Prince Housing & Development Corp (2511) — Defensive Interval Ratio
Prince Housing & Development Corp (2511) has a Defensive Interval Ratio of 481 days as of March 2026. Defensive assets of NT$7.47 Billion (cash NT$-, short-term investments NT$6.42 Billion, receivables NT$1.06 Billion) cover 481 days of daily cash needs of NT$15.53 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Prince Housing & Development Corp Defensive Interval Ratio (2000–2025)
This chart shows how Prince Housing & Development Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 481 days, meaning defensive assets of NT$7.47 Billion can fund 481 days of operations without new revenue. For the complete balance sheet picture, see 2511 total asset value.
Annual Defensive Interval Ratio for Prince Housing & Development Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Prince Housing & Development 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. See Prince Housing & Development Corp (2511) working capital 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 | 499 days | NT$7.37 Billion | NT$14.76 Million/day | NT$- | NT$5.68 Billion | ▼ -65 days |
| 2024 | 564 days | NT$6.56 Billion | NT$11.63 Million/day | NT$- | NT$5.37 Billion | ▲ +33 days |
| 2023 | 530 days | NT$6.42 Billion | NT$12.10 Million/day | NT$- | NT$5.07 Billion | ▲ +321 days |
| 2022 | 209 days | NT$6.10 Billion | NT$29.16 Million/day | NT$- | NT$4.77 Billion | ▼ -4 days |
| 2021 | 214 days | NT$5.23 Billion | NT$24.48 Million/day | NT$- | NT$3.90 Billion | ▲ +31 days |
| 2020 | 182 days | NT$3.23 Billion | NT$17.74 Million/day | NT$- | NT$1.87 Billion | ▲ +58 days |
| 2019 | 124 days | NT$3.76 Billion | NT$30.38 Million/day | NT$- | NT$2.58 Billion | ▼ -56 days |
| 2018 | 180 days | NT$5.03 Billion | NT$27.96 Million/day | NT$- | NT$2.50 Billion | ▲ +96 days |
| 2017 | 84 days | NT$3.53 Billion | NT$42.04 Million/day | NT$- | NT$2.19 Billion | ▼ -19 days |
| 2016 | 103 days | NT$3.62 Billion | NT$35.10 Million/day | NT$- | NT$1.59 Billion | ▼ -74 days |
| 2015 | 177 days | NT$6.30 Billion | NT$35.62 Million/day | NT$- | NT$2.45 Billion | ▼ -39 days |
| 2014 | 216 days | NT$10.20 Billion | NT$47.18 Million/day | NT$- | NT$3.01 Billion | ▲ +3 days |
| 2013 | 213 days | NT$9.15 Billion | NT$42.88 Million/day | NT$- | NT$3.40 Billion | ▲ +90 days |
| 2012 | 123 days | NT$5.82 Billion | NT$47.28 Million/day | NT$- | NT$1.09 Billion | ▲ +75 days |
| 2011 | 48 days | NT$2.71 Billion | NT$55.97 Million/day | NT$- | NT$447.49 Million | ▼ -6 days |
| 2010 | 54 days | NT$2.13 Billion | NT$39.38 Million/day | NT$- | NT$256.82 Million | ▲ +8 days |
| 2009 | 46 days | NT$2.09 Billion | NT$45.27 Million/day | NT$- | NT$650.05 Million | ▲ +8 days |
| 2008 | 38 days | NT$2.00 Billion | NT$53.01 Million/day | NT$- | NT$709.31 Million | ▼ -25 days |
| 2007 | 63 days | NT$3.11 Billion | NT$49.17 Million/day | NT$- | NT$1.01 Billion | ▼ -42 days |
| 2006 | 105 days | NT$5.45 Billion | NT$51.86 Million/day | NT$- | NT$442.71 Million | ▲ +10 days |
| 2005 | 96 days | NT$4.64 Billion | NT$48.50 Million/day | NT$- | NT$273.43 Million | ▲ +10 days |
| 2004 | 85 days | NT$3.86 Billion | NT$45.31 Million/day | NT$- | NT$320.99 Million | ▲ +19 days |
| 2003 | 66 days | NT$2.70 Billion | NT$40.62 Million/day | NT$- | NT$162.95 Million | ▲ +26 days |
| 2002 | 40 days | NT$960.90 Million | NT$23.88 Million/day | NT$- | NT$179.26 Million | ▼ -11 days |
| 2001 | 51 days | NT$1.35 Billion | NT$26.59 Million/day | NT$- | NT$246.39 Million | ▲ +0 days |
| 2000 | 51 days | NT$1.55 Billion | NT$30.53 Million/day | NT$- | NT$53.82 Million | — |