Lelon Electronics Corp (2472) — Defensive Interval Ratio
Lelon Electronics Corp (2472) has a Defensive Interval Ratio of 573 days as of March 2026. Defensive assets of NT$5.18 Billion (cash NT$-, short-term investments NT$1.20 Billion, receivables NT$3.98 Billion) cover 573 days of daily cash needs of NT$9.05 Million/day. See Lelon Electronics Corp (2472) 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
Lelon Electronics Corp Defensive Interval Ratio (2002–2025)
This chart shows how Lelon Electronics Corp's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 573 days, meaning defensive assets of NT$5.18 Billion can fund 573 days of operations without new revenue. See Lelon Electronics Corp balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Lelon Electronics Corp (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Lelon Electronics 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 live market cap and the full company financial profile, see Lelon Electronics Corp (2472) market capitalisation.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 508 days | NT$5.05 Billion | NT$9.93 Million/day | NT$- | NT$1.29 Billion | ▲ +113 days |
| 2024 | 396 days | NT$4.37 Billion | NT$11.03 Million/day | NT$- | NT$794.20 Million | ▲ +45 days |
| 2023 | 351 days | NT$3.84 Billion | NT$10.94 Million/day | NT$- | NT$963.78 Million | ▲ +24 days |
| 2022 | 327 days | NT$3.44 Billion | NT$10.53 Million/day | NT$- | NT$628.84 Million | ▼ -84 days |
| 2021 | 411 days | NT$3.62 Billion | NT$8.81 Million/day | NT$- | NT$571.97 Million | ▲ +96 days |
| 2020 | 315 days | NT$2.56 Billion | NT$8.12 Million/day | NT$- | NT$43.25 Million | ▼ -30 days |
| 2019 | 345 days | NT$3.18 Billion | NT$9.22 Million/day | NT$- | NT$941.63 Million | ▲ +51 days |
| 2018 | 294 days | NT$3.77 Billion | NT$12.82 Million/day | NT$- | NT$1.08 Billion | ▲ +41 days |
| 2017 | 252 days | NT$2.74 Billion | NT$10.86 Million/day | NT$- | NT$20.86 Million | ▼ -10 days |
| 2016 | 262 days | NT$2.16 Billion | NT$8.23 Million/day | NT$- | NT$29.69 Million | ▲ +28 days |
| 2015 | 234 days | NT$1.95 Billion | NT$8.31 Million/day | NT$- | NT$26.29 Million | ▼ -73 days |
| 2014 | 307 days | NT$2.21 Billion | NT$7.19 Million/day | NT$- | NT$8.23 Million | ▲ +1 days |
| 2013 | 306 days | NT$2.15 Billion | NT$7.04 Million/day | NT$- | NT$10.14 Million | ▲ +12 days |
| 2012 | 293 days | NT$2.06 Billion | NT$7.03 Million/day | NT$- | NT$16.03 Million | ▼ -19 days |
| 2011 | 313 days | NT$1.85 Billion | NT$5.90 Million/day | NT$- | NT$16.13 Million | ▲ +29 days |
| 2010 | 284 days | NT$1.57 Billion | NT$5.51 Million/day | NT$- | NT$10.70 Million | ▼ -24 days |
| 2009 | 308 days | NT$1.52 Billion | NT$4.94 Million/day | NT$- | NT$9.40 Million | ▲ +56 days |
| 2008 | 252 days | NT$1.19 Billion | NT$4.70 Million/day | NT$- | NT$- | ▼ -14 days |
| 2007 | 267 days | NT$1.46 Billion | NT$5.46 Million/day | NT$- | NT$- | ▼ -15 days |
| 2006 | 282 days | NT$1.31 Billion | NT$4.64 Million/day | NT$- | NT$- | ▲ +73 days |
| 2005 | 209 days | NT$1.47 Billion | NT$7.04 Million/day | NT$- | NT$103.19 Million | ▲ +53 days |
| 2004 | 156 days | NT$770.96 Million | NT$4.94 Million/day | NT$- | NT$129.66 Million | ▼ -101 days |
| 2003 | 258 days | NT$1.16 Billion | NT$4.50 Million/day | NT$- | NT$248.88 Million | ▼ -51 days |
| 2002 | 309 days | NT$1.22 Billion | NT$3.94 Million/day | NT$- | NT$459.60 Million | — |