President Chain Store Corp (2912) — Defensive Interval Ratio
President Chain Store Corp (2912) has a Defensive Interval Ratio of 45 days as of March 2026. Defensive assets of NT$14.14 Billion (cash NT$-, short-term investments NT$2.01 Billion, receivables NT$12.13 Billion) cover 45 days of daily cash needs of NT$311.64 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
President Chain Store Corp Defensive Interval Ratio (2000–2025)
This chart shows how President Chain Store Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 45 days, meaning defensive assets of NT$14.14 Billion can fund 45 days of operations without new revenue. For the complete balance sheet picture, see President Chain Store Corp assets under control.
Annual Defensive Interval Ratio for President Chain Store Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for President Chain Store 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 President Chain Store Corp working capital to net assets 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 | 39 days | NT$12.84 Billion | NT$330.41 Million/day | NT$- | NT$1.70 Billion | ▼ -5 days |
| 2024 | 44 days | NT$12.90 Billion | NT$295.26 Million/day | NT$- | NT$1.74 Billion | ▼ -7 days |
| 2023 | 51 days | NT$15.26 Billion | NT$298.31 Million/day | NT$- | NT$7.92 Billion | ▲ +14 days |
| 2022 | 37 days | NT$9.81 Billion | NT$267.70 Million/day | NT$- | NT$531.19 Million | ▼ -4 days |
| 2021 | 40 days | NT$9.82 Billion | NT$242.73 Million/day | NT$- | NT$660.15 Million | ▼ -5 days |
| 2020 | 45 days | NT$10.27 Billion | NT$226.57 Million/day | NT$- | NT$2.11 Billion | ▲ +3 days |
| 2019 | 42 days | NT$8.97 Billion | NT$211.92 Million/day | NT$- | NT$1.70 Billion | ▲ +1 days |
| 2018 | 41 days | NT$7.65 Billion | NT$186.61 Million/day | NT$- | NT$844.23 Million | ▼ -153 days |
| 2017 | 194 days | NT$34.84 Billion | NT$179.78 Million/day | NT$- | NT$1.56 Billion | ▲ +150 days |
| 2016 | 44 days | NT$6.32 Billion | NT$144.10 Million/day | NT$- | NT$847.95 Million | ▼ -39 days |
| 2015 | 83 days | NT$11.26 Billion | NT$136.13 Million/day | NT$- | NT$5.62 Billion | ▼ -12 days |
| 2014 | 95 days | NT$12.74 Billion | NT$134.69 Million/day | NT$- | NT$6.77 Billion | ▲ +1 days |
| 2013 | 94 days | NT$12.13 Billion | NT$129.14 Million/day | NT$- | NT$7.20 Billion | ▼ -3 days |
| 2012 | 97 days | NT$12.85 Billion | NT$131.98 Million/day | NT$- | NT$6.16 Billion | ▼ -14 days |
| 2011 | 111 days | NT$13.01 Billion | NT$117.39 Million/day | NT$- | NT$7.52 Billion | ▼ -34 days |
| 2010 | 145 days | NT$14.68 Billion | NT$101.48 Million/day | NT$- | NT$10.14 Billion | ▼ -1 days |
| 2009 | 145 days | NT$13.42 Billion | NT$92.37 Million/day | NT$- | NT$8.30 Billion | ▲ +22 days |
| 2008 | 124 days | NT$10.88 Billion | NT$88.06 Million/day | NT$- | NT$6.88 Billion | ▲ +38 days |
| 2007 | 85 days | NT$6.70 Billion | NT$78.61 Million/day | NT$- | NT$3.65 Billion | ▲ +25 days |
| 2006 | 60 days | NT$4.41 Billion | NT$73.55 Million/day | NT$- | NT$1.42 Billion | ▲ +2 days |
| 2005 | 58 days | NT$3.51 Billion | NT$60.13 Million/day | NT$- | NT$981.79 Million | ▲ +9 days |
| 2004 | 50 days | NT$1.91 Billion | NT$38.34 Million/day | NT$- | NT$549.29 Million | ▼ -2 days |
| 2003 | 52 days | NT$1.93 Billion | NT$37.19 Million/day | NT$- | NT$453.91 Million | ▼ -10 days |
| 2002 | 62 days | NT$2.02 Billion | NT$32.56 Million/day | NT$- | NT$846.05 Million | ▼ -83 days |
| 2001 | 145 days | NT$3.85 Billion | NT$26.59 Million/day | NT$- | NT$2.72 Billion | ▲ +40 days |
| 2000 | 105 days | NT$2.06 Billion | NT$19.66 Million/day | NT$- | NT$979.33 Million | — |