Xander International Defensive Interval Ratio
Xander International defensive interval ratio. Xander International (6118) has a Defensive Interval Ratio of 207 days as of March 2026. Defensive assets of NT$1.43 Billion (cash NT$-, short-term investments NT$-, receivables NT$1.43 Billion) cover 207 days of daily cash needs of NT$6.89 Million/day. See working capital to net assets of Xander International 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 Xander International (2002–2025)
Defensive interval ratio of Xander International from 2002 to 2025. This chart shows how Xander International's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 207 days, meaning defensive assets of NT$1.43 Billion can fund 207 days of operations without new revenue. Check 6118 asset resilience ratio to evaluate the company's liquid asset resilience ratio.
Xander International Defensive Interval Ratio by Year (2002–2025)
Xander International defensive interval ratio by year from 2002 to 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 the complete balance sheet picture, see how large is Xander International's balance sheet.
| 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 | — |