Fiberhome Telecommunication Technologies Co Ltd (600498) — Defensive Interval Ratio
Fiberhome Telecommunication Technologies Co Ltd (600498) has a Defensive Interval Ratio of 254 days as of September 2025. Defensive assets of CN¥16.36 Billion (cash CN¥-, short-term investments CN¥-, receivables CN¥16.36 Billion) cover 254 days of daily cash needs of CN¥64.33 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Fiberhome Telecommunication Technologies Co Ltd Defensive Interval Ratio (1998–2024)
This chart shows how Fiberhome Telecommunication Technologies Co Ltd's Defensive Interval Ratio has evolved across 27 annual periods from 1998 to 2024. As of September 2025, the ratio stands at 254 days, meaning defensive assets of CN¥16.36 Billion can fund 254 days of operations without new revenue. For the complete balance sheet picture, see balance sheet size of Fiberhome Telecommunication Technologies.
Annual Defensive Interval Ratio for Fiberhome Telecommunication Technologies Co Ltd (1998–2024)
The table below presents the year-by-year Defensive Interval Ratio for Fiberhome Telecommunication Technologies Co Ltd from 1998 to 2024, covering 27 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 how liquid is Fiberhome Telecommunication Technologies's working capital to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (CNY) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 241 days | CN¥17.46 Billion | CN¥72.57 Million/day | CN¥- | CN¥- | ▲ +9 days |
| 2023 | 232 days | CN¥14.45 Billion | CN¥62.37 Million/day | CN¥- | CN¥- | ▲ +94 days |
| 2022 | 138 days | CN¥7.55 Billion | CN¥54.88 Million/day | CN¥- | CN¥- | ▲ +36 days |
| 2021 | 102 days | CN¥4.94 Billion | CN¥48.53 Million/day | CN¥- | CN¥- | ▼ -11 days |
| 2020 | 113 days | CN¥5.76 Billion | CN¥50.90 Million/day | CN¥- | CN¥- | ▼ -75 days |
| 2019 | 188 days | CN¥8.55 Billion | CN¥45.53 Million/day | CN¥- | CN¥- | ▲ +13 days |
| 2018 | 175 days | CN¥8.39 Billion | CN¥47.93 Million/day | CN¥- | CN¥- | ▲ +42 days |
| 2017 | 133 days | CN¥6.52 Billion | CN¥49.12 Million/day | CN¥- | CN¥- | ▲ +19 days |
| 2016 | 114 days | CN¥4.92 Billion | CN¥43.19 Million/day | CN¥- | CN¥- | ▼ -10 days |
| 2015 | 123 days | CN¥3.76 Billion | CN¥30.46 Million/day | CN¥- | CN¥40.86K | ▼ -89 days |
| 2014 | 212 days | CN¥4.68 Billion | CN¥22.08 Million/day | CN¥- | CN¥- | ▼ -2 days |
| 2013 | 215 days | CN¥3.96 Billion | CN¥18.43 Million/day | CN¥- | CN¥- | ▲ +49 days |
| 2012 | 165 days | CN¥2.91 Billion | CN¥17.62 Million/day | CN¥- | CN¥- | ▼ -8 days |
| 2011 | 174 days | CN¥2.59 Billion | CN¥14.90 Million/day | CN¥- | CN¥- | ▲ +11 days |
| 2010 | 162 days | CN¥1.83 Billion | CN¥11.29 Million/day | CN¥- | CN¥- | ▼ -2 days |
| 2009 | 164 days | CN¥1.57 Billion | CN¥9.56 Million/day | CN¥- | CN¥- | ▲ +163 days |
| 2008 | 1 days | CN¥5.20 Million | CN¥7.83 Million/day | CN¥- | CN¥- | ▼ -171 days |
| 2007 | 171 days | CN¥994.30 Million | CN¥5.81 Million/day | CN¥- | CN¥- | ▼ -53 days |
| 2006 | 224 days | CN¥1.04 Billion | CN¥4.63 Million/day | CN¥- | CN¥89.55 Million | ▼ -139 days |
| 2005 | 364 days | CN¥1.41 Billion | CN¥3.88 Million/day | CN¥- | CN¥96.86 Million | ▲ +45 days |
| 2004 | 319 days | CN¥1.04 Billion | CN¥3.27 Million/day | CN¥- | CN¥140.45 Million | ▼ -145 days |
| 2003 | 464 days | CN¥1.57 Billion | CN¥3.39 Million/day | CN¥- | CN¥293.59 Million | ▼ -269 days |
| 2002 | 732 days | CN¥1.50 Billion | CN¥2.05 Million/day | CN¥- | CN¥459.56 Million | ▲ +290 days |
| 2001 | 443 days | CN¥932.14 Million | CN¥2.11 Million/day | CN¥- | CN¥164.19 Million | ▲ +438 days |
| 2000 | 5 days | CN¥12.66 Million | CN¥2.53 Million/day | CN¥- | CN¥317.09K | ▲ +3 days |
| 1999 | 2 days | CN¥1.63 Million | CN¥766.85K/day | CN¥- | CN¥- | ▼ -5 days |
| 1998 | 7 days | CN¥3.89 Million | CN¥534.17K/day | CN¥- | CN¥- | — |