Chroma ATE Inc Defensive Interval Ratio
Chroma ATE Inc defensive interval ratio. Chroma ATE Inc (2360) has a Defensive Interval Ratio of 243 days as of June 2025. Defensive assets of NT$8.23 Billion (cash NT$-, short-term investments NT$2.45 Billion, receivables NT$5.79 Billion) cover 243 days of daily cash needs of NT$33.87 Million/day. Explore how much of Chroma ATE Inc's assets are long-term investments to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Chroma ATE Inc (2002–2024)
Defensive interval ratio of Chroma ATE Inc from 2002 to 2024. This chart shows how Chroma ATE Inc's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of June 2025, the ratio stands at 243 days, meaning defensive assets of NT$8.23 Billion can fund 243 days of operations without new revenue. Read debt load of Chroma ATE Inc for a breakdown of total debt and financial obligations.
Chroma ATE Inc Defensive Interval Ratio by Year (2002–2024)
Chroma ATE Inc defensive interval ratio by year from 2002 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Chroma ATE Inc from 2002 to 2024, covering 23 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 the complete balance sheet picture, see Chroma ATE Inc assets under control.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 300 days | NT$6.78 Billion | NT$22.56 Million/day | NT$- | NT$941.08 Million | ▲ +16 days |
| 2023 | 284 days | NT$6.55 Billion | NT$23.07 Million/day | NT$- | NT$661.93 Million | ▲ +25 days |
| 2022 | 259 days | NT$6.59 Billion | NT$25.44 Million/day | NT$- | NT$743.13 Million | ▼ -73 days |
| 2021 | 332 days | NT$7.16 Billion | NT$21.59 Million/day | NT$- | NT$1.86 Billion | ▲ +19 days |
| 2020 | 313 days | NT$7.22 Billion | NT$23.08 Million/day | NT$- | NT$1.55 Billion | ▼ -41 days |
| 2019 | 353 days | NT$7.23 Billion | NT$20.48 Million/day | NT$- | NT$1.19 Billion | ▼ -102 days |
| 2018 | 455 days | NT$7.44 Billion | NT$16.36 Million/day | NT$- | NT$1.76 Billion | ▲ +130 days |
| 2017 | 325 days | NT$6.17 Billion | NT$18.97 Million/day | NT$- | NT$1.95 Billion | ▼ -135 days |
| 2016 | 460 days | NT$5.95 Billion | NT$12.94 Million/day | NT$- | NT$2.68 Billion | ▼ -164 days |
| 2015 | 624 days | NT$5.32 Billion | NT$8.53 Million/day | NT$- | NT$2.63 Billion | ▼ -85 days |
| 2014 | 709 days | NT$5.57 Billion | NT$7.87 Million/day | NT$- | NT$2.28 Billion | ▲ +265 days |
| 2013 | 444 days | NT$3.71 Billion | NT$8.36 Million/day | NT$- | NT$744.93 Million | ▲ +48 days |
| 2012 | 396 days | NT$3.39 Billion | NT$8.58 Million/day | NT$- | NT$533.44 Million | ▲ +46 days |
| 2011 | 349 days | NT$3.47 Billion | NT$9.93 Million/day | NT$- | NT$196.46 Million | ▲ +11 days |
| 2010 | 339 days | NT$3.57 Billion | NT$10.53 Million/day | NT$- | NT$59.54 Million | ▲ +20 days |
| 2009 | 319 days | NT$3.21 Billion | NT$10.07 Million/day | NT$- | NT$54.76 Million | ▼ -19 days |
| 2008 | 338 days | NT$2.24 Billion | NT$6.64 Million/day | NT$- | NT$22.55 Million | ▼ -21 days |
| 2007 | 359 days | NT$3.10 Billion | NT$8.65 Million/day | NT$- | NT$28.57 Million | ▲ +96 days |
| 2006 | 263 days | NT$1.94 Billion | NT$7.40 Million/day | NT$- | NT$55.68 Million | ▼ -46 days |
| 2005 | 309 days | NT$1.91 Billion | NT$6.19 Million/day | NT$- | NT$144.24 Million | ▲ +3 days |
| 2004 | 306 days | NT$1.64 Billion | NT$5.37 Million/day | NT$- | NT$351.94 Million | ▼ -19 days |
| 2003 | 325 days | NT$1.82 Billion | NT$5.60 Million/day | NT$- | NT$484.16 Million | ▼ -108 days |
| 2002 | 433 days | NT$1.60 Billion | NT$3.70 Million/day | NT$- | NT$455.37 Million | — |