YFY Inc (1907) — Defensive Interval Ratio
YFY Inc (1907) has a Defensive Interval Ratio of 231 days as of March 2026. Defensive assets of NT$36.51 Billion (cash NT$-, short-term investments NT$22.10 Billion, receivables NT$14.41 Billion) cover 231 days of daily cash needs of NT$157.75 Million/day. See 1907 net working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
YFY Inc Defensive Interval Ratio (2000–2025)
This chart shows how YFY Inc's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 231 days, meaning defensive assets of NT$36.51 Billion can fund 231 days of operations without new revenue. See 1907 equity to assets ratio to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for YFY Inc (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for YFY Inc from 2000 to 2025, covering 26 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 YFY Inc (1907) market capitalisation.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 278 days | NT$33.56 Billion | NT$120.84 Million/day | NT$- | NT$18.72 Billion | ▼ -1 days |
| 2024 | 279 days | NT$33.11 Billion | NT$118.66 Million/day | NT$- | NT$17.27 Billion | ▲ +36 days |
| 2023 | 243 days | NT$28.01 Billion | NT$115.06 Million/day | NT$- | NT$13.96 Billion | ▼ -106 days |
| 2022 | 350 days | NT$27.78 Billion | NT$79.45 Million/day | NT$- | NT$12.76 Billion | ▲ +45 days |
| 2021 | 305 days | NT$32.99 Billion | NT$108.26 Million/day | NT$- | NT$15.40 Billion | ▲ +29 days |
| 2020 | 276 days | NT$25.90 Billion | NT$93.78 Million/day | NT$- | NT$10.54 Billion | ▲ +23 days |
| 2019 | 253 days | NT$24.75 Billion | NT$97.84 Million/day | NT$- | NT$10.22 Billion | ▼ -6 days |
| 2018 | 259 days | NT$23.18 Billion | NT$89.60 Million/day | NT$- | NT$7.71 Billion | ▲ +6 days |
| 2017 | 253 days | NT$22.37 Billion | NT$88.59 Million/day | NT$- | NT$7.62 Billion | ▼ -5 days |
| 2016 | 258 days | NT$20.27 Billion | NT$78.73 Million/day | NT$- | NT$6.84 Billion | ▲ +40 days |
| 2015 | 218 days | NT$20.86 Billion | NT$95.85 Million/day | NT$- | NT$6.28 Billion | ▼ -43 days |
| 2014 | 261 days | NT$21.46 Billion | NT$82.33 Million/day | NT$- | NT$8.15 Billion | ▲ +39 days |
| 2013 | 222 days | NT$18.80 Billion | NT$84.70 Million/day | NT$- | NT$7.35 Billion | ▲ +9 days |
| 2012 | 213 days | NT$16.40 Billion | NT$76.93 Million/day | NT$- | NT$5.44 Billion | ▼ -14 days |
| 2011 | 228 days | NT$13.75 Billion | NT$60.41 Million/day | NT$- | NT$3.45 Billion | ▲ +13 days |
| 2010 | 215 days | NT$13.63 Billion | NT$63.50 Million/day | NT$- | NT$4.38 Billion | ▲ +39 days |
| 2009 | 175 days | NT$11.93 Billion | NT$68.02 Million/day | NT$- | NT$3.65 Billion | ▲ +23 days |
| 2008 | 152 days | NT$10.53 Billion | NT$69.23 Million/day | NT$- | NT$2.12 Billion | ▼ -55 days |
| 2007 | 207 days | NT$13.37 Billion | NT$64.53 Million/day | NT$- | NT$3.88 Billion | ▼ -41 days |
| 2006 | 248 days | NT$12.33 Billion | NT$49.63 Million/day | NT$- | NT$4.84 Billion | ▲ +36 days |
| 2005 | 212 days | NT$10.33 Billion | NT$48.69 Million/day | NT$- | NT$1.74 Billion | ▼ -96 days |
| 2004 | 308 days | NT$11.00 Billion | NT$35.65 Million/day | NT$- | NT$4.12 Billion | ▲ +46 days |
| 2003 | 262 days | NT$8.66 Billion | NT$33.01 Million/day | NT$- | NT$2.63 Billion | ▲ +15 days |
| 2002 | 247 days | NT$7.84 Billion | NT$31.68 Million/day | NT$- | NT$687.98 Million | ▼ -47 days |
| 2001 | 295 days | NT$8.16 Billion | NT$27.68 Million/day | NT$- | NT$2.00 Billion | ▲ +36 days |
| 2000 | 259 days | NT$7.41 Billion | NT$28.61 Million/day | NT$- | NT$876.54 Million | — |