Highwealth Construction Corp (2542) — Defensive Interval Ratio
Highwealth Construction Corp (2542) has a Defensive Interval Ratio of 50 days as of September 2025. Defensive assets of NT$24.42 Billion (cash NT$-, short-term investments NT$23.46 Billion, receivables NT$969.00 Million) cover 50 days of daily cash needs of NT$493.37 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Highwealth Construction Corp Defensive Interval Ratio (2002–2024)
This chart shows how Highwealth Construction Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 50 days, meaning defensive assets of NT$24.42 Billion can fund 50 days of operations without new revenue. For the complete balance sheet picture, see Highwealth Construction Corp balance sheet assets.
Annual Defensive Interval Ratio for Highwealth Construction Corp (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Highwealth Construction Corp from 2002 to 2024, covering 23 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 Highwealth Construction Corp short-term liquidity 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) |
|---|---|---|---|---|---|---|
| 2024 | 48 days | NT$20.51 Billion | NT$430.71 Million/day | NT$- | NT$19.25 Billion | ▼ -8 days |
| 2023 | 56 days | NT$23.03 Billion | NT$413.97 Million/day | NT$- | NT$20.84 Billion | ▲ +5 days |
| 2022 | 51 days | NT$20.43 Billion | NT$404.20 Million/day | NT$- | NT$14.66 Billion | ▼ -1 days |
| 2021 | 52 days | NT$18.76 Billion | NT$360.92 Million/day | NT$- | NT$13.77 Billion | ▲ +2 days |
| 2020 | 50 days | NT$15.90 Billion | NT$316.10 Million/day | NT$- | NT$12.58 Billion | ▲ +12 days |
| 2019 | 38 days | NT$8.07 Billion | NT$212.49 Million/day | NT$- | NT$6.12 Billion | ▼ -7 days |
| 2018 | 45 days | NT$7.62 Billion | NT$168.93 Million/day | NT$- | NT$5.04 Billion | ▼ 0 days |
| 2017 | 46 days | NT$7.98 Billion | NT$174.97 Million/day | NT$- | NT$5.72 Billion | ▲ +2 days |
| 2016 | 43 days | NT$6.95 Billion | NT$160.73 Million/day | NT$- | NT$5.58 Billion | ▼ -4 days |
| 2015 | 47 days | NT$9.12 Billion | NT$192.37 Million/day | NT$- | NT$7.25 Billion | ▼ -4 days |
| 2014 | 52 days | NT$9.99 Billion | NT$192.54 Million/day | NT$- | NT$8.45 Billion | ▲ +7 days |
| 2013 | 45 days | NT$9.24 Billion | NT$206.91 Million/day | NT$- | NT$8.51 Billion | ▲ +33 days |
| 2012 | 12 days | NT$2.17 Billion | NT$185.13 Million/day | NT$- | NT$1.35 Billion | ▲ +1 days |
| 2011 | 11 days | NT$1.54 Billion | NT$137.77 Million/day | NT$- | NT$845.95 Million | ▲ +1 days |
| 2010 | 10 days | NT$1.22 Billion | NT$123.23 Million/day | NT$- | NT$739.21 Million | ▼ -2 days |
| 2009 | 12 days | NT$1.32 Billion | NT$110.47 Million/day | NT$- | NT$735.51 Million | ▲ +4 days |
| 2008 | 8 days | NT$476.93 Million | NT$58.45 Million/day | NT$- | NT$67.20 Million | ▼ -14 days |
| 2007 | 23 days | NT$1.14 Billion | NT$50.47 Million/day | NT$- | NT$164.51 Million | ▼ -24 days |
| 2006 | 47 days | NT$2.05 Billion | NT$43.94 Million/day | NT$- | NT$218.72 Million | ▼ -24 days |
| 2005 | 71 days | NT$1.46 Billion | NT$20.67 Million/day | NT$- | NT$662.34 Million | ▼ -10 days |
| 2004 | 80 days | NT$1.04 Billion | NT$12.97 Million/day | NT$- | NT$647.21 Million | ▼ -1 days |
| 2003 | 81 days | NT$619.98 Million | NT$7.63 Million/day | NT$- | NT$271.75 Million | ▲ +59 days |
| 2002 | 22 days | NT$157.30 Million | NT$7.19 Million/day | NT$- | NT$- | — |