Formosa Oilseed Processing Co Ltd Defensive Interval Ratio
Formosa Oilseed Processing Co Ltd defensive interval ratio. Formosa Oilseed Processing Co Ltd (1225) has a Defensive Interval Ratio of 166 days as of September 2025. Defensive assets of NT$1.21 Billion (cash NT$-, short-term investments NT$-, receivables NT$1.21 Billion) cover 166 days of daily cash needs of NT$7.28 Million/day. See 1225 working capital efficiency 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 Formosa Oilseed Processing Co Ltd (2002–2024)
Defensive interval ratio of Formosa Oilseed Processing Co Ltd from 2002 to 2024. This chart shows how Formosa Oilseed Processing Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 166 days, meaning defensive assets of NT$1.21 Billion can fund 166 days of operations without new revenue. Check 1225 asset liquidity ratio to evaluate the company's liquid asset resilience ratio.
Formosa Oilseed Processing Co Ltd Defensive Interval Ratio by Year (2002–2024)
Formosa Oilseed Processing Co Ltd defensive interval ratio by year from 2002 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Formosa Oilseed Processing Co Ltd 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 the complete balance sheet picture, see balance sheet size of Formosa Oilseed Processing Co Ltd.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 110 days | NT$1.44 Billion | NT$13.07 Million/day | NT$- | NT$- | ▼ -99 days |
| 2023 | 209 days | NT$1.80 Billion | NT$8.60 Million/day | NT$- | NT$-11.73 Million | ▲ +10 days |
| 2022 | 199 days | NT$2.07 Billion | NT$10.43 Million/day | NT$- | NT$-8.77 Million | ▲ +9 days |
| 2021 | 190 days | NT$2.05 Billion | NT$10.80 Million/day | NT$- | NT$97.83 Million | ▼ -17 days |
| 2020 | 207 days | NT$1.64 Billion | NT$7.91 Million/day | NT$- | NT$204.02 Million | ▼ -124 days |
| 2019 | 331 days | NT$2.29 Billion | NT$6.91 Million/day | NT$- | NT$869.65 Million | ▼ -119 days |
| 2018 | 451 days | NT$2.21 Billion | NT$4.90 Million/day | NT$- | NT$726.39 Million | ▲ +119 days |
| 2017 | 332 days | NT$2.21 Billion | NT$6.67 Million/day | NT$- | NT$729.09 Million | ▼ -119 days |
| 2016 | 450 days | NT$2.28 Billion | NT$5.06 Million/day | NT$- | NT$730.85 Million | ▲ +18 days |
| 2015 | 432 days | NT$1.80 Billion | NT$4.16 Million/day | NT$- | NT$525.50 Million | ▲ +144 days |
| 2014 | 288 days | NT$1.44 Billion | NT$4.99 Million/day | NT$- | NT$12.48 Million | ▲ +45 days |
| 2013 | 243 days | NT$1.52 Billion | NT$6.25 Million/day | NT$- | NT$15.31 Million | ▼ -83 days |
| 2012 | 326 days | NT$1.85 Billion | NT$5.66 Million/day | NT$- | NT$16.34 Million | ▼ -10 days |
| 2011 | 336 days | NT$1.87 Billion | NT$5.56 Million/day | NT$- | NT$19.91 Million | ▲ +36 days |
| 2010 | 301 days | NT$1.55 Billion | NT$5.17 Million/day | NT$- | NT$5.08 Million | ▲ +105 days |
| 2009 | 195 days | NT$1.31 Billion | NT$6.72 Million/day | NT$- | NT$23.06 Million | ▲ +27 days |
| 2008 | 168 days | NT$1.29 Billion | NT$7.67 Million/day | NT$- | NT$31.16 Million | ▼ -16 days |
| 2007 | 184 days | NT$1.34 Billion | NT$7.29 Million/day | NT$- | NT$5.64 Million | ▲ +3 days |
| 2006 | 181 days | NT$1.02 Billion | NT$5.64 Million/day | NT$- | NT$15.82 Million | ▼ -25 days |
| 2005 | 206 days | NT$866.95 Million | NT$4.20 Million/day | NT$- | NT$58.92 Million | ▼ -3 days |
| 2004 | 209 days | NT$745.10 Million | NT$3.56 Million/day | NT$- | NT$8.22 Million | ▲ +3 days |
| 2003 | 207 days | NT$853.64 Million | NT$4.13 Million/day | NT$- | NT$12.69 Million | ▲ +37 days |
| 2002 | 170 days | NT$625.48 Million | NT$3.69 Million/day | NT$- | NT$212.00K | — |