Makalot Industrial Co Ltd (1477) — Defensive Interval Ratio
Makalot Industrial Co Ltd (1477) has a Defensive Interval Ratio of 307 days as of March 2026. Defensive assets of NT$8.59 Billion (cash NT$-, short-term investments NT$3.04 Billion, receivables NT$5.55 Billion) cover 307 days of daily cash needs of NT$27.96 Million/day. Check 1477 tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Makalot Industrial Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Makalot Industrial Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 307 days, meaning defensive assets of NT$8.59 Billion can fund 307 days of operations without new revenue. Also explore Makalot Industrial Co Ltd net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Makalot Industrial Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Makalot Industrial 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. For live market cap and the full company financial profile, see Makalot Industrial Co Ltd (1477) total market value.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 330 days | NT$7.74 Billion | NT$23.46 Million/day | NT$- | NT$2.26 Billion | ▲ +7 days |
| 2024 | 323 days | NT$7.09 Billion | NT$21.97 Million/day | NT$- | NT$6.26 Billion | ▼ -114 days |
| 2023 | 436 days | NT$10.28 Billion | NT$23.55 Million/day | NT$- | NT$8.75 Billion | ▲ +21 days |
| 2022 | 415 days | NT$9.68 Billion | NT$23.32 Million/day | NT$- | NT$8.48 Billion | ▲ +46 days |
| 2021 | 370 days | NT$7.81 Billion | NT$21.11 Million/day | NT$- | NT$6.65 Billion | ▼ -23 days |
| 2020 | 393 days | NT$8.64 Billion | NT$21.99 Million/day | NT$- | NT$3.60 Billion | ▼ -46 days |
| 2019 | 439 days | NT$6.19 Billion | NT$14.12 Million/day | NT$- | NT$3.01 Billion | ▲ +87 days |
| 2018 | 352 days | NT$4.36 Billion | NT$12.40 Million/day | NT$- | NT$1.83 Billion | ▼ -91 days |
| 2017 | 443 days | NT$4.62 Billion | NT$10.43 Million/day | NT$- | NT$2.15 Billion | ▲ +75 days |
| 2016 | 368 days | NT$4.21 Billion | NT$11.42 Million/day | NT$- | NT$2.06 Billion | ▲ +219 days |
| 2015 | 149 days | NT$1.73 Billion | NT$11.60 Million/day | NT$- | NT$1.35 Billion | ▼ -179 days |
| 2014 | 329 days | NT$3.26 Billion | NT$9.91 Million/day | NT$- | NT$1.18 Billion | ▲ +68 days |
| 2013 | 261 days | NT$2.15 Billion | NT$8.25 Million/day | NT$- | NT$1.12 Billion | ▲ +122 days |
| 2012 | 140 days | NT$1.04 Billion | NT$7.43 Million/day | NT$- | NT$698.08 Million | ▼ -280 days |
| 2011 | 420 days | NT$3.45 Billion | NT$8.22 Million/day | NT$- | NT$1.71 Billion | ▲ +253 days |
| 2010 | 167 days | NT$1.16 Billion | NT$6.92 Million/day | NT$- | NT$567.55 Million | ▼ -232 days |
| 2009 | 399 days | NT$2.44 Billion | NT$6.11 Million/day | NT$- | NT$1.21 Billion | ▲ +203 days |
| 2008 | 196 days | NT$894.21 Million | NT$4.55 Million/day | NT$- | NT$384.88 Million | ▼ -1 days |
| 2007 | 198 days | NT$1.31 Billion | NT$6.65 Million/day | NT$- | NT$286.90 Million | ▲ +70 days |
| 2006 | 128 days | NT$799.01 Million | NT$6.23 Million/day | NT$- | NT$133.11 Million | ▼ -27 days |
| 2005 | 155 days | NT$914.73 Million | NT$5.88 Million/day | NT$- | NT$83.25 Million | ▼ -112 days |
| 2004 | 267 days | NT$635.28 Million | NT$2.38 Million/day | NT$- | NT$142.29 Million | ▼ -250 days |
| 2003 | 517 days | NT$1.24 Billion | NT$2.39 Million/day | NT$- | NT$389.59 Million | ▲ +344 days |
| 2002 | 173 days | NT$510.06 Million | NT$2.94 Million/day | NT$- | NT$16.75 Million | — |