Unizyx Holding Corp (3704) — Defensive Interval Ratio
Unizyx Holding Corp (3704) has a Defensive Interval Ratio of 252 days as of June 2026. Defensive assets of NT$10.95 Billion (cash NT$-, short-term investments NT$591.67 Million, receivables NT$10.36 Billion) cover 252 days of daily cash needs of NT$43.49 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Unizyx Holding Corp Defensive Interval Ratio (2000–2025)
This chart shows how Unizyx Holding Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2026, the ratio stands at 252 days, meaning defensive assets of NT$10.95 Billion can fund 252 days of operations without new revenue. For the complete balance sheet picture, see 3704 current and non-current assets.
Annual Defensive Interval Ratio for Unizyx Holding Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Unizyx Holding 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 Unizyx Holding 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 | 271 days | NT$6.90 Billion | NT$25.49 Million/day | NT$- | NT$804.56 Million | ▼ -75 days |
| 2024 | 346 days | NT$8.28 Billion | NT$23.97 Million/day | NT$- | NT$812.16 Million | ▲ +25 days |
| 2023 | 320 days | NT$7.14 Billion | NT$22.27 Million/day | NT$- | NT$180.66 Million | ▲ +101 days |
| 2022 | 219 days | NT$8.64 Billion | NT$39.46 Million/day | NT$- | NT$186.51 Million | ▼ -11 days |
| 2021 | 230 days | NT$6.00 Billion | NT$26.09 Million/day | NT$- | NT$456.64 Million | ▲ +5 days |
| 2020 | 225 days | NT$6.51 Billion | NT$28.99 Million/day | NT$- | NT$658.63 Million | ▼ -5 days |
| 2019 | 230 days | NT$4.81 Billion | NT$20.93 Million/day | NT$- | NT$71.84 Million | ▼ -55 days |
| 2018 | 285 days | NT$7.44 Billion | NT$26.10 Million/day | NT$- | NT$432.02 Million | ▲ +8 days |
| 2017 | 277 days | NT$4.70 Billion | NT$16.99 Million/day | NT$- | NT$32.53 Million | ▼ -55 days |
| 2016 | 332 days | NT$5.48 Billion | NT$16.53 Million/day | NT$- | NT$65.26 Million | ▲ +63 days |
| 2015 | 269 days | NT$5.71 Billion | NT$21.24 Million/day | NT$- | NT$48.19 Million | ▼ -42 days |
| 2014 | 311 days | NT$5.95 Billion | NT$19.15 Million/day | NT$- | NT$104.36 Million | ▼ -15 days |
| 2013 | 326 days | NT$4.88 Billion | NT$14.97 Million/day | NT$- | NT$110.61 Million | ▲ +9 days |
| 2012 | 318 days | NT$3.66 Billion | NT$11.51 Million/day | NT$- | NT$145.24 Million | ▼ -23 days |
| 2011 | 341 days | NT$3.52 Billion | NT$10.33 Million/day | NT$- | NT$297.51 Million | ▼ -6 days |
| 2010 | 347 days | NT$4.13 Billion | NT$11.89 Million/day | NT$- | NT$309.75 Million | ▼ -33 days |
| 2009 | 380 days | NT$2.92 Billion | NT$7.69 Million/day | NT$- | NT$491.94 Million | ▼ -342 days |
| 2008 | 722 days | NT$4.87 Billion | NT$6.75 Million/day | NT$- | NT$1.95 Billion | ▼ -96 days |
| 2007 | 818 days | NT$6.30 Billion | NT$7.70 Million/day | NT$- | NT$2.28 Billion | ▲ +266 days |
| 2006 | 553 days | NT$4.89 Billion | NT$8.84 Million/day | NT$- | NT$1.85 Billion | ▼ -21 days |
| 2005 | 573 days | NT$4.16 Billion | NT$7.25 Million/day | NT$- | NT$2.13 Billion | ▼ -106 days |
| 2004 | 679 days | NT$3.44 Billion | NT$5.07 Million/day | NT$- | NT$1.74 Billion | ▲ +303 days |
| 2003 | 377 days | NT$2.24 Billion | NT$5.94 Million/day | NT$- | NT$1.05 Billion | ▼ -117 days |
| 2002 | 493 days | NT$1.65 Billion | NT$3.35 Million/day | NT$- | NT$746.67 Million | ▼ -751 days |
| 2001 | 1244 days | NT$2.09 Billion | NT$1.68 Million/day | NT$- | NT$1.61 Billion | ▲ +738 days |
| 2000 | 507 days | NT$1.02 Billion | NT$2.01 Million/day | NT$- | NT$227.38 Million | — |