$- | NT$18.00 Million | ▼ -41 days |
| 2007 | 206 days | NT$3.45 Billion | NT$16.73 Million/day | NT$- | NT$95.24 Million | ▲ +3 days |
| 2006 | 203 days | NT$3.11 Billion | NT$15.27 Million/day | NT$- | NT$269.61 Million | ▲ +23 days |
| 2005 | 181 days | NT$2.60 Billion | NT$14.40 Million/day | NT$- | NT$300.14 Million | ▼ -10 days |
| 2004 | 191 days | NT$2.54 Billion | NT$13.31 Million/day | NT$- | NT$481.49 Million | ▼ -71 days |
| 2003 | 262 days | NT$2.86 Billion | NT$10.93 Million/day | NT$- | NT$547.85 Million | ▲ +29 days |
| 2002 | 232 days | NT$2.51 Billion | NT$10.81 Million/day | NT$- | NT$520.92 Million | ▼ -38 days |
| 2001 | 270 days | NT$2.56 Billion | NT$9.46 Million/day | NT$- | NT$1.09 Billion | ▲ +80 days |
| 2000 | 190 days | NT$1.94 Billion | NT$10.23 Million/day | NT$- | NT$695.71 Million | — |