De Licacy Industrial Co Ltd Defensive Interval Ratio
De Licacy Industrial Co Ltd defensive interval ratio. De Licacy Industrial Co Ltd (1464) has a Defensive Interval Ratio of 107 days as of September 2025. Defensive assets of NT$2.33 Billion (cash NT$-, short-term investments NT$446.84 Million, receivables NT$1.88 Billion) cover 107 days of daily cash needs of NT$21.70 Million/day. Explore De Licacy Industrial Co Ltd (1464) investment intensity to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of De Licacy Industrial Co Ltd (2002–2024)
Defensive interval ratio of De Licacy Industrial Co Ltd from 2002 to 2024. This chart shows how De Licacy Industrial Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 107 days, meaning defensive assets of NT$2.33 Billion can fund 107 days of operations without new revenue. Read De Licacy Industrial Co Ltd total liabilities for a breakdown of total debt and financial obligations.
De Licacy Industrial Co Ltd Defensive Interval Ratio by Year (2002–2024)
De Licacy Industrial Co Ltd defensive interval ratio by year from 2002 to 2024. The table below presents the year-by-year Defensive Interval Ratio for De Licacy Industrial 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 De Licacy Industrial Co Ltd total assets.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 147 days | NT$2.81 Billion | NT$19.12 Million/day | NT$- | NT$569.57 Million | ▼ -86 days |
| 2023 | 233 days | NT$3.46 Billion | NT$14.84 Million/day | NT$- | NT$1.25 Billion | ▲ +0 days |
| 2022 | 233 days | NT$4.50 Billion | NT$19.32 Million/day | NT$- | NT$1.91 Billion | ▼ -25 days |
| 2021 | 258 days | NT$6.34 Billion | NT$24.55 Million/day | NT$- | NT$3.67 Billion | ▲ +57 days |
| 2020 | 201 days | NT$5.02 Billion | NT$24.95 Million/day | NT$- | NT$2.92 Billion | ▼ -36 days |
| 2019 | 237 days | NT$5.81 Billion | NT$24.48 Million/day | NT$- | NT$2.51 Billion | ▲ +54 days |
| 2018 | 184 days | NT$5.05 Billion | NT$27.50 Million/day | NT$- | NT$2.14 Billion | ▼ -10 days |
| 2017 | 193 days | NT$3.30 Billion | NT$17.06 Million/day | NT$- | NT$958.03 Million | ▼ -26 days |
| 2016 | 219 days | NT$3.09 Billion | NT$14.10 Million/day | NT$- | NT$1.22 Billion | ▲ +4 days |
| 2015 | 215 days | NT$2.55 Billion | NT$11.85 Million/day | NT$- | NT$889.16 Million | ▲ +52 days |
| 2014 | 163 days | NT$1.75 Billion | NT$10.74 Million/day | NT$- | NT$68.53 Million | ▲ +33 days |
| 2013 | 130 days | NT$958.27 Million | NT$7.38 Million/day | NT$- | NT$68.00 Million | ▼ -19 days |
| 2012 | 148 days | NT$804.77 Million | NT$5.42 Million/day | NT$- | NT$23.30 Million | ▲ +149 days |
| 2011 | 0 days | NT$-1.87 Million | NT$5.68 Million/day | NT$- | NT$5.90 Million | ▼ -164 days |
| 2010 | 164 days | NT$743.11 Million | NT$4.54 Million/day | NT$- | NT$9.37 Million | ▲ +10 days |
| 2009 | 153 days | NT$521.06 Million | NT$3.40 Million/day | NT$- | NT$12.39 Million | ▲ +5 days |
| 2008 | 148 days | NT$628.25 Million | NT$4.24 Million/day | NT$- | NT$94.47 Million | ▼ -1 days |
| 2007 | 149 days | NT$518.93 Million | NT$3.48 Million/day | NT$- | NT$35.33 Million | ▲ +12 days |
| 2006 | 137 days | NT$404.27 Million | NT$2.94 Million/day | NT$- | NT$41.10 Million | ▼ -61 days |
| 2005 | 198 days | NT$165.94 Million | NT$837.62K/day | NT$- | NT$23.32 Million | ▲ +9 days |
| 2004 | 189 days | NT$214.56 Million | NT$1.13 Million/day | NT$- | NT$23.79 Million | ▲ +35 days |
| 2003 | 155 days | NT$189.10 Million | NT$1.22 Million/day | NT$- | NT$22.52 Million | ▼ -196 days |
| 2002 | 351 days | NT$293.62 Million | NT$837.27K/day | NT$- | NT$43.01 Million | — |