USI Corp (1304) — Defensive Interval Ratio
USI Corp (1304) has a Defensive Interval Ratio of 317 days as of March 2026. Defensive assets of NT$11.84 Billion (cash NT$-, short-term investments NT$5.75 Billion, receivables NT$6.09 Billion) cover 317 days of daily cash needs of NT$37.40 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
USI Corp Defensive Interval Ratio (2000–2025)
This chart shows how USI Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 317 days, meaning defensive assets of NT$11.84 Billion can fund 317 days of operations without new revenue. For the complete balance sheet picture, see USI Corp asset portfolio.
Annual Defensive Interval Ratio for USI Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for USI Corp from 2000 to 2025, covering 26 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 USI Corp (1304) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 356 days | NT$12.06 Billion | NT$33.91 Million/day | NT$- | NT$7.10 Billion | ▲ +24 days |
| 2024 | 331 days | NT$13.35 Billion | NT$40.26 Million/day | NT$- | NT$7.15 Billion | ▲ +2 days |
| 2023 | 330 days | NT$10.71 Billion | NT$32.46 Million/day | NT$- | NT$4.86 Billion | ▼ -59 days |
| 2022 | 389 days | NT$11.48 Billion | NT$29.52 Million/day | NT$- | NT$3.26 Billion | ▲ +10 days |
| 2021 | 379 days | NT$16.15 Billion | NT$42.60 Million/day | NT$- | NT$6.24 Billion | ▼ -18 days |
| 2020 | 397 days | NT$13.83 Billion | NT$34.81 Million/day | NT$- | NT$6.03 Billion | ▼ -18 days |
| 2019 | 415 days | NT$14.37 Billion | NT$34.61 Million/day | NT$- | NT$7.04 Billion | ▲ +54 days |
| 2018 | 362 days | NT$14.52 Billion | NT$40.14 Million/day | NT$- | NT$5.68 Billion | ▼ -46 days |
| 2017 | 408 days | NT$14.37 Billion | NT$35.24 Million/day | NT$- | NT$5.96 Billion | ▲ +36 days |
| 2016 | 372 days | NT$14.57 Billion | NT$39.16 Million/day | NT$- | NT$7.24 Billion | ▼ -12 days |
| 2015 | 384 days | NT$15.13 Billion | NT$39.37 Million/day | NT$- | NT$7.89 Billion | ▲ +35 days |
| 2014 | 349 days | NT$15.65 Billion | NT$44.81 Million/day | NT$- | NT$7.14 Billion | ▼ -44 days |
| 2013 | 393 days | NT$18.30 Billion | NT$46.58 Million/day | NT$- | NT$10.22 Billion | ▲ +8 days |
| 2012 | 385 days | NT$14.45 Billion | NT$37.56 Million/day | NT$- | NT$7.40 Billion | ▲ +21 days |
| 2011 | 364 days | NT$16.04 Billion | NT$44.06 Million/day | NT$- | NT$8.54 Billion | ▼ -69 days |
| 2010 | 433 days | NT$16.67 Billion | NT$38.49 Million/day | NT$- | NT$8.96 Billion | ▲ +48 days |
| 2009 | 386 days | NT$14.97 Billion | NT$38.82 Million/day | NT$- | NT$8.22 Billion | ▲ +86 days |
| 2008 | 300 days | NT$10.48 Billion | NT$34.96 Million/day | NT$- | NT$4.60 Billion | ▲ +175 days |
| 2007 | 125 days | NT$4.95 Billion | NT$39.53 Million/day | NT$- | NT$4.84 Billion | ▼ -201 days |
| 2006 | 326 days | NT$10.91 Billion | NT$33.51 Million/day | NT$- | NT$4.69 Billion | ▼ -116 days |
| 2005 | 441 days | NT$13.79 Billion | NT$31.25 Million/day | NT$- | NT$8.33 Billion | ▼ -111 days |
| 2004 | 552 days | NT$4.60 Billion | NT$8.34 Million/day | NT$- | NT$3.82 Billion | ▲ +81 days |
| 2003 | 471 days | NT$3.06 Billion | NT$6.49 Million/day | NT$- | NT$2.35 Billion | ▲ +268 days |
| 2002 | 203 days | NT$2.23 Billion | NT$10.99 Million/day | NT$- | NT$1.60 Billion | ▼ -200 days |
| 2001 | 403 days | NT$2.99 Billion | NT$7.41 Million/day | NT$- | NT$2.48 Billion | ▲ +289 days |
| 2000 | 115 days | NT$991.34 Million | NT$8.65 Million/day | NT$- | NT$426.94 Million | — |