Run Long Construction Co Ltd (1808) — Defensive Interval Ratio
Run Long Construction Co Ltd (1808) has a Defensive Interval Ratio of 26 days as of December 2025. Defensive assets of NT$2.41 Billion (cash NT$-, short-term investments NT$745.35 Million, receivables NT$1.66 Billion) cover 26 days of daily cash needs of NT$92.19 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Run Long Construction Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Run Long Construction Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 26 days, meaning defensive assets of NT$2.41 Billion can fund 26 days of operations without new revenue. For the complete balance sheet picture, see 1808 asset base.
Annual Defensive Interval Ratio for Run Long Construction Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Run Long Construction 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 1808 current assets to equity 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 | 26 days | NT$2.41 Billion | NT$92.19 Million/day | NT$- | NT$745.35 Million | ▲ +11 days |
| 2024 | 15 days | NT$1.13 Billion | NT$74.12 Million/day | NT$- | NT$767.24 Million | ▼ -5 days |
| 2023 | 21 days | NT$1.40 Billion | NT$67.71 Million/day | NT$- | NT$643.72 Million | ▼ -23 days |
| 2022 | 44 days | NT$3.90 Billion | NT$89.23 Million/day | NT$- | NT$2.49 Billion | ▼ -29 days |
| 2021 | 73 days | NT$4.85 Billion | NT$66.76 Million/day | NT$- | NT$4.21 Billion | ▲ +10 days |
| 2020 | 63 days | NT$4.04 Billion | NT$64.46 Million/day | NT$- | NT$3.40 Billion | ▼ -24 days |
| 2019 | 86 days | NT$3.06 Billion | NT$35.35 Million/day | NT$- | NT$2.18 Billion | ▲ +2 days |
| 2018 | 84 days | NT$2.34 Billion | NT$27.70 Million/day | NT$- | NT$1.75 Billion | ▼ -10 days |
| 2017 | 94 days | NT$3.70 Billion | NT$39.26 Million/day | NT$- | NT$2.19 Billion | ▲ +9 days |
| 2016 | 86 days | NT$2.06 Billion | NT$24.10 Million/day | NT$- | NT$1.69 Billion | ▲ +6 days |
| 2015 | 79 days | NT$1.94 Billion | NT$24.46 Million/day | NT$- | NT$1.67 Billion | ▼ -16 days |
| 2014 | 95 days | NT$1.98 Billion | NT$20.76 Million/day | NT$- | NT$1.39 Billion | ▲ +13 days |
| 2013 | 82 days | NT$2.06 Billion | NT$25.19 Million/day | NT$- | NT$1.76 Billion | ▲ +36 days |
| 2012 | 46 days | NT$785.27 Million | NT$17.18 Million/day | NT$- | NT$454.78 Million | ▼ -18 days |
| 2011 | 64 days | NT$716.81 Million | NT$11.17 Million/day | NT$- | NT$425.30 Million | ▼ -224 days |
| 2010 | 288 days | NT$446.12 Million | NT$1.55 Million/day | NT$- | NT$251.43 Million | ▲ +59 days |
| 2009 | 230 days | NT$323.86 Million | NT$1.41 Million/day | NT$- | NT$34.98 Million | ▲ +177 days |
| 2008 | 53 days | NT$222.91 Million | NT$4.20 Million/day | NT$- | NT$32.31 Million | ▼ -75 days |
| 2007 | 128 days | NT$294.08 Million | NT$2.30 Million/day | NT$- | NT$19.20 Million | ▲ +35 days |
| 2006 | 93 days | NT$1.33 Billion | NT$14.25 Million/day | NT$- | NT$146.38 Million | ▲ +62 days |
| 2005 | 31 days | NT$372.91 Million | NT$12.01 Million/day | NT$- | NT$187.18 Million | ▼ -75 days |
| 2004 | 106 days | NT$248.50 Million | NT$2.34 Million/day | NT$- | NT$67.14 Million | ▲ +63 days |
| 2003 | 43 days | NT$65.18 Million | NT$1.51 Million/day | NT$- | NT$336.00K | ▲ +27 days |
| 2002 | 16 days | NT$27.74 Million | NT$1.70 Million/day | NT$- | NT$4.70 Million | — |