HTC Corp (2498) — Defensive Interval Ratio
HTC Corp (2498) has a Defensive Interval Ratio of 496 days as of September 2025. Defensive assets of NT$11.55 Billion (cash NT$-, short-term investments NT$10.77 Billion, receivables NT$771.57 Million) cover 496 days of daily cash needs of NT$23.28 Million/day. See HTC Corp working capital to net assets to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
HTC Corp Defensive Interval Ratio (2001–2024)
This chart shows how HTC Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2001 to 2024. As of September 2025, the ratio stands at 496 days, meaning defensive assets of NT$11.55 Billion can fund 496 days of operations without new revenue. See debt-free asset ratio of HTC Corp to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for HTC Corp (2001–2024)
The table below presents the year-by-year Defensive Interval Ratio for HTC Corp from 2001 to 2024, 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 how much is HTC Corp worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 322 days | NT$11.25 Billion | NT$34.90 Million/day | NT$- | NT$10.64 Billion | ▲ +267 days |
| 2023 | 55 days | NT$2.04 Billion | NT$36.99 Million/day | NT$- | NT$817.86 Million | ▼ -154 days |
| 2022 | 209 days | NT$7.85 Billion | NT$37.61 Million/day | NT$- | NT$6.88 Billion | ▲ +16 days |
| 2021 | 193 days | NT$7.71 Billion | NT$39.91 Million/day | NT$- | NT$7.21 Billion | ▼ -61 days |
| 2020 | 254 days | NT$10.27 Billion | NT$40.48 Million/day | NT$- | NT$9.71 Billion | ▲ +158 days |
| 2019 | 95 days | NT$4.51 Billion | NT$47.33 Million/day | NT$- | NT$3.98 Billion | ▼ -224 days |
| 2018 | 320 days | NT$19.54 Billion | NT$61.14 Million/day | NT$- | NT$17.41 Billion | ▲ +129 days |
| 2017 | 191 days | NT$17.14 Billion | NT$89.88 Million/day | NT$- | NT$8.37 Billion | ▲ +31 days |
| 2016 | 160 days | NT$22.42 Billion | NT$140.48 Million/day | NT$- | NT$6.10 Billion | ▲ +25 days |
| 2015 | 134 days | NT$23.71 Billion | NT$176.64 Million/day | NT$- | NT$4.51 Billion | ▲ +0 days |
| 2014 | 134 days | NT$30.60 Billion | NT$228.11 Million/day | NT$- | NT$605.42 Million | ▲ +23 days |
| 2013 | 111 days | NT$28.68 Billion | NT$258.94 Million/day | NT$- | NT$2.93 Billion | ▼ -45 days |
| 2012 | 156 days | NT$50.67 Billion | NT$325.53 Million/day | NT$- | NT$1.23 Billion | ▼ -8 days |
| 2011 | 164 days | NT$68.25 Billion | NT$416.79 Million/day | NT$- | NT$2.40 Billion | ▼ -38 days |
| 2010 | 202 days | NT$64.05 Billion | NT$316.82 Million/day | NT$- | NT$1.68 Billion | ▲ +186 days |
| 2009 | 16 days | NT$2.30 Billion | NT$145.89 Million/day | NT$- | NT$2.52 Billion | ▼ -178 days |
| 2008 | 194 days | NT$29.16 Billion | NT$150.68 Million/day | NT$- | NT$-294.59 Million | ▼ -13 days |
| 2007 | 206 days | NT$19.87 Billion | NT$96.31 Million/day | NT$- | NT$244.39 Million | ▼ -99 days |
| 2006 | 305 days | NT$19.84 Billion | NT$65.09 Million/day | NT$- | NT$260.23 Million | ▼ -8 days |
| 2005 | 312 days | NT$14.68 Billion | NT$47.00 Million/day | NT$- | NT$127.79 Million | ▼ -22 days |
| 2004 | 334 days | NT$8.59 Billion | NT$25.69 Million/day | NT$- | NT$97.14 Million | ▲ +82 days |
| 2003 | 252 days | NT$5.66 Billion | NT$22.42 Million/day | NT$- | NT$47.28 Million | ▼ -82 days |
| 2002 | 334 days | NT$4.66 Billion | NT$13.97 Million/day | NT$- | NT$- | ▲ +89 days |
| 2001 | 245 days | NT$2.60 Billion | NT$10.62 Million/day | NT$- | NT$- | — |