D-Link Corp (2332) — Defensive Interval Ratio
D-Link Corp (2332) has a Defensive Interval Ratio of 338 days as of December 2025. Defensive assets of NT$3.94 Billion (cash NT$-, short-term investments NT$778.86 Million, receivables NT$3.16 Billion) cover 338 days of daily cash needs of NT$11.65 Million/day. See working capital position of D-Link Corp to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
D-Link Corp Defensive Interval Ratio (2000–2025)
This chart shows how D-Link Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 338 days, meaning defensive assets of NT$3.94 Billion can fund 338 days of operations without new revenue. See how leveraged is D-Link Corp's balance sheet to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for D-Link Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for D-Link Corp 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. For live market cap and the full company financial profile, see 2332 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 338 days | NT$3.94 Billion | NT$11.65 Million/day | NT$- | NT$778.86 Million | ▲ +6 days |
| 2024 | 332 days | NT$3.70 Billion | NT$11.16 Million/day | NT$- | NT$767.45 Million | ▼ -7 days |
| 2023 | 339 days | NT$3.56 Billion | NT$10.50 Million/day | NT$- | NT$429.92 Million | ▲ +63 days |
| 2022 | 276 days | NT$3.75 Billion | NT$13.57 Million/day | NT$- | NT$284.83 Million | ▼ -44 days |
| 2021 | 320 days | NT$4.02 Billion | NT$12.58 Million/day | NT$- | NT$279.34 Million | ▲ +88 days |
| 2020 | 232 days | NT$3.40 Billion | NT$14.65 Million/day | NT$- | NT$238.95 Million | ▲ +5 days |
| 2019 | 227 days | NT$3.69 Billion | NT$16.27 Million/day | NT$- | NT$70.55 Million | ▲ +16 days |
| 2018 | 210 days | NT$4.41 Billion | NT$21.00 Million/day | NT$- | NT$8.55 Million | ▼ -4 days |
| 2017 | 214 days | NT$4.34 Billion | NT$20.29 Million/day | NT$- | NT$5.24 Million | ▲ +17 days |
| 2016 | 197 days | NT$4.92 Billion | NT$25.00 Million/day | NT$- | NT$35.66 Million | ▼ -24 days |
| 2015 | 221 days | NT$5.21 Billion | NT$23.61 Million/day | NT$- | NT$71.08 Million | ▼ -2 days |
| 2014 | 223 days | NT$7.09 Billion | NT$31.83 Million/day | NT$- | NT$66.43 Million | ▼ -47 days |
| 2013 | 270 days | NT$6.82 Billion | NT$25.28 Million/day | NT$- | NT$79.54 Million | ▲ +12 days |
| 2012 | 258 days | NT$6.41 Billion | NT$24.83 Million/day | NT$- | NT$213.46 Million | ▲ +74 days |
| 2011 | 184 days | NT$5.98 Billion | NT$32.45 Million/day | NT$- | NT$521.58 Million | ▼ -96 days |
| 2010 | 280 days | NT$6.62 Billion | NT$23.63 Million/day | NT$- | NT$1.01 Billion | ▲ +23 days |
| 2009 | 258 days | NT$6.65 Billion | NT$25.84 Million/day | NT$- | NT$357.56 Million | ▲ +5 days |
| 2008 | 252 days | NT$6.31 Billion | NT$25.04 Million/day | NT$- | NT$346.34 Million | ▲ +23 days |
| 2007 | 229 days | NT$7.27 Billion | NT$31.71 Million/day | NT$- | NT$1.17 Billion | ▼ -71 days |
| 2006 | 300 days | NT$9.00 Billion | NT$30.01 Million/day | NT$- | NT$916.38 Million | ▲ +10 days |
| 2005 | 290 days | NT$7.78 Billion | NT$26.84 Million/day | NT$- | NT$823.31 Million | ▲ +73 days |
| 2004 | 217 days | NT$7.29 Billion | NT$33.59 Million/day | NT$- | NT$1.50 Billion | ▼ -25 days |
| 2003 | 242 days | NT$8.35 Billion | NT$34.45 Million/day | NT$- | NT$3.66 Billion | ▼ -195 days |
| 2002 | 438 days | NT$7.08 Billion | NT$16.16 Million/day | NT$- | NT$3.35 Billion | ▲ +112 days |
| 2001 | 326 days | NT$4.34 Billion | NT$13.32 Million/day | NT$- | NT$1.33 Billion | ▲ +108 days |
| 2000 | 218 days | NT$3.10 Billion | NT$14.21 Million/day | NT$- | NT$61.35 Million | — |