Evermore Chemical Industry Co Ltd (1735) — Defensive Interval Ratio
Evermore Chemical Industry Co Ltd (1735) has a Defensive Interval Ratio of 169 days as of June 2026. Defensive assets of NT$648.46 Million (cash NT$-, short-term investments NT$17.43 Million, receivables NT$631.03 Million) cover 169 days of daily cash needs of NT$3.84 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Evermore Chemical Industry Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Evermore Chemical Industry Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of June 2026, the ratio stands at 169 days, meaning defensive assets of NT$648.46 Million can fund 169 days of operations without new revenue. For the complete balance sheet picture, see balance sheet size of Evermore Chemical Industry Co Ltd.
Annual Defensive Interval Ratio for Evermore Chemical Industry Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Evermore Chemical Industry 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 how liquid is Evermore Chemical Industry Co Ltd's working capital 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 | 172 days | NT$583.78 Million | NT$3.40 Million/day | NT$- | NT$17.21 Million | ▲ +6 days |
| 2024 | 166 days | NT$650.42 Million | NT$3.91 Million/day | NT$- | NT$17.89 Million | ▲ +9 days |
| 2023 | 158 days | NT$622.77 Million | NT$3.95 Million/day | NT$- | NT$16.85 Million | ▼ -44 days |
| 2022 | 201 days | NT$793.20 Million | NT$3.94 Million/day | NT$- | NT$59.78 Million | ▼ -9 days |
| 2021 | 210 days | NT$1.04 Billion | NT$4.95 Million/day | NT$- | NT$70.77 Million | ▼ -14 days |
| 2020 | 225 days | NT$797.81 Million | NT$3.55 Million/day | NT$- | NT$68.16 Million | ▼ -26 days |
| 2019 | 251 days | NT$911.98 Million | NT$3.63 Million/day | NT$- | NT$1.59 Million | ▼ -15 days |
| 2018 | 266 days | NT$1.06 Billion | NT$3.98 Million/day | NT$- | NT$1.57 Million | ▲ +17 days |
| 2017 | 249 days | NT$1.02 Billion | NT$4.09 Million/day | NT$- | NT$1.55 Million | ▲ +14 days |
| 2016 | 236 days | NT$852.95 Million | NT$3.62 Million/day | NT$- | NT$6.54 Million | ▼ -55 days |
| 2015 | 290 days | NT$920.61 Million | NT$3.17 Million/day | NT$- | NT$1.52 Million | ▲ +1 days |
| 2014 | 290 days | NT$1.53 Billion | NT$5.30 Million/day | NT$- | NT$125.44 Million | ▼ -8 days |
| 2013 | 297 days | NT$1.67 Billion | NT$5.62 Million/day | NT$- | NT$83.51 Million | ▲ +59 days |
| 2012 | 239 days | NT$1.50 Billion | NT$6.27 Million/day | NT$- | NT$6.79 Million | ▼ -9 days |
| 2011 | 248 days | NT$1.58 Billion | NT$6.36 Million/day | NT$- | NT$- | ▼ -7 days |
| 2010 | 254 days | NT$1.55 Billion | NT$6.09 Million/day | NT$- | NT$- | ▼ -5 days |
| 2009 | 259 days | NT$1.38 Billion | NT$5.34 Million/day | NT$- | NT$- | ▼ -36 days |
| 2008 | 295 days | NT$1.55 Billion | NT$5.24 Million/day | NT$- | NT$- | ▲ +7 days |
| 2007 | 288 days | NT$2.00 Billion | NT$6.92 Million/day | NT$- | NT$445.00K | ▼ -7 days |
| 2006 | 295 days | NT$1.08 Billion | NT$3.67 Million/day | NT$- | NT$- | ▼ -151 days |
| 2005 | 446 days | NT$680.36 Million | NT$1.52 Million/day | NT$- | NT$98.40 Million | ▲ +52 days |
| 2004 | 394 days | NT$604.68 Million | NT$1.54 Million/day | NT$- | NT$- | ▼ -92 days |
| 2003 | 486 days | NT$448.36 Million | NT$922.08K/day | NT$- | NT$8.03 Million | ▲ +61 days |
| 2002 | 426 days | NT$404.66 Million | NT$950.96K/day | NT$- | NT$35.93 Million | — |