WPG Holdings Ltd Defensive Interval Ratio
WPG Holdings Ltd defensive interval ratio. WPG Holdings Ltd (3702) has a Defensive Interval Ratio of 236 days as of June 2026. Defensive assets of NT$308.41 Billion (cash NT$-, short-term investments NT$506.76 Million, receivables NT$307.90 Billion) cover 236 days of daily cash needs of NT$1.31 Billion/day. See 3702 working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of WPG Holdings Ltd (2005–2025)
Defensive interval ratio of WPG Holdings Ltd from 2005 to 2025. This chart shows how WPG Holdings Ltd's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of June 2026, the ratio stands at 236 days, meaning defensive assets of NT$308.41 Billion can fund 236 days of operations without new revenue. Check 3702 asset liquidity ratio to evaluate the company's liquid asset resilience ratio.
WPG Holdings Ltd Defensive Interval Ratio by Year (2005–2025)
WPG Holdings Ltd defensive interval ratio by year from 2005 to 2025. The table below presents the year-by-year Defensive Interval Ratio for WPG Holdings Ltd from 2005 to 2025, covering 21 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 3702 total asset value.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 244 days | NT$191.28 Billion | NT$783.40 Million/day | NT$- | NT$528.45 Million | ▲ +13 days |
| 2024 | 231 days | NT$178.13 Billion | NT$770.98 Million/day | NT$- | NT$504.05 Million | ▼ -21 days |
| 2023 | 252 days | NT$141.73 Billion | NT$562.42 Million/day | NT$- | NT$557.42 Million | ▼ -9 days |
| 2022 | 261 days | NT$141.00 Billion | NT$539.88 Million/day | NT$- | NT$285.02 Million | ▼ -23 days |
| 2021 | 284 days | NT$141.81 Billion | NT$499.24 Million/day | NT$- | NT$228.59 Million | ▼ -27 days |
| 2020 | 311 days | NT$124.89 Billion | NT$401.80 Million/day | NT$- | NT$333.81 Million | ▲ +21 days |
| 2019 | 290 days | NT$124.61 Billion | NT$430.02 Million/day | NT$- | NT$423.70 Million | ▼ -19 days |
| 2018 | 309 days | NT$107.06 Billion | NT$346.48 Million/day | NT$- | NT$226.41 Million | ▲ +9 days |
| 2017 | 300 days | NT$97.16 Billion | NT$323.73 Million/day | NT$- | NT$28.05 Million | ▼ -11 days |
| 2016 | 311 days | NT$104.28 Billion | NT$335.03 Million/day | NT$- | NT$61.56 Million | ▼ -21 days |
| 2015 | 332 days | NT$101.64 Billion | NT$305.71 Million/day | NT$- | NT$98.05 Million | ▲ +23 days |
| 2014 | 309 days | NT$84.87 Billion | NT$274.62 Million/day | NT$- | NT$64.37 Million | ▲ +13 days |
| 2013 | 296 days | NT$73.99 Billion | NT$249.70 Million/day | NT$- | NT$131.87 Million | ▼ -10 days |
| 2012 | 306 days | NT$62.50 Billion | NT$203.92 Million/day | NT$- | NT$1.56 Billion | ▲ +8 days |
| 2011 | 299 days | NT$54.58 Billion | NT$182.68 Million/day | NT$- | NT$3.32 Billion | ▲ +9 days |
| 2010 | 290 days | NT$45.97 Billion | NT$158.69 Million/day | NT$- | NT$4.86 Billion | ▼ -71 days |
| 2009 | 360 days | NT$34.23 Billion | NT$94.97 Million/day | NT$- | NT$1.61 Billion | ▲ +87 days |
| 2008 | 274 days | NT$19.15 Billion | NT$69.98 Million/day | NT$- | NT$1.32 Billion | ▼ -48 days |
| 2007 | 321 days | NT$24.83 Billion | NT$77.27 Million/day | NT$- | NT$1.39 Billion | ▼ -32 days |
| 2006 | 353 days | NT$19.05 Billion | NT$53.99 Million/day | NT$- | NT$1.19 Billion | ▲ +46 days |
| 2005 | 307 days | NT$22.29 Billion | NT$72.65 Million/day | NT$- | NT$1.55 Billion | — |