Rexon Industrial Corp Ltd Defensive Interval Ratio
Rexon Industrial Corp Ltd defensive interval ratio. Rexon Industrial Corp Ltd (1515) has a Defensive Interval Ratio of 108 days as of June 2026. Defensive assets of NT$1.06 Billion (cash NT$-, short-term investments NT$96.00K, receivables NT$1.06 Billion) cover 108 days of daily cash needs of NT$9.86 Million/day. See how liquid is Rexon Industrial Corp Ltd's working capital to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Rexon Industrial Corp Ltd (2002–2025)
Defensive interval ratio of Rexon Industrial Corp Ltd from 2002 to 2025. This chart shows how Rexon Industrial Corp Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of June 2026, the ratio stands at 108 days, meaning defensive assets of NT$1.06 Billion can fund 108 days of operations without new revenue. Check 1515 financial resilience to evaluate the company's liquid asset resilience ratio.
Rexon Industrial Corp Ltd Defensive Interval Ratio by Year (2002–2025)
Rexon Industrial Corp Ltd defensive interval ratio by year from 2002 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Rexon Industrial Corp 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 the complete balance sheet picture, see 1515 current and non-current assets.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 145 days | NT$1.46 Billion | NT$10.08 Million/day | NT$- | NT$696.00K | ▲ +71 days |
| 2024 | 74 days | NT$670.13 Million | NT$9.04 Million/day | NT$- | NT$96.00K | ▲ +1 days |
| 2023 | 73 days | NT$1.03 Billion | NT$14.15 Million/day | NT$- | NT$96.00K | ▼ -7 days |
| 2022 | 79 days | NT$778.89 Million | NT$9.81 Million/day | NT$- | NT$96.00K | ▼ -5 days |
| 2021 | 84 days | NT$1.76 Billion | NT$20.92 Million/day | NT$- | NT$96.00K | ▼ -81 days |
| 2020 | 165 days | NT$2.44 Billion | NT$14.85 Million/day | NT$- | NT$54.65 Million | ▲ +31 days |
| 2019 | 133 days | NT$1.22 Billion | NT$9.18 Million/day | NT$- | NT$144.91 Million | ▼ -53 days |
| 2018 | 186 days | NT$2.09 Billion | NT$11.23 Million/day | NT$- | NT$407.75 Million | ▼ -39 days |
| 2017 | 225 days | NT$2.08 Billion | NT$9.23 Million/day | NT$- | NT$666.35 Million | ▼ -8 days |
| 2016 | 233 days | NT$1.67 Billion | NT$7.17 Million/day | NT$- | NT$703.62 Million | ▲ +33 days |
| 2015 | 200 days | NT$1.39 Billion | NT$6.94 Million/day | NT$- | NT$668.03 Million | ▼ -32 days |
| 2014 | 232 days | NT$1.84 Billion | NT$7.94 Million/day | NT$- | NT$834.27 Million | ▲ +12 days |
| 2013 | 220 days | NT$1.55 Billion | NT$7.03 Million/day | NT$- | NT$730.57 Million | ▼ -40 days |
| 2012 | 260 days | NT$1.87 Billion | NT$7.19 Million/day | NT$- | NT$1.03 Billion | ▲ +28 days |
| 2011 | 232 days | NT$1.44 Billion | NT$6.22 Million/day | NT$- | NT$918.96 Million | ▼ -43 days |
| 2010 | 274 days | NT$1.75 Billion | NT$6.36 Million/day | NT$- | NT$1.15 Billion | ▲ +10 days |
| 2009 | 264 days | NT$1.77 Billion | NT$6.72 Million/day | NT$- | NT$1.19 Billion | ▲ +112 days |
| 2008 | 152 days | NT$1.18 Billion | NT$7.77 Million/day | NT$- | NT$586.11 Million | ▼ -141 days |
| 2007 | 293 days | NT$2.60 Billion | NT$8.89 Million/day | NT$- | NT$1.51 Billion | ▲ +132 days |
| 2006 | 161 days | NT$1.76 Billion | NT$10.92 Million/day | NT$- | NT$300.80 Million | ▼ -112 days |
| 2005 | 273 days | NT$2.39 Billion | NT$8.73 Million/day | NT$- | NT$1.34 Billion | ▲ +2 days |
| 2004 | 271 days | NT$2.15 Billion | NT$7.91 Million/day | NT$- | NT$1.26 Billion | ▲ +38 days |
| 2003 | 233 days | NT$1.92 Billion | NT$8.22 Million/day | NT$- | NT$970.00 Million | ▼ -75 days |
| 2002 | 309 days | NT$1.85 Billion | NT$6.01 Million/day | NT$- | NT$1.01 Billion | — |