CX Technology Corp (2415) — Defensive Interval Ratio
CX Technology Corp (2415) has a Defensive Interval Ratio of 432 days as of December 2025. Defensive assets of NT$7.22 Billion (cash NT$-, short-term investments NT$5.98 Billion, receivables NT$1.24 Billion) cover 432 days of daily cash needs of NT$16.72 Million/day. Check 2415 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CX Technology Corp Defensive Interval Ratio (2002–2025)
This chart shows how CX Technology Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 432 days, meaning defensive assets of NT$7.22 Billion can fund 432 days of operations without new revenue. Also explore CX Technology Corp net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for CX Technology Corp (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for CX Technology 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 market cap of CX Technology Corp.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 432 days | NT$7.22 Billion | NT$16.72 Million/day | NT$- | NT$5.98 Billion | ▼ -71 days |
| 2024 | 503 days | NT$5.98 Billion | NT$11.89 Million/day | NT$- | NT$4.75 Billion | ▲ +474 days |
| 2023 | 29 days | NT$403.75 Million | NT$14.01 Million/day | NT$- | NT$100.71 Million | ▼ -276 days |
| 2022 | 305 days | NT$4.00 Billion | NT$13.11 Million/day | NT$- | NT$3.75 Billion | ▼ -49 days |
| 2021 | 354 days | NT$5.69 Billion | NT$16.07 Million/day | NT$- | NT$5.39 Billion | ▼ -54 days |
| 2020 | 408 days | NT$3.19 Billion | NT$7.83 Million/day | NT$- | NT$2.53 Billion | ▲ +97 days |
| 2019 | 311 days | NT$2.08 Billion | NT$6.69 Million/day | NT$- | NT$1.78 Billion | ▼ -23 days |
| 2018 | 334 days | NT$2.06 Billion | NT$6.18 Million/day | NT$- | NT$1.79 Billion | ▲ +127 days |
| 2017 | 207 days | NT$1.32 Billion | NT$6.37 Million/day | NT$- | NT$6.32 Million | ▼ -73 days |
| 2016 | 280 days | NT$1.39 Billion | NT$4.99 Million/day | NT$- | NT$272.00K | ▲ +74 days |
| 2015 | 205 days | NT$1.20 Billion | NT$5.83 Million/day | NT$- | NT$382.00K | ▼ -7 days |
| 2014 | 212 days | NT$765.10 Million | NT$3.61 Million/day | NT$- | NT$702.00K | ▼ -44 days |
| 2013 | 256 days | NT$623.41 Million | NT$2.44 Million/day | NT$- | NT$9.05 Million | ▼ -39 days |
| 2012 | 295 days | NT$417.45 Million | NT$1.42 Million/day | NT$- | NT$18.86 Million | ▲ +295 days |
| 2011 | 0 days | NT$750.00K | NT$2.58 Million/day | NT$- | NT$19.59 Million | ▼ -244 days |
| 2010 | 244 days | NT$930.61 Million | NT$3.81 Million/day | NT$- | NT$31.50 Million | ▲ +80 days |
| 2009 | 164 days | NT$444.73 Million | NT$2.71 Million/day | NT$- | NT$26.93 Million | ▲ +36 days |
| 2008 | 129 days | NT$282.06 Million | NT$2.19 Million/day | NT$- | NT$48.87 Million | ▲ +32 days |
| 2007 | 97 days | NT$316.54 Million | NT$3.28 Million/day | NT$- | NT$35.88 Million | ▼ -50 days |
| 2006 | 147 days | NT$297.16 Million | NT$2.02 Million/day | NT$- | NT$- | ▲ +64 days |
| 2005 | 83 days | NT$267.68 Million | NT$3.23 Million/day | NT$- | NT$33.95 Million | ▼ -103 days |
| 2004 | 186 days | NT$367.13 Million | NT$1.97 Million/day | NT$- | NT$121.34 Million | ▼ -172 days |
| 2003 | 359 days | NT$387.23 Million | NT$1.08 Million/day | NT$- | NT$177.39 Million | ▲ +51 days |
| 2002 | 307 days | NT$625.34 Million | NT$2.03 Million/day | NT$- | NT$419.65 Million | — |