APCB Inc (6108) — Defensive Interval Ratio
APCB Inc (6108) has a Defensive Interval Ratio of 209 days as of March 2026. Defensive assets of NT$2.31 Billion (cash NT$-, short-term investments NT$1.05 Billion, receivables NT$1.26 Billion) cover 209 days of daily cash needs of NT$11.06 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
APCB Inc Defensive Interval Ratio (2002–2025)
This chart shows how APCB Inc's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 209 days, meaning defensive assets of NT$2.31 Billion can fund 209 days of operations without new revenue. For the complete balance sheet picture, see 6108 total assets.
Annual Defensive Interval Ratio for APCB Inc (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for APCB Inc 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 APCB Inc (6108) liquidity to equity 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 | 176 days | NT$1.48 Billion | NT$8.41 Million/day | NT$- | NT$340.70 Million | ▼ -111 days |
| 2024 | 287 days | NT$2.36 Billion | NT$8.23 Million/day | NT$- | NT$878.85 Million | ▲ +126 days |
| 2023 | 161 days | NT$2.22 Billion | NT$13.74 Million/day | NT$- | NT$564.79 Million | ▲ +13 days |
| 2022 | 148 days | NT$1.95 Billion | NT$13.17 Million/day | NT$- | NT$59.32 Million | ▼ -65 days |
| 2021 | 213 days | NT$3.12 Billion | NT$14.66 Million/day | NT$- | NT$130.92 Million | ▲ +27 days |
| 2020 | 186 days | NT$2.91 Billion | NT$15.67 Million/day | NT$- | NT$10.06 Million | ▲ +13 days |
| 2019 | 173 days | NT$2.49 Billion | NT$14.39 Million/day | NT$- | NT$84.13 Million | ▼ -26 days |
| 2018 | 199 days | NT$3.19 Billion | NT$16.02 Million/day | NT$- | NT$447.29 Million | ▲ +19 days |
| 2017 | 180 days | NT$2.76 Billion | NT$15.31 Million/day | NT$- | NT$29.62 Million | ▼ -88 days |
| 2016 | 269 days | NT$3.60 Billion | NT$13.41 Million/day | NT$- | NT$651.06 Million | ▼ -33 days |
| 2015 | 302 days | NT$3.68 Billion | NT$12.19 Million/day | NT$- | NT$525.56 Million | ▲ +18 days |
| 2014 | 284 days | NT$3.90 Billion | NT$13.73 Million/day | NT$- | NT$784.89 Million | ▲ +79 days |
| 2013 | 205 days | NT$3.35 Billion | NT$16.38 Million/day | NT$- | NT$737.48 Million | ▲ +35 days |
| 2012 | 170 days | NT$2.27 Billion | NT$13.39 Million/day | NT$- | NT$3.21 Million | ▼ -70 days |
| 2011 | 239 days | NT$3.20 Billion | NT$13.38 Million/day | NT$- | NT$18.82 Million | ▼ -3 days |
| 2010 | 242 days | NT$2.67 Billion | NT$11.03 Million/day | NT$- | NT$29.20 Million | ▼ -45 days |
| 2009 | 287 days | NT$2.22 Billion | NT$7.73 Million/day | NT$- | NT$60.07 Million | ▲ +91 days |
| 2008 | 196 days | NT$1.96 Billion | NT$9.97 Million/day | NT$- | NT$15.91 Million | ▲ +2 days |
| 2007 | 194 days | NT$1.97 Billion | NT$10.13 Million/day | NT$- | NT$5.86 Million | ▼ -2 days |
| 2006 | 196 days | NT$3.25 Billion | NT$16.62 Million/day | NT$- | NT$658.29 Million | ▼ -22 days |
| 2005 | 218 days | NT$2.46 Billion | NT$11.31 Million/day | NT$- | NT$32.49 Million | ▼ -13 days |
| 2004 | 231 days | NT$1.13 Billion | NT$4.89 Million/day | NT$- | NT$31.37 Million | ▼ -33 days |
| 2003 | 264 days | NT$1.27 Billion | NT$4.80 Million/day | NT$- | NT$63.85 Million | ▲ +7 days |
| 2002 | 257 days | NT$614.40 Million | NT$2.39 Million/day | NT$- | NT$- | — |