Roo Hsing Co Ltd (4414) — Defensive Interval Ratio
Roo Hsing Co Ltd (4414) has a Defensive Interval Ratio of 122 days as of September 2025. Defensive assets of NT$2.69 Billion (cash NT$-, short-term investments NT$412.83 Million, receivables NT$2.28 Billion) cover 122 days of daily cash needs of NT$22.04 Million/day. See Roo Hsing Co Ltd (4414) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Roo Hsing Co Ltd Defensive Interval Ratio (2002–2024)
This chart shows how Roo Hsing Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 122 days, meaning defensive assets of NT$2.69 Billion can fund 122 days of operations without new revenue. See Roo Hsing Co Ltd balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Roo Hsing Co Ltd (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Roo Hsing Co Ltd 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. For live market cap and the full company financial profile, see how much is Roo Hsing Co Ltd worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 163 days | NT$3.84 Billion | NT$23.59 Million/day | NT$- | NT$195.00K | ▲ +16 days |
| 2023 | 147 days | NT$2.91 Billion | NT$19.83 Million/day | NT$- | NT$210.00K | ▲ +14 days |
| 2022 | 133 days | NT$3.64 Billion | NT$27.41 Million/day | NT$- | NT$409.45 Million | ▼ -24 days |
| 2021 | 156 days | NT$4.06 Billion | NT$25.94 Million/day | NT$- | NT$736.94 Million | ▼ -59 days |
| 2020 | 215 days | NT$6.01 Billion | NT$27.95 Million/day | NT$- | NT$733.27 Million | ▲ +28 days |
| 2019 | 187 days | NT$5.46 Billion | NT$29.27 Million/day | NT$- | NT$1.33 Billion | ▼ 0 days |
| 2018 | 187 days | NT$5.80 Billion | NT$31.04 Million/day | NT$- | NT$1.79 Billion | ▼ -13 days |
| 2017 | 200 days | NT$5.18 Billion | NT$25.93 Million/day | NT$- | NT$1.15 Billion | ▲ +7 days |
| 2016 | 193 days | NT$424.34 Million | NT$2.20 Million/day | NT$- | NT$113.18 Million | ▼ -100 days |
| 2015 | 293 days | NT$665.97 Million | NT$2.27 Million/day | NT$- | NT$304.10 Million | ▲ +36 days |
| 2014 | 257 days | NT$926.98 Million | NT$3.61 Million/day | NT$- | NT$486.97 Million | ▼ -79 days |
| 2013 | 336 days | NT$534.54 Million | NT$1.59 Million/day | NT$- | NT$13.50 Million | ▲ +86 days |
| 2012 | 250 days | NT$475.59 Million | NT$1.90 Million/day | NT$- | NT$6.74 Million | ▲ +239 days |
| 2011 | 11 days | NT$15.14 Million | NT$1.39 Million/day | NT$- | NT$4.69 Million | ▼ -255 days |
| 2010 | 266 days | NT$408.68 Million | NT$1.54 Million/day | NT$- | NT$4.68 Million | ▲ +113 days |
| 2009 | 153 days | NT$409.60 Million | NT$2.67 Million/day | NT$- | NT$9.37 Million | ▼ -17 days |
| 2008 | 171 days | NT$513.97 Million | NT$3.01 Million/day | NT$- | NT$18.32 Million | ▼ -28 days |
| 2007 | 199 days | NT$517.08 Million | NT$2.60 Million/day | NT$- | NT$4.27 Million | ▼ -171 days |
| 2006 | 370 days | NT$502.94 Million | NT$1.36 Million/day | NT$- | NT$59.67 Million | ▲ +233 days |
| 2005 | 136 days | NT$447.07 Million | NT$3.28 Million/day | NT$- | NT$28.76 Million | ▼ -14 days |
| 2004 | 150 days | NT$636.42 Million | NT$4.25 Million/day | NT$- | NT$16.38 Million | ▲ +21 days |
| 2003 | 129 days | NT$474.31 Million | NT$3.67 Million/day | NT$- | NT$15.54 Million | ▲ +9 days |
| 2002 | 120 days | NT$493.94 Million | NT$4.11 Million/day | NT$- | NT$10.37 Million | — |