Chien Kuo Construction Co Ltd (5515) — Defensive Interval Ratio
Chien Kuo Construction Co Ltd (5515) has a Defensive Interval Ratio of 467 days as of March 2026. Defensive assets of NT$6.57 Billion (cash NT$-, short-term investments NT$4.54 Billion, receivables NT$2.04 Billion) cover 467 days of daily cash needs of NT$14.09 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chien Kuo Construction Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Chien Kuo Construction Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 467 days, meaning defensive assets of NT$6.57 Billion can fund 467 days of operations without new revenue. For the complete balance sheet picture, see 5515 total asset value.
Annual Defensive Interval Ratio for Chien Kuo Construction Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Chien Kuo Construction Co Ltd from 2002 to 2025, covering 24 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 Chien Kuo Construction Co Ltd (5515) 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 | 399 days | NT$5.54 Billion | NT$13.89 Million/day | NT$- | NT$3.93 Billion | ▼ -138 days |
| 2024 | 538 days | NT$4.96 Billion | NT$9.24 Million/day | NT$- | NT$3.20 Billion | ▲ +153 days |
| 2023 | 384 days | NT$2.70 Billion | NT$7.02 Million/day | NT$- | NT$1.39 Billion | ▼ -69 days |
| 2022 | 453 days | NT$2.98 Billion | NT$6.58 Million/day | NT$- | NT$1.13 Billion | ▼ -77 days |
| 2021 | 530 days | NT$4.46 Billion | NT$8.42 Million/day | NT$- | NT$2.43 Billion | ▲ +68 days |
| 2020 | 462 days | NT$4.59 Billion | NT$9.94 Million/day | NT$- | NT$2.06 Billion | ▼ -73 days |
| 2019 | 535 days | NT$3.82 Billion | NT$7.14 Million/day | NT$- | NT$169.64 Million | ▲ +17 days |
| 2018 | 518 days | NT$4.25 Billion | NT$8.21 Million/day | NT$- | NT$200.50 Million | ▲ +94 days |
| 2017 | 424 days | NT$4.32 Billion | NT$10.17 Million/day | NT$- | NT$679.01 Million | ▼ -261 days |
| 2016 | 685 days | NT$4.41 Billion | NT$6.43 Million/day | NT$- | NT$1.30 Billion | ▼ -236 days |
| 2015 | 921 days | NT$5.32 Billion | NT$5.78 Million/day | NT$- | NT$754.09 Million | ▲ +141 days |
| 2014 | 780 days | NT$5.54 Billion | NT$7.10 Million/day | NT$- | NT$328.42 Million | ▲ +309 days |
| 2013 | 471 days | NT$4.25 Billion | NT$9.01 Million/day | NT$- | NT$23.29 Million | ▼ -71 days |
| 2012 | 542 days | NT$4.19 Billion | NT$7.73 Million/day | NT$- | NT$220.36 Million | ▲ +215 days |
| 2011 | 327 days | NT$4.60 Billion | NT$14.05 Million/day | NT$- | NT$313.18 Million | ▼ -171 days |
| 2010 | 498 days | NT$4.72 Billion | NT$9.48 Million/day | NT$- | NT$868.02 Million | ▲ +167 days |
| 2009 | 331 days | NT$4.43 Billion | NT$13.38 Million/day | NT$- | NT$1.13 Billion | ▲ +7 days |
| 2008 | 324 days | NT$4.09 Billion | NT$12.63 Million/day | NT$- | NT$846.92 Million | ▼ -45 days |
| 2007 | 369 days | NT$2.64 Billion | NT$7.17 Million/day | NT$- | NT$456.58 Million | ▲ +21 days |
| 2006 | 348 days | NT$2.08 Billion | NT$5.97 Million/day | NT$- | NT$425.19 Million | ▲ +11 days |
| 2005 | 336 days | NT$1.80 Billion | NT$5.34 Million/day | NT$- | NT$436.21 Million | ▲ +42 days |
| 2004 | 295 days | NT$1.82 Billion | NT$6.18 Million/day | NT$- | NT$354.17 Million | ▼ -57 days |
| 2003 | 352 days | NT$839.48 Million | NT$2.38 Million/day | NT$- | NT$280.25 Million | ▲ +55 days |
| 2002 | 297 days | NT$882.41 Million | NT$2.97 Million/day | NT$- | NT$307.92 Million | — |