Universal Cement Corp (1104) — Defensive Interval Ratio
Universal Cement Corp (1104) has a Defensive Interval Ratio of 449 days as of September 2025. Defensive assets of NT$4.74 Billion (cash NT$-, short-term investments NT$3.33 Billion, receivables NT$1.41 Billion) cover 449 days of daily cash needs of NT$10.57 Million/day. Check tangible equity quality of Universal Cement Corp to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Universal Cement Corp Defensive Interval Ratio (2002–2024)
This chart shows how Universal Cement Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 449 days, meaning defensive assets of NT$4.74 Billion can fund 449 days of operations without new revenue. Also explore 1104 net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Universal Cement Corp (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Universal Cement Corp from 2002 to 2024, covering 23 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 1104 market cap overview.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 446 days | NT$4.65 Billion | NT$10.41 Million/day | NT$- | NT$3.24 Billion | ▼ -2 days |
| 2023 | 448 days | NT$5.01 Billion | NT$11.17 Million/day | NT$- | NT$2.83 Billion | ▲ +107 days |
| 2022 | 341 days | NT$4.44 Billion | NT$13.02 Million/day | NT$- | NT$2.45 Billion | ▼ -36 days |
| 2021 | 378 days | NT$4.39 Billion | NT$11.63 Million/day | NT$- | NT$2.72 Billion | ▲ +16 days |
| 2020 | 361 days | NT$3.76 Billion | NT$10.40 Million/day | NT$- | NT$2.33 Billion | ▲ +7 days |
| 2019 | 354 days | NT$3.72 Billion | NT$10.50 Million/day | NT$- | NT$2.42 Billion | ▼ -15 days |
| 2018 | 369 days | NT$3.47 Billion | NT$9.41 Million/day | NT$- | NT$2.20 Billion | ▼ -78 days |
| 2017 | 447 days | NT$3.34 Billion | NT$7.48 Million/day | NT$- | NT$2.32 Billion | ▲ +4 days |
| 2016 | 443 days | NT$3.12 Billion | NT$7.04 Million/day | NT$- | NT$2.06 Billion | ▲ +122 days |
| 2015 | 320 days | NT$2.16 Billion | NT$6.74 Million/day | NT$- | NT$1.03 Billion | ▼ -16 days |
| 2014 | 336 days | NT$1.91 Billion | NT$5.67 Million/day | NT$- | NT$617.29 Million | ▼ -46 days |
| 2013 | 382 days | NT$1.78 Billion | NT$4.66 Million/day | NT$- | NT$492.61 Million | ▼ -50 days |
| 2012 | 432 days | NT$1.34 Billion | NT$3.09 Million/day | NT$- | NT$114.81 Million | ▲ +113 days |
| 2011 | 319 days | NT$1.08 Billion | NT$3.37 Million/day | NT$- | NT$54.37 Million | ▼ -532 days |
| 2010 | 852 days | NT$3.96 Billion | NT$4.65 Million/day | NT$- | NT$81.02 Million | ▲ +553 days |
| 2009 | 299 days | NT$1.55 Billion | NT$5.19 Million/day | NT$- | NT$- | ▲ +108 days |
| 2008 | 191 days | NT$2.27 Billion | NT$11.93 Million/day | NT$- | NT$10.86 Million | ▼ -124 days |
| 2007 | 314 days | NT$2.60 Billion | NT$8.28 Million/day | NT$- | NT$630.39 Million | ▼ -39 days |
| 2006 | 353 days | NT$2.59 Billion | NT$7.34 Million/day | NT$- | NT$742.56 Million | ▲ +127 days |
| 2005 | 226 days | NT$2.25 Billion | NT$9.94 Million/day | NT$- | NT$341.96 Million | ▼ -145 days |
| 2004 | 371 days | NT$1.93 Billion | NT$5.19 Million/day | NT$- | NT$374.07 Million | ▲ +3 days |
| 2003 | 368 days | NT$1.66 Billion | NT$4.52 Million/day | NT$- | NT$405.49 Million | ▲ +101 days |
| 2002 | 267 days | NT$1.26 Billion | NT$4.72 Million/day | NT$- | NT$32.43 Million | — |