Continental Holdings Corp Defensive Interval Ratio
Continental Holdings Corp defensive interval ratio. Continental Holdings Corp (3703) has a Defensive Interval Ratio of 71 days as of December 2025. Defensive assets of NT$10.10 Billion (cash NT$-, short-term investments NT$202.98 Million, receivables NT$9.90 Billion) cover 71 days of daily cash needs of NT$142.13 Million/day. See Continental Holdings Corp current assets vs equity 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 Continental Holdings Corp (2003–2025)
Defensive interval ratio of Continental Holdings Corp from 2003 to 2025. This chart shows how Continental Holdings Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of December 2025, the ratio stands at 71 days, meaning defensive assets of NT$10.10 Billion can fund 71 days of operations without new revenue. Check 3703 financial resilience to evaluate the company's liquid asset resilience ratio.
Continental Holdings Corp Defensive Interval Ratio by Year (2003–2025)
Continental Holdings Corp defensive interval ratio by year from 2003 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Continental Holdings Corp from 2003 to 2025, covering 23 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 balance sheet size of Continental Holdings Corp.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 71 days | NT$10.10 Billion | NT$142.13 Million/day | NT$- | NT$202.98 Million | ▲ +3 days |
| 2024 | 68 days | NT$8.18 Billion | NT$119.75 Million/day | NT$- | NT$- | ▼ -25 days |
| 2023 | 93 days | NT$8.88 Billion | NT$95.65 Million/day | NT$- | NT$168.87 Million | ▼ -7 days |
| 2022 | 100 days | NT$9.17 Billion | NT$92.07 Million/day | NT$- | NT$583.68 Million | ▲ +171 days |
| 2021 | -71 days | NT$-5.80 Billion | NT$81.80 Million/day | NT$- | NT$-14.13 Billion | ▲ +30 days |
| 2020 | -101 days | NT$-8.36 Billion | NT$83.18 Million/day | NT$- | NT$-16.00 Billion | ▼ -19 days |
| 2019 | -82 days | NT$-5.98 Billion | NT$72.93 Million/day | NT$- | NT$-14.38 Billion | ▼ -230 days |
| 2018 | 148 days | NT$11.18 Billion | NT$75.69 Million/day | NT$- | NT$2.00 Billion | ▼ -10 days |
| 2017 | 158 days | NT$11.55 Billion | NT$73.22 Million/day | NT$- | NT$1.54 Billion | ▼ -34 days |
| 2016 | 191 days | NT$11.75 Billion | NT$61.38 Million/day | NT$- | NT$2.95 Billion | ▲ +30 days |
| 2015 | 161 days | NT$10.92 Billion | NT$67.83 Million/day | NT$- | NT$1.66 Billion | ▼ -7 days |
| 2014 | 168 days | NT$10.49 Billion | NT$62.49 Million/day | NT$- | NT$2.98 Billion | ▲ +5 days |
| 2013 | 162 days | NT$11.34 Billion | NT$69.78 Million/day | NT$- | NT$4.09 Billion | ▼ -32 days |
| 2012 | 194 days | NT$13.03 Billion | NT$67.01 Million/day | NT$- | NT$8.14 Billion | ▲ +80 days |
| 2011 | 115 days | NT$6.71 Billion | NT$58.51 Million/day | NT$- | NT$1.63 Billion | ▲ +30 days |
| 2010 | 85 days | NT$5.90 Billion | NT$69.49 Million/day | NT$- | NT$1.07 Billion | ▼ -30 days |
| 2009 | 115 days | NT$5.82 Billion | NT$50.70 Million/day | NT$- | NT$1.25 Billion | ▼ -7 days |
| 2008 | 122 days | NT$6.21 Billion | NT$50.94 Million/day | NT$- | NT$1.25 Billion | ▲ +23 days |
| 2007 | 99 days | NT$4.79 Billion | NT$48.51 Million/day | NT$- | NT$928.48 Million | ▼ -2 days |
| 2006 | 100 days | NT$4.44 Billion | NT$44.28 Million/day | NT$- | NT$840.54 Million | ▼ -18 days |
| 2005 | 118 days | NT$4.05 Billion | NT$34.17 Million/day | NT$- | NT$1.23 Billion | ▲ +7 days |
| 2004 | 112 days | NT$4.55 Billion | NT$40.84 Million/day | NT$- | NT$1.23 Billion | ▲ +22 days |
| 2003 | 90 days | NT$3.12 Billion | NT$34.79 Million/day | NT$- | NT$668.99 Million | — |