Elan Microelectronics Corp Defensive Interval Ratio
Elan Microelectronics Corp defensive interval ratio. Elan Microelectronics Corp (2458) has a Defensive Interval Ratio of 222 days as of March 2026. Defensive assets of NT$3.02 Billion (cash NT$-, short-term investments NT$715.29 Million, receivables NT$2.31 Billion) cover 222 days of daily cash needs of NT$13.63 Million/day. See Elan Microelectronics Corp (2458) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Elan Microelectronics Corp (2003–2025)
Defensive interval ratio of Elan Microelectronics Corp from 2003 to 2025. This chart shows how Elan Microelectronics Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of March 2026, the ratio stands at 222 days, meaning defensive assets of NT$3.02 Billion can fund 222 days of operations without new revenue. Check Elan Microelectronics Corp asset resilience ratio to evaluate the company's liquid asset resilience ratio.
Elan Microelectronics Corp Defensive Interval Ratio by Year (2003–2025)
Elan Microelectronics Corp defensive interval ratio by year from 2003 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Elan Microelectronics Corp from 2003 to 2025, 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 Elan Microelectronics Corp total assets.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 452 days | NT$3.91 Billion | NT$8.65 Million/day | NT$- | NT$1.73 Billion | ▲ +97 days |
| 2024 | 355 days | NT$3.49 Billion | NT$9.83 Million/day | NT$- | NT$1.28 Billion | ▼ -69 days |
| 2023 | 424 days | NT$3.86 Billion | NT$9.11 Million/day | NT$- | NT$1.83 Billion | ▲ +214 days |
| 2022 | 210 days | NT$1.51 Billion | NT$7.17 Million/day | NT$- | NT$788.64 Million | ▼ -113 days |
| 2021 | 323 days | NT$4.29 Billion | NT$13.30 Million/day | NT$- | NT$2.50 Billion | ▼ -147 days |
| 2020 | 470 days | NT$5.87 Billion | NT$12.50 Million/day | NT$- | NT$3.71 Billion | ▼ -39 days |
| 2019 | 509 days | NT$4.26 Billion | NT$8.38 Million/day | NT$- | NT$3.07 Billion | ▲ +55 days |
| 2018 | 454 days | NT$3.52 Billion | NT$7.75 Million/day | NT$- | NT$2.41 Billion | ▼ -184 days |
| 2017 | 638 days | NT$4.21 Billion | NT$6.60 Million/day | NT$- | NT$3.27 Billion | ▼ -158 days |
| 2016 | 796 days | NT$3.90 Billion | NT$4.90 Million/day | NT$- | NT$2.79 Billion | ▼ -189 days |
| 2015 | 984 days | NT$4.54 Billion | NT$4.61 Million/day | NT$- | NT$3.49 Billion | ▼ -80 days |
| 2014 | 1064 days | NT$5.20 Billion | NT$4.89 Million/day | NT$- | NT$4.00 Billion | ▼ -37 days |
| 2013 | 1101 days | NT$4.91 Billion | NT$4.46 Million/day | NT$- | NT$3.71 Billion | ▲ +584 days |
| 2012 | 517 days | NT$2.21 Billion | NT$4.28 Million/day | NT$- | NT$868.56 Million | ▲ +32 days |
| 2011 | 486 days | NT$1.52 Billion | NT$3.13 Million/day | NT$- | NT$784.16 Million | ▲ +10 days |
| 2010 | 476 days | NT$1.38 Billion | NT$2.90 Million/day | NT$- | NT$693.67 Million | ▲ +19 days |
| 2009 | 457 days | NT$1.31 Billion | NT$2.87 Million/day | NT$- | NT$585.98 Million | ▲ +164 days |
| 2008 | 294 days | NT$828.64 Million | NT$2.82 Million/day | NT$- | NT$135.38 Million | ▼ -85 days |
| 2007 | 379 days | NT$876.10 Million | NT$2.31 Million/day | NT$- | NT$319.35 Million | ▼ -542 days |
| 2006 | 921 days | NT$1.70 Billion | NT$1.85 Million/day | NT$- | NT$1.13 Billion | ▼ -92 days |
| 2005 | 1013 days | NT$1.58 Billion | NT$1.56 Million/day | NT$- | NT$921.88 Million | ▲ +447 days |
| 2004 | 567 days | NT$1.70 Billion | NT$3.00 Million/day | NT$- | NT$1.10 Billion | ▼ -381 days |
| 2003 | 948 days | NT$1.73 Billion | NT$1.83 Million/day | NT$- | NT$1.15 Billion | — |