China Ecotek Corp (1535) — Defensive Interval Ratio
China Ecotek Corp (1535) has a Defensive Interval Ratio of 351 days as of December 2025. Defensive assets of NT$3.07 Billion (cash NT$-, short-term investments NT$944.09 Million, receivables NT$2.13 Billion) cover 351 days of daily cash needs of NT$8.75 Million/day. Check China Ecotek Corp tangible book value ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
China Ecotek Corp Defensive Interval Ratio (2003–2025)
This chart shows how China Ecotek Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of December 2025, the ratio stands at 351 days, meaning defensive assets of NT$3.07 Billion can fund 351 days of operations without new revenue. Also explore 1535 net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for China Ecotek Corp (2003–2025)
The table below presents the year-by-year Defensive Interval Ratio for China Ecotek Corp from 2003 to 2025, 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 China Ecotek Corp (1535) market capitalisation.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 360 days | NT$3.15 Billion | NT$8.75 Million/day | NT$- | NT$944.09 Million | ▲ +74 days |
| 2024 | 286 days | NT$2.47 Billion | NT$8.63 Million/day | NT$- | NT$365.14 Million | ▼ -39 days |
| 2023 | 325 days | NT$2.56 Billion | NT$7.87 Million/day | NT$- | NT$637.78 Million | ▲ +32 days |
| 2022 | 293 days | NT$2.52 Billion | NT$8.61 Million/day | NT$- | NT$998.49 Million | ▼ -55 days |
| 2021 | 347 days | NT$3.07 Billion | NT$8.83 Million/day | NT$- | NT$1.52 Billion | ▲ +46 days |
| 2020 | 301 days | NT$2.72 Billion | NT$9.03 Million/day | NT$- | NT$964.15 Million | ▼ -90 days |
| 2019 | 392 days | NT$2.97 Billion | NT$7.59 Million/day | NT$- | NT$602.98 Million | ▲ +46 days |
| 2018 | 345 days | NT$4.32 Billion | NT$12.50 Million/day | NT$- | NT$478.27 Million | ▼ -77 days |
| 2017 | 422 days | NT$4.79 Billion | NT$11.34 Million/day | NT$- | NT$1.52 Billion | ▲ +3 days |
| 2016 | 420 days | NT$4.46 Billion | NT$10.62 Million/day | NT$- | NT$2.25 Billion | ▼ 0 days |
| 2015 | 420 days | NT$3.32 Billion | NT$7.91 Million/day | NT$- | NT$1.55 Billion | ▲ +17 days |
| 2014 | 403 days | NT$3.75 Billion | NT$9.30 Million/day | NT$- | NT$2.12 Billion | ▲ +171 days |
| 2013 | 231 days | NT$2.64 Billion | NT$11.39 Million/day | NT$- | NT$1.17 Billion | ▲ +29 days |
| 2012 | 203 days | NT$1.52 Billion | NT$7.51 Million/day | NT$- | NT$392.32 Million | ▲ +14 days |
| 2011 | 188 days | NT$1.27 Billion | NT$6.75 Million/day | NT$- | NT$442.89 Million | ▲ +81 days |
| 2010 | 107 days | NT$643.78 Million | NT$6.01 Million/day | NT$- | NT$445.75 Million | ▼ -71 days |
| 2009 | 179 days | NT$895.17 Million | NT$5.01 Million/day | NT$- | NT$300.72 Million | ▲ +45 days |
| 2008 | 133 days | NT$581.41 Million | NT$4.37 Million/day | NT$- | NT$326.13 Million | ▼ -54 days |
| 2007 | 187 days | NT$615.46 Million | NT$3.29 Million/day | NT$- | NT$322.40 Million | ▼ -168 days |
| 2006 | 355 days | NT$1.28 Billion | NT$3.61 Million/day | NT$- | NT$1.01 Billion | ▲ +3 days |
| 2005 | 351 days | NT$2.06 Billion | NT$5.87 Million/day | NT$- | NT$1.90 Billion | ▼ -17 days |
| 2004 | 368 days | NT$2.34 Billion | NT$6.37 Million/day | NT$- | NT$2.19 Billion | ▲ +82 days |
| 2003 | 286 days | NT$2.30 Billion | NT$8.05 Million/day | NT$- | NT$2.00 Billion | — |