CHC Healthcare Group Defensive Interval Ratio
CHC Healthcare Group defensive interval ratio. CHC Healthcare Group (4164) has a Defensive Interval Ratio of 165 days as of December 2025. Defensive assets of NT$1.21 Billion (cash NT$-, short-term investments NT$67.76 Million, receivables NT$1.14 Billion) cover 165 days of daily cash needs of NT$7.32 Million/day. See 4164 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 CHC Healthcare Group (2009–2025)
Defensive interval ratio of CHC Healthcare Group from 2009 to 2025. This chart shows how CHC Healthcare Group's Defensive Interval Ratio has evolved across 17 annual periods from 2009 to 2025. As of December 2025, the ratio stands at 165 days, meaning defensive assets of NT$1.21 Billion can fund 165 days of operations without new revenue. Check financial resilience of CHC Healthcare Group to evaluate the company's liquid asset resilience ratio.
CHC Healthcare Group Defensive Interval Ratio by Year (2009–2025)
CHC Healthcare Group defensive interval ratio by year from 2009 to 2025. The table below presents the year-by-year Defensive Interval Ratio for CHC Healthcare Group from 2009 to 2025, covering 17 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 total assets of CHC Healthcare Group.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 165 days | NT$1.21 Billion | NT$7.32 Million/day | NT$- | NT$67.76 Million | ▲ +20 days |
| 2024 | 146 days | NT$1.39 Billion | NT$9.57 Million/day | NT$- | NT$83.38 Million | ▼ -172 days |
| 2023 | 318 days | NT$1.24 Billion | NT$3.91 Million/day | NT$- | NT$135.47 Million | ▼ -119 days |
| 2022 | 437 days | NT$1.26 Billion | NT$2.89 Million/day | NT$- | NT$247.06 Million | ▲ +92 days |
| 2021 | 345 days | NT$1.41 Billion | NT$4.07 Million/day | NT$- | NT$425.30 Million | ▼ -125 days |
| 2020 | 470 days | NT$1.36 Billion | NT$2.89 Million/day | NT$- | NT$393.54 Million | ▲ +301 days |
| 2019 | 168 days | NT$1.41 Billion | NT$8.35 Million/day | NT$- | NT$369.37 Million | ▼ -112 days |
| 2018 | 280 days | NT$1.04 Billion | NT$3.71 Million/day | NT$- | NT$53.48 Million | ▲ +331 days |
| 2017 | -51 days | NT$-252.29 Million | NT$4.94 Million/day | NT$- | NT$-1.15 Billion | ▲ +3 days |
| 2016 | -54 days | NT$-321.50 Million | NT$6.00 Million/day | NT$- | NT$-1.16 Billion | ▼ -32 days |
| 2015 | -21 days | NT$-43.43 Million | NT$2.06 Million/day | NT$- | NT$-1.16 Billion | ▼ -267 days |
| 2014 | 246 days | NT$723.84 Million | NT$2.94 Million/day | NT$- | NT$- | ▲ +48 days |
| 2013 | 198 days | NT$595.09 Million | NT$3.01 Million/day | NT$- | NT$- | ▲ +27 days |
| 2012 | 171 days | NT$810.86 Million | NT$4.75 Million/day | NT$- | NT$61.51 Million | ▲ +57 days |
| 2011 | 114 days | NT$516.40 Million | NT$4.53 Million/day | NT$- | NT$15.49 Million | ▲ +5 days |
| 2010 | 109 days | NT$317.05 Million | NT$2.90 Million/day | NT$- | NT$18.97 Million | ▼ -4 days |
| 2009 | 113 days | NT$448.63 Million | NT$3.97 Million/day | NT$- | NT$22.77 Million | — |