UPC Technology Corp (1313) — Defensive Interval Ratio
UPC Technology Corp (1313) has a Defensive Interval Ratio of 158 days as of September 2025. Defensive assets of NT$3.48 Billion (cash NT$-, short-term investments NT$829.30 Million, receivables NT$2.65 Billion) cover 158 days of daily cash needs of NT$22.04 Million/day. Check UPC Technology Corp tangible equity quality to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
UPC Technology Corp Defensive Interval Ratio (2000–2024)
This chart shows how UPC Technology Corp's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 158 days, meaning defensive assets of NT$3.48 Billion can fund 158 days of operations without new revenue. Also explore UPC Technology Corp annual equity growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for UPC Technology Corp (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for UPC Technology Corp from 2000 to 2024, covering 25 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 UPC Technology Corp market cap and net worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 187 days | NT$5.08 Billion | NT$27.17 Million/day | NT$- | NT$1.22 Billion | ▼ -99 days |
| 2023 | 286 days | NT$6.47 Billion | NT$22.64 Million/day | NT$- | NT$1.39 Billion | ▲ +158 days |
| 2022 | 127 days | NT$4.95 Billion | NT$38.90 Million/day | NT$- | NT$989.16 Million | ▼ -149 days |
| 2021 | 277 days | NT$6.55 Billion | NT$23.69 Million/day | NT$- | NT$1.22 Billion | ▼ -57 days |
| 2020 | 334 days | NT$5.41 Billion | NT$16.22 Million/day | NT$- | NT$1.22 Billion | ▲ +169 days |
| 2019 | 165 days | NT$4.80 Billion | NT$29.16 Million/day | NT$- | NT$849.46 Million | ▼ -2 days |
| 2018 | 167 days | NT$4.81 Billion | NT$28.85 Million/day | NT$- | NT$747.15 Million | ▲ +59 days |
| 2017 | 108 days | NT$4.44 Billion | NT$41.30 Million/day | NT$- | NT$941.17 Million | ▼ -73 days |
| 2016 | 180 days | NT$4.46 Billion | NT$24.74 Million/day | NT$- | NT$1.27 Billion | ▲ +31 days |
| 2015 | 149 days | NT$4.04 Billion | NT$27.02 Million/day | NT$- | NT$851.11 Million | ▲ +32 days |
| 2014 | 118 days | NT$5.20 Billion | NT$44.08 Million/day | NT$- | NT$1.45 Billion | ▲ +8 days |
| 2013 | 110 days | NT$5.79 Billion | NT$52.51 Million/day | NT$- | NT$1.47 Billion | ▲ +21 days |
| 2012 | 89 days | NT$4.53 Billion | NT$50.69 Million/day | NT$- | NT$998.17 Million | ▲ +4 days |
| 2011 | 85 days | NT$4.29 Billion | NT$50.23 Million/day | NT$- | NT$965.76 Million | ▼ -34 days |
| 2010 | 119 days | NT$4.53 Billion | NT$38.07 Million/day | NT$- | NT$1.26 Billion | ▼ -35 days |
| 2009 | 154 days | NT$3.83 Billion | NT$24.87 Million/day | NT$- | NT$1.10 Billion | ▲ +29 days |
| 2008 | 125 days | NT$2.70 Billion | NT$21.54 Million/day | NT$- | NT$600.30 Million | ▼ -357 days |
| 2007 | 482 days | NT$5.43 Billion | NT$11.25 Million/day | NT$- | NT$1.07 Billion | ▲ +233 days |
| 2006 | 249 days | NT$3.77 Billion | NT$15.14 Million/day | NT$- | NT$15.00 Million | ▲ +54 days |
| 2005 | 195 days | NT$2.95 Billion | NT$15.13 Million/day | NT$- | NT$20.54 Million | ▼ -104 days |
| 2004 | 299 days | NT$2.38 Billion | NT$7.98 Million/day | NT$- | NT$466.71 Million | ▼ -126 days |
| 2003 | 425 days | NT$2.02 Billion | NT$4.76 Million/day | NT$- | NT$453.76 Million | ▲ +157 days |
| 2002 | 268 days | NT$1.69 Billion | NT$6.31 Million/day | NT$- | NT$402.80 Million | ▼ -109 days |
| 2001 | 376 days | NT$2.40 Billion | NT$6.37 Million/day | NT$- | NT$1.27 Billion | ▲ +16 days |
| 2000 | 361 days | NT$3.09 Billion | NT$8.56 Million/day | NT$- | NT$1.88 Billion | — |