Leader Electronics Inc (3058) — Defensive Interval Ratio
Leader Electronics Inc (3058) has a Defensive Interval Ratio of 136 days as of December 2025. Defensive assets of NT$1.02 Billion (cash NT$-, short-term investments NT$-, receivables NT$1.02 Billion) cover 136 days of daily cash needs of NT$7.50 Million/day. Check 3058 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
Leader Electronics Inc Defensive Interval Ratio (2002–2025)
This chart shows how Leader Electronics Inc's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 136 days, meaning defensive assets of NT$1.02 Billion can fund 136 days of operations without new revenue. Also explore how fast is Leader Electronics Inc growing its equity to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Leader Electronics Inc (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Leader Electronics Inc 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 Leader Electronics Inc (3058) market capitalisation.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 136 days | NT$1.02 Billion | NT$7.50 Million/day | NT$- | NT$- | ▼ -57 days |
| 2024 | 194 days | NT$1.07 Billion | NT$5.54 Million/day | NT$- | NT$- | ▼ -25 days |
| 2023 | 218 days | NT$1.26 Billion | NT$5.78 Million/day | NT$- | NT$61.85 Million | ▲ +83 days |
| 2022 | 136 days | NT$1.03 Billion | NT$7.60 Million/day | NT$- | NT$-98.72 Million | ▲ +9 days |
| 2021 | 127 days | NT$1.20 Billion | NT$9.42 Million/day | NT$- | NT$-97.81 Million | ▼ -49 days |
| 2020 | 176 days | NT$1.31 Billion | NT$7.43 Million/day | NT$- | NT$25.64 Million | ▼ -6 days |
| 2019 | 183 days | NT$1.18 Billion | NT$6.47 Million/day | NT$- | NT$8.40 Million | ▼ -13 days |
| 2018 | 195 days | NT$1.22 Billion | NT$6.23 Million/day | NT$- | NT$2.89 Million | ▼ -22 days |
| 2017 | 218 days | NT$1.31 Billion | NT$6.01 Million/day | NT$- | NT$2.56 Million | ▼ -28 days |
| 2016 | 245 days | NT$1.57 Billion | NT$6.38 Million/day | NT$- | NT$2.34 Million | ▲ +31 days |
| 2015 | 214 days | NT$1.36 Billion | NT$6.32 Million/day | NT$- | NT$2.24 Million | ▼ -5 days |
| 2014 | 219 days | NT$1.51 Billion | NT$6.90 Million/day | NT$- | NT$2.61 Million | ▼ -46 days |
| 2013 | 266 days | NT$1.97 Billion | NT$7.42 Million/day | NT$- | NT$4.22 Million | ▲ +25 days |
| 2012 | 240 days | NT$1.77 Billion | NT$7.35 Million/day | NT$- | NT$10.02 Million | ▼ -14 days |
| 2011 | 254 days | NT$2.06 Billion | NT$8.12 Million/day | NT$- | NT$31.01 Million | ▲ +41 days |
| 2010 | 214 days | NT$2.03 Billion | NT$9.50 Million/day | NT$- | NT$3.43 Million | ▼ -67 days |
| 2009 | 280 days | NT$1.81 Billion | NT$6.45 Million/day | NT$- | NT$45.76 Million | ▲ +38 days |
| 2008 | 242 days | NT$1.53 Billion | NT$6.30 Million/day | NT$- | NT$30.64 Million | ▲ +10 days |
| 2007 | 232 days | NT$1.53 Billion | NT$6.57 Million/day | NT$- | NT$87.36 Million | ▲ +4 days |
| 2006 | 229 days | NT$1.55 Billion | NT$6.79 Million/day | NT$- | NT$- | ▼ -16 days |
| 2005 | 245 days | NT$1.50 Billion | NT$6.11 Million/day | NT$- | NT$44.06 Million | ▼ -15 days |
| 2004 | 260 days | NT$1.27 Billion | NT$4.87 Million/day | NT$- | NT$174.61 Million | ▲ +63 days |
| 2003 | 198 days | NT$1.06 Billion | NT$5.34 Million/day | NT$- | NT$8.44 Million | ▼ -103 days |
| 2002 | 301 days | NT$1.20 Billion | NT$4.00 Million/day | NT$- | NT$79.01 Million | — |