Xander International (6118) — Defensive Interval Ratio
Xander International (6118) has a Defensive Interval Ratio of 216 days as of December 2025. Defensive assets of NT$1.59 Billion (cash NT$-, short-term investments NT$-, receivables NT$1.59 Billion) cover 216 days of daily cash needs of NT$7.37 Million/day. Check Xander International tangible book value ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Xander International Defensive Interval Ratio (2002–2025)
This chart shows how Xander International's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 216 days, meaning defensive assets of NT$1.59 Billion can fund 216 days of operations without new revenue. Also explore Xander International net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Xander International (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Xander International 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. For live market cap and the full company financial profile, see market cap of Xander International.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 216 days | NT$1.59 Billion | NT$7.37 Million/day | NT$- | NT$- | ▼ -58 days |
| 2024 | 274 days | NT$1.38 Billion | NT$5.04 Million/day | NT$- | NT$- | ▲ +15 days |
| 2023 | 260 days | NT$1.39 Billion | NT$5.36 Million/day | NT$- | NT$- | ▼ -9 days |
| 2022 | 268 days | NT$1.67 Billion | NT$6.22 Million/day | NT$- | NT$-17.70 Million | ▼ -19 days |
| 2021 | 287 days | NT$1.27 Billion | NT$4.43 Million/day | NT$- | NT$- | ▼ -31 days |
| 2020 | 318 days | NT$1.39 Billion | NT$4.36 Million/day | NT$- | NT$- | ▼ -3 days |
| 2019 | 322 days | NT$1.28 Billion | NT$3.97 Million/day | NT$- | NT$12.10 Million | ▼ -23 days |
| 2018 | 345 days | NT$1.44 Billion | NT$4.19 Million/day | NT$- | NT$5.01 Million | ▼ -34 days |
| 2017 | 378 days | NT$1.33 Billion | NT$3.52 Million/day | NT$- | NT$- | ▼ -37 days |
| 2016 | 415 days | NT$1.26 Billion | NT$3.04 Million/day | NT$- | NT$600.00K | ▼ -16 days |
| 2015 | 431 days | NT$1.36 Billion | NT$3.15 Million/day | NT$- | NT$881.00K | ▲ +29 days |
| 2014 | 402 days | NT$1.50 Billion | NT$3.74 Million/day | NT$- | NT$7.38 Million | ▲ +13 days |
| 2013 | 389 days | NT$1.68 Billion | NT$4.32 Million/day | NT$- | NT$1.35 Million | ▲ +69 days |
| 2012 | 321 days | NT$1.60 Billion | NT$4.98 Million/day | NT$- | NT$8.89 Million | ▲ +34 days |
| 2011 | 287 days | NT$1.69 Billion | NT$5.91 Million/day | NT$- | NT$36.68 Million | ▼ -4 days |
| 2010 | 291 days | NT$1.61 Billion | NT$5.53 Million/day | NT$- | NT$8.82 Million | ▼ 0 days |
| 2009 | 291 days | NT$2.05 Billion | NT$7.06 Million/day | NT$- | NT$7.95 Million | ▼ -9 days |
| 2008 | 300 days | NT$2.17 Billion | NT$7.21 Million/day | NT$- | NT$13.68 Million | ▼ -30 days |
| 2007 | 331 days | NT$2.17 Billion | NT$6.55 Million/day | NT$- | NT$23.84 Million | ▲ +29 days |
| 2006 | 301 days | NT$1.86 Billion | NT$6.16 Million/day | NT$- | NT$10.46 Million | ▼ -8 days |
| 2005 | 309 days | NT$2.03 Billion | NT$6.57 Million/day | NT$- | NT$37.76 Million | ▲ +18 days |
| 2004 | 291 days | NT$2.57 Billion | NT$8.83 Million/day | NT$- | NT$91.98 Million | ▼ -6 days |
| 2003 | 297 days | NT$2.63 Billion | NT$8.86 Million/day | NT$- | NT$216.59 Million | ▲ +11 days |
| 2002 | 286 days | NT$1.49 Billion | NT$5.20 Million/day | NT$- | NT$161.00 Million | — |