Tri Ocean Textile Co Ltd (1472) — Defensive Interval Ratio
Tri Ocean Textile Co Ltd (1472) has a Defensive Interval Ratio of 200 days as of March 2026. Defensive assets of NT$1.17 Billion (cash NT$-, short-term investments NT$212.55 Million, receivables NT$954.45 Million) cover 200 days of daily cash needs of NT$5.83 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Tri Ocean Textile Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Tri Ocean Textile Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 200 days, meaning defensive assets of NT$1.17 Billion can fund 200 days of operations without new revenue. For the complete balance sheet picture, see 1472 total asset value.
Annual Defensive Interval Ratio for Tri Ocean Textile Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Tri Ocean Textile Co Ltd from 2002 to 2025, covering 24 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 Tri Ocean Textile Co Ltd short-term liquidity 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 | 158 days | NT$952.57 Million | NT$6.02 Million/day | NT$- | NT$232.41 Million | ▲ +11 days |
| 2024 | 147 days | NT$896.35 Million | NT$6.09 Million/day | NT$- | NT$91.84 Million | ▼ -209 days |
| 2023 | 356 days | NT$1.11 Billion | NT$3.12 Million/day | NT$- | NT$705.12 Million | ▲ +54 days |
| 2022 | 302 days | NT$1.02 Billion | NT$3.39 Million/day | NT$- | NT$724.27 Million | ▲ +66 days |
| 2021 | 235 days | NT$726.66 Million | NT$3.09 Million/day | NT$- | NT$500.46 Million | ▲ +41 days |
| 2020 | 194 days | NT$530.52 Million | NT$2.73 Million/day | NT$- | NT$461.33 Million | ▼ -105 days |
| 2019 | 300 days | NT$571.66 Million | NT$1.91 Million/day | NT$- | NT$513.87 Million | ▲ +192 days |
| 2018 | 107 days | NT$150.05 Million | NT$1.40 Million/day | NT$- | NT$95.15 Million | ▼ -12 days |
| 2017 | 119 days | NT$174.09 Million | NT$1.46 Million/day | NT$- | NT$3.01 Million | ▲ +28 days |
| 2016 | 91 days | NT$133.95 Million | NT$1.47 Million/day | NT$- | NT$14.03 Million | ▼ -41 days |
| 2015 | 133 days | NT$231.35 Million | NT$1.75 Million/day | NT$- | NT$131.50 Million | ▲ +66 days |
| 2014 | 66 days | NT$115.95 Million | NT$1.74 Million/day | NT$- | NT$16.87 Million | ▼ -13 days |
| 2013 | 79 days | NT$137.77 Million | NT$1.74 Million/day | NT$- | NT$23.37 Million | ▲ +24 days |
| 2012 | 55 days | NT$123.32 Million | NT$2.24 Million/day | NT$- | NT$- | ▲ +50 days |
| 2011 | 5 days | NT$10.31 Million | NT$2.19 Million/day | NT$- | NT$- | ▼ -65 days |
| 2010 | 70 days | NT$175.55 Million | NT$2.52 Million/day | NT$- | NT$6.64 Million | ▲ +8 days |
| 2009 | 62 days | NT$126.97 Million | NT$2.05 Million/day | NT$- | NT$4.69 Million | ▲ +18 days |
| 2008 | 44 days | NT$85.37 Million | NT$1.96 Million/day | NT$- | NT$2.60 Million | ▼ -40 days |
| 2007 | 84 days | NT$170.23 Million | NT$2.03 Million/day | NT$- | NT$5.61 Million | ▼ -45 days |
| 2006 | 129 days | NT$240.05 Million | NT$1.86 Million/day | NT$- | NT$11.99 Million | ▲ +27 days |
| 2005 | 102 days | NT$133.90 Million | NT$1.31 Million/day | NT$- | NT$7.85 Million | ▼ -97 days |
| 2004 | 199 days | NT$181.66 Million | NT$911.71K/day | NT$- | NT$11.93 Million | ▼ -135 days |
| 2003 | 334 days | NT$338.37 Million | NT$1.01 Million/day | NT$- | NT$143.26 Million | ▲ +118 days |
| 2002 | 217 days | NT$212.53 Million | NT$980.12K/day | NT$- | NT$17.43 Million | — |