FIC Global Inc (3701) — Defensive Interval Ratio
FIC Global Inc (3701) has a Defensive Interval Ratio of 383 days as of December 2025. Defensive assets of NT$3.64 Billion (cash NT$-, short-term investments NT$429.97 Million, receivables NT$3.21 Billion) cover 383 days of daily cash needs of NT$9.49 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
FIC Global Inc Defensive Interval Ratio (2004–2025)
This chart shows how FIC Global Inc's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of December 2025, the ratio stands at 383 days, meaning defensive assets of NT$3.64 Billion can fund 383 days of operations without new revenue. For the complete balance sheet picture, see FIC Global Inc (3701) total assets.
Annual Defensive Interval Ratio for FIC Global Inc (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for FIC Global Inc from 2004 to 2025, covering 22 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 3701 net 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 | 383 days | NT$3.64 Billion | NT$9.49 Million/day | NT$- | NT$429.97 Million | ▲ +112 days |
| 2024 | 271 days | NT$5.08 Billion | NT$18.76 Million/day | NT$- | NT$1.01 Billion | ▼ -61 days |
| 2023 | 332 days | NT$3.21 Billion | NT$9.68 Million/day | NT$- | NT$194.05 Million | ▲ +10 days |
| 2022 | 322 days | NT$3.11 Billion | NT$9.67 Million/day | NT$- | NT$111.00 Million | ▲ +4 days |
| 2021 | 317 days | NT$2.75 Billion | NT$8.67 Million/day | NT$- | NT$119.80 Million | ▼ -22 days |
| 2020 | 339 days | NT$2.47 Billion | NT$7.27 Million/day | NT$- | NT$291.43 Million | ▼ -26 days |
| 2019 | 366 days | NT$1.78 Billion | NT$4.85 Million/day | NT$- | NT$322.76 Million | ▼ -28 days |
| 2018 | 394 days | NT$2.25 Billion | NT$5.72 Million/day | NT$- | NT$275.40 Million | ▲ +158 days |
| 2017 | 236 days | NT$2.06 Billion | NT$8.75 Million/day | NT$- | NT$145.08 Million | ▲ +46 days |
| 2016 | 190 days | NT$3.04 Billion | NT$16.00 Million/day | NT$- | NT$746.67 Million | ▲ +19 days |
| 2015 | 171 days | NT$3.63 Billion | NT$21.18 Million/day | NT$- | NT$1.15 Billion | ▼ -12 days |
| 2014 | 183 days | NT$4.75 Billion | NT$25.94 Million/day | NT$- | NT$1.76 Billion | ▼ -79 days |
| 2013 | 262 days | NT$6.68 Billion | NT$25.45 Million/day | NT$- | NT$1.88 Billion | ▲ +102 days |
| 2012 | 160 days | NT$4.01 Billion | NT$25.02 Million/day | NT$- | NT$18.37 Million | ▲ +134 days |
| 2011 | 27 days | NT$627.19 Million | NT$23.34 Million/day | NT$- | NT$39.47 Million | ▼ -138 days |
| 2010 | 165 days | NT$4.80 Billion | NT$29.11 Million/day | NT$- | NT$21.22 Million | ▲ +14 days |
| 2009 | 151 days | NT$5.35 Billion | NT$35.49 Million/day | NT$- | NT$83.07 Million | ▼ -18 days |
| 2008 | 169 days | NT$7.36 Billion | NT$43.64 Million/day | NT$- | NT$118.21 Million | ▼ -35 days |
| 2007 | 204 days | NT$12.46 Billion | NT$61.08 Million/day | NT$- | NT$207.59 Million | ▼ 0 days |
| 2006 | 204 days | NT$11.78 Billion | NT$57.62 Million/day | NT$- | NT$- | ▼ -32 days |
| 2005 | 236 days | NT$14.95 Billion | NT$63.32 Million/day | NT$- | NT$754.40 Million | ▼ -4 days |
| 2004 | 240 days | NT$12.03 Billion | NT$50.07 Million/day | NT$- | NT$516.01 Million | — |