Powercom Co Ltd (3043) — Defensive Interval Ratio
Powercom Co Ltd (3043) has a Defensive Interval Ratio of 93 days as of December 2025. Defensive assets of NT$250.45 Million (cash NT$-, short-term investments NT$-, receivables NT$250.45 Million) cover 93 days of daily cash needs of NT$2.69 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Powercom Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Powercom Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 93 days, meaning defensive assets of NT$250.45 Million can fund 93 days of operations without new revenue. For the complete balance sheet picture, see Powercom Co Ltd asset portfolio.
Annual Defensive Interval Ratio for Powercom Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Powercom 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. See Powercom Co Ltd current assets vs equity 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 | 93 days | NT$250.45 Million | NT$2.69 Million/day | NT$- | NT$- | ▼ -2 days |
| 2024 | 95 days | NT$255.16 Million | NT$2.69 Million/day | NT$- | NT$- | ▲ +29 days |
| 2023 | 66 days | NT$159.45 Million | NT$2.41 Million/day | NT$- | NT$568.00K | ▼ -41 days |
| 2022 | 107 days | NT$300.13 Million | NT$2.81 Million/day | NT$- | NT$1.29 Million | ▲ +37 days |
| 2021 | 70 days | NT$201.18 Million | NT$2.88 Million/day | NT$- | NT$1.29 Million | ▼ -14 days |
| 2020 | 84 days | NT$232.89 Million | NT$2.79 Million/day | NT$- | NT$- | ▼ -9 days |
| 2019 | 93 days | NT$273.92 Million | NT$2.95 Million/day | NT$- | NT$- | ▲ +5 days |
| 2018 | 88 days | NT$271.79 Million | NT$3.08 Million/day | NT$- | NT$54.73 Million | ▲ +8 days |
| 2017 | 81 days | NT$259.67 Million | NT$3.22 Million/day | NT$- | NT$3.18 Million | ▼ -1 days |
| 2016 | 81 days | NT$282.56 Million | NT$3.48 Million/day | NT$- | NT$4.57 Million | ▼ 0 days |
| 2015 | 82 days | NT$300.14 Million | NT$3.67 Million/day | NT$- | NT$1.46 Million | ▼ -1 days |
| 2014 | 82 days | NT$360.36 Million | NT$4.38 Million/day | NT$- | NT$9.98 Million | ▼ -19 days |
| 2013 | 102 days | NT$438.69 Million | NT$4.32 Million/day | NT$- | NT$2.77 Million | ▼ -17 days |
| 2012 | 119 days | NT$595.22 Million | NT$5.01 Million/day | NT$- | NT$2.33 Million | ▼ -27 days |
| 2011 | 146 days | NT$1.21 Billion | NT$8.27 Million/day | NT$- | NT$6.57 Million | ▼ -94 days |
| 2010 | 240 days | NT$1.80 Billion | NT$7.50 Million/day | NT$- | NT$8.58 Million | ▼ -21 days |
| 2009 | 262 days | NT$1.23 Billion | NT$4.68 Million/day | NT$- | NT$7.90 Million | ▲ +3 days |
| 2008 | 259 days | NT$1.17 Billion | NT$4.52 Million/day | NT$- | NT$4.47 Million | ▼ -43 days |
| 2007 | 302 days | NT$1.15 Billion | NT$3.80 Million/day | NT$- | NT$6.81 Million | ▼ -46 days |
| 2006 | 347 days | NT$1.06 Billion | NT$3.06 Million/day | NT$- | NT$- | ▼ -10 days |
| 2005 | 357 days | NT$1.05 Billion | NT$2.95 Million/day | NT$- | NT$9.84 Million | ▼ -95 days |
| 2004 | 452 days | NT$869.30 Million | NT$1.92 Million/day | NT$- | NT$12.20 Million | ▼ -98 days |
| 2003 | 551 days | NT$894.83 Million | NT$1.63 Million/day | NT$- | NT$38.71 Million | ▼ -27 days |
| 2002 | 577 days | NT$787.14 Million | NT$1.36 Million/day | NT$- | NT$49.25 Million | — |