Rechi Precision Co Ltd (4532) — Defensive Interval Ratio
Rechi Precision Co Ltd (4532) has a Defensive Interval Ratio of 254 days as of September 2025. Defensive assets of NT$10.40 Billion (cash NT$-, short-term investments NT$2.03 Billion, receivables NT$8.37 Billion) cover 254 days of daily cash needs of NT$41.01 Million/day. See 4532 current assets 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
Rechi Precision Co Ltd Defensive Interval Ratio (2002–2024)
This chart shows how Rechi Precision Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 254 days, meaning defensive assets of NT$10.40 Billion can fund 254 days of operations without new revenue. See 4532 net asset quality score to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Rechi Precision Co Ltd (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Rechi Precision 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 4532 market cap overview.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 290 days | NT$13.24 Billion | NT$45.60 Million/day | NT$- | NT$5.64 Billion | ▲ +14 days |
| 2023 | 276 days | NT$9.60 Billion | NT$34.79 Million/day | NT$- | NT$1.60 Billion | ▼ -72 days |
| 2022 | 348 days | NT$9.41 Billion | NT$27.06 Million/day | NT$- | NT$3.07 Billion | ▲ +14 days |
| 2021 | 334 days | NT$11.16 Billion | NT$33.39 Million/day | NT$- | NT$4.52 Billion | ▼ -33 days |
| 2020 | 367 days | NT$13.68 Billion | NT$37.25 Million/day | NT$- | NT$4.94 Billion | ▼ -48 days |
| 2019 | 416 days | NT$12.51 Billion | NT$30.09 Million/day | NT$- | NT$4.36 Billion | ▲ +75 days |
| 2018 | 341 days | NT$12.02 Billion | NT$35.23 Million/day | NT$- | NT$3.36 Billion | ▲ +2 days |
| 2017 | 339 days | NT$11.08 Billion | NT$32.68 Million/day | NT$- | NT$1.75 Billion | ▲ +20 days |
| 2016 | 319 days | NT$8.98 Billion | NT$28.18 Million/day | NT$- | NT$2.36 Billion | ▲ +44 days |
| 2015 | 274 days | NT$7.01 Billion | NT$25.55 Million/day | NT$- | NT$1.91 Billion | ▲ +1 days |
| 2014 | 273 days | NT$6.87 Billion | NT$25.13 Million/day | NT$- | NT$977.93 Million | ▼ -19 days |
| 2013 | 292 days | NT$7.15 Billion | NT$24.48 Million/day | NT$- | NT$2.96 Billion | ▲ +150 days |
| 2012 | 142 days | NT$2.74 Billion | NT$19.32 Million/day | NT$- | NT$1.54 Billion | ▼ -39 days |
| 2011 | 181 days | NT$3.69 Billion | NT$20.38 Million/day | NT$- | NT$68.83 Million | ▲ +27 days |
| 2010 | 155 days | NT$2.49 Billion | NT$16.10 Million/day | NT$- | NT$75.14 Million | ▲ +43 days |
| 2009 | 111 days | NT$1.45 Billion | NT$13.02 Million/day | NT$- | NT$35.45 Million | ▼ -7 days |
| 2008 | 118 days | NT$1.77 Billion | NT$14.98 Million/day | NT$- | NT$76.74 Million | ▼ -32 days |
| 2007 | 151 days | NT$2.42 Billion | NT$16.03 Million/day | NT$- | NT$287.00 Million | ▼ -3 days |
| 2006 | 154 days | NT$2.14 Billion | NT$13.91 Million/day | NT$- | NT$- | ▲ +33 days |
| 2005 | 120 days | NT$1.55 Billion | NT$12.93 Million/day | NT$- | NT$- | ▼ -10 days |
| 2004 | 131 days | NT$1.98 Billion | NT$15.19 Million/day | NT$- | NT$50.00 Million | ▼ -168 days |
| 2003 | 299 days | NT$2.17 Billion | NT$7.26 Million/day | NT$- | NT$- | ▲ +41 days |
| 2002 | 258 days | NT$1.01 Billion | NT$3.91 Million/day | NT$- | NT$110.11 Million | — |