Collins Co Ltd Defensive Interval Ratio
Collins Co Ltd defensive interval ratio. Collins Co Ltd (2906) has a Defensive Interval Ratio of 195 days as of March 2026. Defensive assets of NT$2.30 Billion (cash NT$-, short-term investments NT$399.70 Million, receivables NT$1.90 Billion) cover 195 days of daily cash needs of NT$11.78 Million/day. Explore 2906 long-term investments to assets to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Collins Co Ltd (2002–2025)
Defensive interval ratio of Collins Co Ltd from 2002 to 2025. This chart shows how Collins Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 195 days, meaning defensive assets of NT$2.30 Billion can fund 195 days of operations without new revenue. Read 2906 total debt and obligations for a breakdown of total debt and financial obligations.
Collins Co Ltd Defensive Interval Ratio by Year (2002–2025)
Collins Co Ltd defensive interval ratio by year from 2002 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Collins Co Ltd 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 the complete balance sheet picture, see Collins Co Ltd assets under control.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 215 days | NT$2.45 Billion | NT$11.39 Million/day | NT$- | NT$388.25 Million | ▼ -8 days |
| 2024 | 223 days | NT$2.48 Billion | NT$11.14 Million/day | NT$- | NT$438.37 Million | ▼ -60 days |
| 2023 | 283 days | NT$2.12 Billion | NT$7.50 Million/day | NT$- | NT$190.78 Million | ▲ +10 days |
| 2022 | 273 days | NT$2.37 Billion | NT$8.69 Million/day | NT$- | NT$378.09 Million | ▲ +14 days |
| 2021 | 259 days | NT$2.50 Billion | NT$9.63 Million/day | NT$- | NT$380.31 Million | ▼ -26 days |
| 2020 | 285 days | NT$2.03 Billion | NT$7.12 Million/day | NT$- | NT$364.59 Million | ▼ -18 days |
| 2019 | 303 days | NT$2.10 Billion | NT$6.94 Million/day | NT$- | NT$231.18 Million | ▼ -2 days |
| 2018 | 305 days | NT$2.05 Billion | NT$6.70 Million/day | NT$- | NT$248.65 Million | ▼ -54 days |
| 2017 | 359 days | NT$1.83 Billion | NT$5.09 Million/day | NT$- | NT$235.58 Million | ▲ +22 days |
| 2016 | 337 days | NT$2.23 Billion | NT$6.61 Million/day | NT$- | NT$538.98 Million | ▼ -28 days |
| 2015 | 365 days | NT$1.47 Billion | NT$4.02 Million/day | NT$- | NT$741.39 Million | ▼ -156 days |
| 2014 | 521 days | NT$1.68 Billion | NT$3.22 Million/day | NT$- | NT$742.81 Million | ▼ -227 days |
| 2013 | 748 days | NT$1.68 Billion | NT$2.24 Million/day | NT$- | NT$546.64 Million | ▲ +101 days |
| 2012 | 647 days | NT$1.80 Billion | NT$2.79 Million/day | NT$- | NT$517.93 Million | ▲ +46 days |
| 2011 | 601 days | NT$2.39 Billion | NT$3.98 Million/day | NT$- | NT$546.01 Million | ▲ +17 days |
| 2010 | 584 days | NT$2.18 Billion | NT$3.73 Million/day | NT$- | NT$606.10 Million | ▲ +59 days |
| 2009 | 524 days | NT$2.43 Billion | NT$4.64 Million/day | NT$- | NT$898.22 Million | ▲ +73 days |
| 2008 | 451 days | NT$2.46 Billion | NT$5.45 Million/day | NT$- | NT$410.55 Million | ▼ -238 days |
| 2007 | 689 days | NT$3.81 Billion | NT$5.53 Million/day | NT$- | NT$1.22 Billion | ▲ +261 days |
| 2006 | 428 days | NT$3.61 Billion | NT$8.44 Million/day | NT$- | NT$42.11 Million | ▼ -152 days |
| 2005 | 580 days | NT$4.67 Billion | NT$8.06 Million/day | NT$- | NT$657.00 Million | ▼ -28 days |
| 2004 | 608 days | NT$4.90 Billion | NT$8.05 Million/day | NT$- | NT$397.53 Million | ▼ -38 days |
| 2003 | 646 days | NT$5.25 Billion | NT$8.14 Million/day | NT$- | NT$258.08 Million | ▲ +22 days |
| 2002 | 624 days | NT$4.93 Billion | NT$7.90 Million/day | NT$- | NT$185.97 Million | — |