Allis Electric Co Ltd (1514) — Defensive Interval Ratio
Allis Electric Co Ltd (1514) has a Defensive Interval Ratio of 298 days as of September 2025. Defensive assets of NT$4.79 Billion (cash NT$-, short-term investments NT$126.75 Million, receivables NT$4.66 Billion) cover 298 days of daily cash needs of NT$16.04 Million/day. Check 1514 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
Allis Electric Co Ltd Defensive Interval Ratio (2002–2024)
This chart shows how Allis Electric Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 298 days, meaning defensive assets of NT$4.79 Billion can fund 298 days of operations without new revenue. Also explore 1514 net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Allis Electric Co Ltd (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Allis Electric 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 live market cap and the full company financial profile, see Allis Electric Co Ltd (1514) total market value.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 288 days | NT$3.98 Billion | NT$13.82 Million/day | NT$- | NT$142.42 Million | ▼ -35 days |
| 2023 | 323 days | NT$4.91 Billion | NT$15.21 Million/day | NT$- | NT$31.61 Million | ▲ +53 days |
| 2022 | 270 days | NT$4.25 Billion | NT$15.76 Million/day | NT$- | NT$27.51 Million | ▼ -43 days |
| 2021 | 313 days | NT$3.53 Billion | NT$11.30 Million/day | NT$- | NT$33.63 Million | ▲ +1 days |
| 2020 | 311 days | NT$2.09 Billion | NT$6.72 Million/day | NT$- | NT$15.49 Million | ▲ +38 days |
| 2019 | 273 days | NT$1.81 Billion | NT$6.62 Million/day | NT$- | NT$9.09 Million | ▼ -43 days |
| 2018 | 317 days | NT$2.19 Billion | NT$6.90 Million/day | NT$- | NT$7.56 Million | ▼ -28 days |
| 2017 | 345 days | NT$1.98 Billion | NT$5.75 Million/day | NT$- | NT$4.92 Million | ▼ -33 days |
| 2016 | 378 days | NT$2.21 Billion | NT$5.83 Million/day | NT$- | NT$5.19 Million | ▲ +68 days |
| 2015 | 310 days | NT$1.60 Billion | NT$5.17 Million/day | NT$- | NT$6.21 Million | ▼ -99 days |
| 2014 | 409 days | NT$1.85 Billion | NT$4.54 Million/day | NT$- | NT$7.17 Million | ▲ +27 days |
| 2013 | 382 days | NT$1.61 Billion | NT$4.22 Million/day | NT$- | NT$1.18 Million | ▲ +16 days |
| 2012 | 366 days | NT$1.56 Billion | NT$4.26 Million/day | NT$- | NT$7.91 Million | ▲ +28 days |
| 2011 | 338 days | NT$1.54 Billion | NT$4.55 Million/day | NT$- | NT$6.03 Million | ▼ -10 days |
| 2010 | 348 days | NT$1.59 Billion | NT$4.58 Million/day | NT$- | NT$12.41 Million | ▲ +9 days |
| 2009 | 339 days | NT$1.19 Billion | NT$3.50 Million/day | NT$- | NT$28.86 Million | ▲ +68 days |
| 2008 | 271 days | NT$1.37 Billion | NT$5.06 Million/day | NT$- | NT$27.08 Million | ▼ -53 days |
| 2007 | 324 days | NT$1.46 Billion | NT$4.51 Million/day | NT$- | NT$29.91 Million | ▼ -25 days |
| 2006 | 349 days | NT$1.59 Billion | NT$4.56 Million/day | NT$- | NT$23.66 Million | ▲ +14 days |
| 2005 | 335 days | NT$1.49 Billion | NT$4.46 Million/day | NT$- | NT$14.73 Million | ▼ -67 days |
| 2004 | 402 days | NT$1.68 Billion | NT$4.19 Million/day | NT$- | NT$17.41 Million | ▼ -1 days |
| 2003 | 403 days | NT$1.55 Billion | NT$3.85 Million/day | NT$- | NT$22.39 Million | ▲ +29 days |
| 2002 | 373 days | NT$1.46 Billion | NT$3.91 Million/day | NT$- | NT$417.00K | — |