Mirle Automation Corp Defensive Interval Ratio
Mirle Automation Corp defensive interval ratio. Mirle Automation Corp (2464) has a Defensive Interval Ratio of 273 days as of March 2026. Defensive assets of NT$4.41 Billion (cash NT$-, short-term investments NT$8.89 Million, receivables NT$4.40 Billion) cover 273 days of daily cash needs of NT$16.12 Million/day. See Mirle Automation Corp working capital to net assets 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 Mirle Automation Corp (2002–2025)
Defensive interval ratio of Mirle Automation Corp from 2002 to 2025. This chart shows how Mirle Automation Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 273 days, meaning defensive assets of NT$4.41 Billion can fund 273 days of operations without new revenue. Check Mirle Automation Corp (2464) liquid assets ratio to evaluate the company's liquid asset resilience ratio.
Mirle Automation Corp Defensive Interval Ratio by Year (2002–2025)
Mirle Automation Corp defensive interval ratio by year from 2002 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Mirle Automation Corp from 2002 to 2025, covering 24 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 2464 total asset value.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 261 days | NT$4.18 Billion | NT$16.03 Million/day | NT$- | NT$365.00K | ▼ -85 days |
| 2024 | 345 days | NT$5.56 Billion | NT$16.10 Million/day | NT$- | NT$- | ▲ +47 days |
| 2023 | 298 days | NT$5.77 Billion | NT$19.34 Million/day | NT$- | NT$150.40 Million | ▲ +24 days |
| 2022 | 274 days | NT$5.52 Billion | NT$20.12 Million/day | NT$- | NT$25.08 Million | ▲ +49 days |
| 2021 | 225 days | NT$3.60 Billion | NT$16.00 Million/day | NT$- | NT$100.08 Million | ▼ -6 days |
| 2020 | 231 days | NT$3.47 Billion | NT$15.00 Million/day | NT$- | NT$-10.00 Million | ▲ +27 days |
| 2019 | 204 days | NT$3.81 Billion | NT$18.64 Million/day | NT$- | NT$- | ▼ -34 days |
| 2018 | 238 days | NT$5.14 Billion | NT$21.54 Million/day | NT$- | NT$450.70 Million | ▲ +30 days |
| 2017 | 208 days | NT$3.78 Billion | NT$18.14 Million/day | NT$- | NT$135.84 Million | ▼ -15 days |
| 2016 | 223 days | NT$3.19 Billion | NT$14.33 Million/day | NT$- | NT$57.03 Million | ▼ -67 days |
| 2015 | 290 days | NT$3.14 Billion | NT$10.84 Million/day | NT$- | NT$37.05 Million | ▲ +55 days |
| 2014 | 235 days | NT$1.80 Billion | NT$7.64 Million/day | NT$- | NT$-170.71 Million | ▼ -64 days |
| 2013 | 299 days | NT$1.90 Billion | NT$6.34 Million/day | NT$- | NT$1.57 Million | ▼ -25 days |
| 2012 | 324 days | NT$2.34 Billion | NT$7.23 Million/day | NT$- | NT$5.54 Million | ▲ +318 days |
| 2011 | 6 days | NT$45.87 Million | NT$7.77 Million/day | NT$- | NT$4.02 Million | ▼ -123 days |
| 2010 | 129 days | NT$908.52 Million | NT$7.03 Million/day | NT$- | NT$- | ▲ +5 days |
| 2009 | 124 days | NT$661.79 Million | NT$5.32 Million/day | NT$- | NT$164.00K | ▲ +14 days |
| 2008 | 111 days | NT$542.90 Million | NT$4.91 Million/day | NT$- | NT$- | ▼ -173 days |
| 2007 | 284 days | NT$1.41 Billion | NT$4.97 Million/day | NT$- | NT$341.61 Million | ▲ +15 days |
| 2006 | 268 days | NT$1.28 Billion | NT$4.77 Million/day | NT$- | NT$323.83 Million | ▼ -91 days |
| 2005 | 360 days | NT$1.37 Billion | NT$3.81 Million/day | NT$- | NT$385.53 Million | ▲ +40 days |
| 2004 | 320 days | NT$1.15 Billion | NT$3.60 Million/day | NT$- | NT$275.00 Million | ▲ +120 days |
| 2003 | 200 days | NT$770.40 Million | NT$3.85 Million/day | NT$- | NT$50.00 Million | ▼ -68 days |
| 2002 | 268 days | NT$590.92 Million | NT$2.20 Million/day | NT$- | NT$95.00 Million | — |