Long Chen Paper Co Ltd (1909) — Defensive Interval Ratio
Long Chen Paper Co Ltd (1909) has a Defensive Interval Ratio of 129 days as of December 2025. Defensive assets of NT$7.70 Billion (cash NT$-, short-term investments NT$398.48 Million, receivables NT$7.30 Billion) cover 129 days of daily cash needs of NT$59.45 Million/day. Check 1909 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Long Chen Paper Co Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Long Chen Paper Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 129 days, meaning defensive assets of NT$7.70 Billion can fund 129 days of operations without new revenue. Also explore 1909 net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Long Chen Paper Co Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Long Chen Paper Co Ltd 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 1909 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 129 days | NT$7.70 Billion | NT$59.45 Million/day | NT$- | NT$398.48 Million | ▼ -1 days |
| 2024 | 130 days | NT$7.23 Billion | NT$55.61 Million/day | NT$- | NT$1.71 Million | ▼ -25 days |
| 2023 | 155 days | NT$7.99 Billion | NT$51.46 Million/day | NT$- | NT$1.43 Million | ▲ +13 days |
| 2022 | 143 days | NT$8.79 Billion | NT$61.64 Million/day | NT$- | NT$44.48 Million | ▼ -5 days |
| 2021 | 147 days | NT$12.03 Billion | NT$81.55 Million/day | NT$- | NT$104.59 Million | ▼ -6 days |
| 2020 | 154 days | NT$10.81 Billion | NT$70.25 Million/day | NT$- | NT$7.04 Million | ▲ +15 days |
| 2019 | 139 days | NT$10.68 Billion | NT$76.86 Million/day | NT$- | NT$46.87 Million | ▼ -14 days |
| 2018 | 153 days | NT$12.96 Billion | NT$84.52 Million/day | NT$- | NT$2.87 Million | ▼ -85 days |
| 2017 | 239 days | NT$16.52 Billion | NT$69.24 Million/day | NT$- | NT$16.49 Million | ▲ +19 days |
| 2016 | 220 days | NT$10.04 Billion | NT$45.65 Million/day | NT$- | NT$89.21 Million | ▲ +52 days |
| 2015 | 168 days | NT$7.97 Billion | NT$47.52 Million/day | NT$- | NT$54.60 Million | ▼ -87 days |
| 2014 | 254 days | NT$11.42 Billion | NT$44.90 Million/day | NT$- | NT$30.00 Million | ▼ -26 days |
| 2013 | 281 days | NT$10.72 Billion | NT$38.22 Million/day | NT$- | NT$378.81 Million | ▲ +33 days |
| 2012 | 248 days | NT$9.59 Billion | NT$38.70 Million/day | NT$- | NT$1.47 Billion | ▲ +4 days |
| 2011 | 244 days | NT$10.07 Billion | NT$41.32 Million/day | NT$- | NT$1.00 Billion | ▲ +17 days |
| 2010 | 227 days | NT$7.90 Billion | NT$34.81 Million/day | NT$- | NT$2.04 Billion | ▲ +174 days |
| 2009 | 53 days | NT$1.65 Billion | NT$31.29 Million/day | NT$- | NT$1.65 Billion | ▼ -24 days |
| 2008 | 77 days | NT$361.37 Million | NT$4.70 Million/day | NT$- | NT$694.00K | ▼ -85 days |
| 2007 | 162 days | NT$834.91 Million | NT$5.16 Million/day | NT$- | NT$11.18 Million | ▲ +13 days |
| 2006 | 149 days | NT$530.99 Million | NT$3.57 Million/day | NT$- | NT$15.25 Million | ▼ -180 days |
| 2005 | 329 days | NT$3.24 Billion | NT$9.85 Million/day | NT$- | NT$1.09 Billion | ▲ +31 days |
| 2004 | 297 days | NT$3.59 Billion | NT$12.08 Million/day | NT$- | NT$1.74 Billion | ▼ -2 days |
| 2003 | 299 days | NT$2.73 Billion | NT$9.13 Million/day | NT$- | NT$1.19 Billion | ▼ -120 days |
| 2002 | 419 days | NT$2.59 Billion | NT$6.20 Million/day | NT$- | NT$1.31 Billion | ▲ +12 days |
| 2001 | 406 days | NT$2.44 Billion | NT$6.00 Million/day | NT$- | NT$1.09 Billion | ▲ +30 days |
| 2000 | 376 days | NT$2.41 Billion | NT$6.41 Million/day | NT$- | NT$709.49 Million | — |