G-Shank Enterprise Co Ltd (2476) — Defensive Interval Ratio
G-Shank Enterprise Co Ltd (2476) has a Defensive Interval Ratio of 611 days as of June 2025. Defensive assets of NT$3.76 Billion (cash NT$-, short-term investments NT$2.24 Billion, receivables NT$1.52 Billion) cover 611 days of daily cash needs of NT$6.15 Million/day. Check tangible equity quality of G-Shank Enterprise Co Ltd to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
G-Shank Enterprise Co Ltd Defensive Interval Ratio (2003–2024)
This chart shows how G-Shank Enterprise Co Ltd's Defensive Interval Ratio has evolved across 22 annual periods from 2003 to 2024. As of June 2025, the ratio stands at 611 days, meaning defensive assets of NT$3.76 Billion can fund 611 days of operations without new revenue. Also explore G-Shank Enterprise Co Ltd net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for G-Shank Enterprise Co Ltd (2003–2024)
The table below presents the year-by-year Defensive Interval Ratio for G-Shank Enterprise Co Ltd from 2003 to 2024, covering 22 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 2476 company net worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 688 days | NT$3.82 Billion | NT$5.55 Million/day | NT$- | NT$2.36 Billion | ▲ +455 days |
| 2023 | 233 days | NT$1.47 Billion | NT$6.29 Million/day | NT$- | NT$22.22 Million | ▼ -153 days |
| 2022 | 386 days | NT$2.57 Billion | NT$6.68 Million/day | NT$- | NT$897.80 Million | ▼ -10 days |
| 2021 | 395 days | NT$2.80 Billion | NT$7.09 Million/day | NT$- | NT$1.19 Billion | ▼ -33 days |
| 2020 | 428 days | NT$2.56 Billion | NT$5.97 Million/day | NT$- | NT$1.22 Billion | ▲ +13 days |
| 2019 | 415 days | NT$2.15 Billion | NT$5.18 Million/day | NT$- | NT$874.26 Million | ▼ -17 days |
| 2018 | 433 days | NT$2.07 Billion | NT$4.78 Million/day | NT$- | NT$639.34 Million | ▼ -347 days |
| 2017 | 779 days | NT$3.76 Billion | NT$4.82 Million/day | NT$- | NT$2.31 Billion | ▼ -58 days |
| 2016 | 837 days | NT$3.50 Billion | NT$4.19 Million/day | NT$- | NT$2.26 Billion | ▼ -42 days |
| 2015 | 879 days | NT$2.66 Billion | NT$3.02 Million/day | NT$- | NT$1.54 Billion | ▲ +9 days |
| 2014 | 870 days | NT$2.73 Billion | NT$3.14 Million/day | NT$- | NT$1.63 Billion | ▼ -208 days |
| 2013 | 1079 days | NT$2.82 Billion | NT$2.61 Million/day | NT$- | NT$1.71 Billion | ▲ +501 days |
| 2012 | 578 days | NT$1.26 Billion | NT$2.19 Million/day | NT$- | NT$232.66 Million | ▲ +41 days |
| 2011 | 537 days | NT$1.21 Billion | NT$2.25 Million/day | NT$- | NT$267.27 Million | ▼ -36 days |
| 2010 | 573 days | NT$1.31 Billion | NT$2.28 Million/day | NT$- | NT$246.35 Million | ▼ -25 days |
| 2009 | 598 days | NT$1.07 Billion | NT$1.79 Million/day | NT$- | NT$158.43 Million | ▲ +116 days |
| 2008 | 482 days | NT$890.39 Million | NT$1.85 Million/day | NT$- | NT$44.46 Million | ▲ +16 days |
| 2007 | 466 days | NT$1.64 Billion | NT$3.51 Million/day | NT$- | NT$576.55 Million | ▲ +170 days |
| 2006 | 295 days | NT$912.52 Million | NT$3.09 Million/day | NT$- | NT$- | ▼ -182 days |
| 2005 | 478 days | NT$1.68 Billion | NT$3.51 Million/day | NT$- | NT$1.00 Billion | ▲ +203 days |
| 2004 | 274 days | NT$1.51 Billion | NT$5.49 Million/day | NT$- | NT$996.99 Million | ▼ -86 days |
| 2003 | 361 days | NT$1.81 Billion | NT$5.01 Million/day | NT$- | NT$1.35 Billion | — |