Shuttle Inc (2405) — Defensive Interval Ratio
Shuttle Inc (2405) has a Defensive Interval Ratio of 121 days as of September 2025. Defensive assets of NT$222.49 Million (cash NT$-, short-term investments NT$24.76 Million, receivables NT$197.73 Million) cover 121 days of daily cash needs of NT$1.84 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Shuttle Inc Defensive Interval Ratio (2002–2024)
This chart shows how Shuttle Inc's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 121 days, meaning defensive assets of NT$222.49 Million can fund 121 days of operations without new revenue. For the complete balance sheet picture, see Shuttle Inc (2405) total assets.
Annual Defensive Interval Ratio for Shuttle Inc (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Shuttle 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. See Shuttle Inc short-term liquidity 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) |
|---|---|---|---|---|---|---|
| 2024 | 167 days | NT$221.22 Million | NT$1.32 Million/day | NT$- | NT$30.96 Million | ▼ -12 days |
| 2023 | 179 days | NT$233.89 Million | NT$1.30 Million/day | NT$- | NT$35.93 Million | ▲ +11 days |
| 2022 | 168 days | NT$256.55 Million | NT$1.53 Million/day | NT$- | NT$99.42 Million | ▼ -69 days |
| 2021 | 237 days | NT$476.64 Million | NT$2.01 Million/day | NT$- | NT$268.91 Million | ▼ -169 days |
| 2020 | 406 days | NT$506.28 Million | NT$1.25 Million/day | NT$- | NT$229.72 Million | ▲ +4 days |
| 2019 | 403 days | NT$991.54 Million | NT$2.46 Million/day | NT$- | NT$152.76 Million | ▲ +17 days |
| 2018 | 385 days | NT$794.75 Million | NT$2.06 Million/day | NT$- | NT$127.28 Million | ▼ -67 days |
| 2017 | 453 days | NT$1.46 Billion | NT$3.23 Million/day | NT$- | NT$175.12 Million | ▼ -44 days |
| 2016 | 497 days | NT$1.64 Billion | NT$3.31 Million/day | NT$- | NT$112.57 Million | ▼ -14 days |
| 2015 | 511 days | NT$1.23 Billion | NT$2.41 Million/day | NT$- | NT$161.96 Million | ▲ +158 days |
| 2014 | 353 days | NT$1.80 Billion | NT$5.10 Million/day | NT$- | NT$179.72 Million | ▼ -68 days |
| 2013 | 421 days | NT$5.29 Billion | NT$12.57 Million/day | NT$- | NT$209.53 Million | ▲ +37 days |
| 2012 | 384 days | NT$3.64 Billion | NT$9.48 Million/day | NT$- | NT$191.76 Million | ▲ +351 days |
| 2011 | 33 days | NT$250.00 Million | NT$7.48 Million/day | NT$- | NT$272.26 Million | ▼ -227 days |
| 2010 | 260 days | NT$1.56 Billion | NT$6.00 Million/day | NT$- | NT$293.85 Million | ▼ -11 days |
| 2009 | 272 days | NT$329.65 Million | NT$1.21 Million/day | NT$- | NT$115.41 Million | ▼ -65 days |
| 2008 | 337 days | NT$262.87 Million | NT$779.97K/day | NT$- | NT$38.36 Million | ▼ -144 days |
| 2007 | 481 days | NT$622.42 Million | NT$1.29 Million/day | NT$- | NT$388.56 Million | ▲ +274 days |
| 2006 | 207 days | NT$280.37 Million | NT$1.35 Million/day | NT$- | NT$2.57 Million | ▼ -155 days |
| 2005 | 362 days | NT$787.24 Million | NT$2.17 Million/day | NT$- | NT$243.05 Million | ▲ +74 days |
| 2004 | 288 days | NT$1.34 Billion | NT$4.66 Million/day | NT$- | NT$85.19 Million | ▲ +5 days |
| 2003 | 284 days | NT$1.22 Billion | NT$4.30 Million/day | NT$- | NT$324.51 Million | ▲ +116 days |
| 2002 | 168 days | NT$748.60 Million | NT$4.45 Million/day | NT$- | NT$159.90 Million | — |