Clevo Co (2362) — Defensive Interval Ratio
Clevo Co (2362) has a Defensive Interval Ratio of 203 days as of June 2025. Defensive assets of NT$8.18 Billion (cash NT$-, short-term investments NT$3.94 Billion, receivables NT$4.23 Billion) cover 203 days of daily cash needs of NT$40.26 Million/day. Check 2362 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
Clevo Co Defensive Interval Ratio (2000–2024)
This chart shows how Clevo Co's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of June 2025, the ratio stands at 203 days, meaning defensive assets of NT$8.18 Billion can fund 203 days of operations without new revenue. Also explore 2362 net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Clevo Co (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Clevo Co from 2000 to 2024, 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 2362 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 177 days | NT$8.07 Billion | NT$45.69 Million/day | NT$- | NT$4.83 Billion | ▲ +10 days |
| 2023 | 167 days | NT$8.00 Billion | NT$47.96 Million/day | NT$- | NT$5.00 Billion | ▲ +59 days |
| 2022 | 108 days | NT$4.78 Billion | NT$44.15 Million/day | NT$- | NT$2.21 Billion | ▼ -50 days |
| 2021 | 158 days | NT$5.96 Billion | NT$37.70 Million/day | NT$- | NT$2.53 Billion | ▲ +41 days |
| 2020 | 117 days | NT$5.70 Billion | NT$48.81 Million/day | NT$- | NT$3.45 Billion | ▼ -31 days |
| 2019 | 147 days | NT$8.48 Billion | NT$57.54 Million/day | NT$- | NT$2.69 Billion | ▼ 0 days |
| 2018 | 147 days | NT$7.70 Billion | NT$52.23 Million/day | NT$- | NT$6.07 Billion | ▲ +92 days |
| 2017 | 55 days | NT$3.32 Billion | NT$59.98 Million/day | NT$- | NT$1.40 Billion | ▼ -8 days |
| 2016 | 64 days | NT$3.97 Billion | NT$62.35 Million/day | NT$- | NT$1.96 Billion | ▼ -9 days |
| 2015 | 72 days | NT$4.34 Billion | NT$59.98 Million/day | NT$- | NT$1.74 Billion | ▲ +7 days |
| 2014 | 65 days | NT$3.66 Billion | NT$56.28 Million/day | NT$- | NT$1.54 Billion | ▼ -21 days |
| 2013 | 86 days | NT$3.67 Billion | NT$42.46 Million/day | NT$- | NT$1.97 Billion | ▲ +8 days |
| 2012 | 79 days | NT$2.76 Billion | NT$35.02 Million/day | NT$- | NT$1.23 Billion | ▲ +35 days |
| 2011 | 43 days | NT$1.74 Billion | NT$40.12 Million/day | NT$- | NT$1.64 Billion | ▼ -97 days |
| 2010 | 141 days | NT$4.72 Billion | NT$33.59 Million/day | NT$- | NT$2.04 Billion | ▲ +19 days |
| 2009 | 121 days | NT$3.63 Billion | NT$29.97 Million/day | NT$- | NT$2.38 Billion | ▲ +82 days |
| 2008 | 39 days | NT$1.33 Billion | NT$34.08 Million/day | NT$- | NT$86.03 Million | ▼ -119 days |
| 2007 | 158 days | NT$4.17 Billion | NT$26.30 Million/day | NT$- | NT$2.89 Billion | ▲ +26 days |
| 2006 | 132 days | NT$2.98 Billion | NT$22.56 Million/day | NT$- | NT$2.02 Billion | ▲ +2 days |
| 2005 | 131 days | NT$2.88 Billion | NT$22.02 Million/day | NT$- | NT$2.05 Billion | ▼ -75 days |
| 2004 | 206 days | NT$3.02 Billion | NT$14.67 Million/day | NT$- | NT$923.03 Million | ▲ +15 days |
| 2003 | 190 days | NT$2.24 Billion | NT$11.78 Million/day | NT$- | NT$1.23 Billion | ▼ -17 days |
| 2002 | 208 days | NT$1.43 Billion | NT$6.86 Million/day | NT$- | NT$794.97 Million | ▲ +19 days |
| 2001 | 188 days | NT$1.34 Billion | NT$7.09 Million/day | NT$- | NT$465.97 Million | ▲ +20 days |
| 2000 | 168 days | NT$1.29 Billion | NT$7.70 Million/day | NT$- | NT$267.98 Million | — |