Namchow Chemical Industrial Co Ltd (1702) — Defensive Interval Ratio
Namchow Chemical Industrial Co Ltd (1702) has a Defensive Interval Ratio of 221 days as of December 2025. Defensive assets of NT$5.67 Billion (cash NT$-, short-term investments NT$2.78 Billion, receivables NT$2.89 Billion) cover 221 days of daily cash needs of NT$25.66 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Namchow Chemical Industrial Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Namchow Chemical Industrial Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 221 days, meaning defensive assets of NT$5.67 Billion can fund 221 days of operations without new revenue. For the complete balance sheet picture, see Namchow Chemical Industrial Co Ltd (1702) total assets.
Annual Defensive Interval Ratio for Namchow Chemical Industrial Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Namchow Chemical 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. See 1702 net working capital 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 | 221 days | NT$5.67 Billion | NT$25.66 Million/day | NT$- | NT$2.78 Billion | ▲ +86 days |
| 2024 | 135 days | NT$2.93 Billion | NT$21.71 Million/day | NT$- | NT$480.65 Million | ▲ +41 days |
| 2023 | 94 days | NT$2.21 Billion | NT$23.53 Million/day | NT$- | NT$- | ▼ -32 days |
| 2022 | 126 days | NT$2.63 Billion | NT$20.81 Million/day | NT$- | NT$-33.53 Million | ▼ -7 days |
| 2021 | 133 days | NT$2.40 Billion | NT$17.98 Million/day | NT$- | NT$-36.28 Million | ▲ +60 days |
| 2020 | 74 days | NT$2.23 Billion | NT$30.26 Million/day | NT$- | NT$227.43 Million | ▼ -35 days |
| 2019 | 109 days | NT$2.19 Billion | NT$20.13 Million/day | NT$- | NT$218.57 Million | ▲ +30 days |
| 2018 | 79 days | NT$1.74 Billion | NT$21.91 Million/day | NT$- | NT$-320.98 Million | ▲ +1 days |
| 2017 | 78 days | NT$1.77 Billion | NT$22.60 Million/day | NT$- | NT$-383.78 Million | ▼ -43 days |
| 2016 | 121 days | NT$1.72 Billion | NT$14.22 Million/day | NT$- | NT$-342.29 Million | ▲ +8 days |
| 2015 | 113 days | NT$2.13 Billion | NT$18.83 Million/day | NT$- | NT$249.75 Million | ▲ +4 days |
| 2014 | 109 days | NT$1.85 Billion | NT$16.93 Million/day | NT$- | NT$50.00K | ▼ -3 days |
| 2013 | 112 days | NT$1.57 Billion | NT$14.03 Million/day | NT$- | NT$-259.02 Million | ▼ -93 days |
| 2012 | 205 days | NT$1.90 Billion | NT$9.29 Million/day | NT$- | NT$94.20 Million | ▲ +58 days |
| 2011 | 147 days | NT$1.99 Billion | NT$13.55 Million/day | NT$- | NT$112.51 Million | ▼ -70 days |
| 2010 | 217 days | NT$1.77 Billion | NT$8.15 Million/day | NT$- | NT$234.83 Million | ▲ +35 days |
| 2009 | 182 days | NT$1.31 Billion | NT$7.21 Million/day | NT$- | NT$127.09 Million | ▲ +38 days |
| 2008 | 144 days | NT$1.41 Billion | NT$9.78 Million/day | NT$- | NT$29.86 Million | ▼ -24 days |
| 2007 | 168 days | NT$1.47 Billion | NT$8.77 Million/day | NT$- | NT$109.74 Million | ▲ +17 days |
| 2006 | 151 days | NT$1.15 Billion | NT$7.60 Million/day | NT$- | NT$102.99 Million | ▼ -15 days |
| 2005 | 166 days | NT$1.18 Billion | NT$7.07 Million/day | NT$- | NT$120.98 Million | ▲ +29 days |
| 2004 | 137 days | NT$1.03 Billion | NT$7.52 Million/day | NT$- | NT$108.81 Million | ▼ -42 days |
| 2003 | 179 days | NT$913.89 Million | NT$5.11 Million/day | NT$- | NT$98.03 Million | ▲ +45 days |
| 2002 | 134 days | NT$805.74 Million | NT$6.01 Million/day | NT$- | NT$86.80 Million | — |