Better Life Group Co Ltd (1805) — Defensive Interval Ratio
Better Life Group Co Ltd (1805) has a Defensive Interval Ratio of 44 days as of March 2026. Defensive assets of NT$39.26 Million (cash NT$-, short-term investments NT$-, receivables NT$39.26 Million) cover 44 days of daily cash needs of NT$892.50K/day. See working capital position of Better Life Group Co Ltd to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Better Life Group Co Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Better Life Group Co Ltd's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 44 days, meaning defensive assets of NT$39.26 Million can fund 44 days of operations without new revenue. See net asset quality index of Better Life Group Co Ltd to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Better Life Group Co Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Better Life Group Co Ltd from 2000 to 2025, covering 25 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 market value of Better Life Group Co Ltd.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 89 days | NT$85.22 Million | NT$955.28K/day | NT$- | NT$44.78 Million | ▲ +17 days |
| 2024 | 72 days | NT$169.64 Million | NT$2.35 Million/day | NT$- | NT$31.46 Million | ▲ +2 days |
| 2023 | 70 days | NT$129.66 Million | NT$1.85 Million/day | NT$- | NT$129.17 Million | ▲ +23 days |
| 2022 | 47 days | NT$63.49 Million | NT$1.34 Million/day | NT$- | NT$56.80 Million | ▼ -14 days |
| 2021 | 61 days | NT$93.20 Million | NT$1.52 Million/day | NT$- | NT$29.28 Million | ▲ +54 days |
| 2020 | 7 days | NT$13.80 Million | NT$2.03 Million/day | NT$- | NT$11.83 Million | ▼ -15 days |
| 2019 | 22 days | NT$47.58 Million | NT$2.19 Million/day | NT$- | NT$19.60 Million | ▼ -7 days |
| 2018 | 29 days | NT$66.92 Million | NT$2.33 Million/day | NT$- | NT$40.23 Million | ▲ +19 days |
| 2017 | 10 days | NT$20.14 Million | NT$2.08 Million/day | NT$- | NT$13.96 Million | ▼ -18 days |
| 2016 | 28 days | NT$62.52 Million | NT$2.22 Million/day | NT$- | NT$47.08 Million | ▼ -107 days |
| 2015 | 135 days | NT$203.90 Million | NT$1.51 Million/day | NT$- | NT$179.16 Million | ▼ -3 days |
| 2014 | 138 days | NT$134.19 Million | NT$974.56K/day | NT$- | NT$102.64 Million | ▲ +59 days |
| 2013 | 79 days | NT$188.11 Million | NT$2.38 Million/day | NT$- | NT$141.26 Million | ▲ +39 days |
| 2012 | 40 days | NT$299.65 Million | NT$7.44 Million/day | NT$- | NT$242.10 Million | ▼ -6 days |
| 2011 | 47 days | NT$242.50 Million | NT$5.20 Million/day | NT$- | NT$208.67 Million | ▼ -213 days |
| 2010 | 260 days | NT$242.03 Million | NT$930.81K/day | NT$- | NT$212.43 Million | ▲ +199 days |
| 2009 | 61 days | NT$31.98 Million | NT$525.65K/day | NT$- | NT$31.09 Million | ▼ -38 days |
| 2008 | 99 days | NT$62.84 Million | NT$634.60K/day | NT$- | NT$15.00K | ▼ -54 days |
| 2007 | 153 days | NT$254.73 Million | NT$1.66 Million/day | NT$- | NT$25.00K | ▼ -17 days |
| 2006 | 170 days | NT$164.83 Million | NT$969.94K/day | NT$- | NT$- | ▼ -80 days |
| 2005 | 250 days | NT$239.43 Million | NT$957.45K/day | NT$- | NT$5.00K | ▲ +131 days |
| 2004 | 119 days | NT$178.28 Million | NT$1.50 Million/day | NT$- | NT$13.00K | ▼ -15 days |
| 2003 | 134 days | NT$212.18 Million | NT$1.59 Million/day | NT$- | NT$24.00K | ▲ +91 days |
| 2002 | 42 days | NT$96.03 Million | NT$2.26 Million/day | NT$- | NT$33.00K | ▼ -282 days |
| 2000 | 325 days | NT$773.40 Million | NT$2.38 Million/day | NT$- | NT$433.10 Million | — |