Promate Electronic Co Ltd (6189) — Defensive Interval Ratio
Promate Electronic Co Ltd (6189) has a Defensive Interval Ratio of 312 days as of March 2026. Defensive assets of NT$7.71 Billion (cash NT$-, short-term investments NT$140.75 Million, receivables NT$7.57 Billion) cover 312 days of daily cash needs of NT$24.71 Million/day. See 6189 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
Promate Electronic Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Promate Electronic Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 312 days, meaning defensive assets of NT$7.71 Billion can fund 312 days of operations without new revenue. See 6189 net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Promate Electronic Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Promate Electronic Co Ltd 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 6189 company net worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 315 days | NT$7.19 Billion | NT$22.81 Million/day | NT$- | NT$101.71 Million | ▼ -7 days |
| 2024 | 323 days | NT$8.17 Billion | NT$25.31 Million/day | NT$- | NT$296.09 Million | ▲ +40 days |
| 2023 | 282 days | NT$7.78 Billion | NT$27.56 Million/day | NT$- | NT$99.41 Million | ▲ +3 days |
| 2022 | 279 days | NT$5.92 Billion | NT$21.20 Million/day | NT$- | NT$24.79 Million | ▼ -54 days |
| 2021 | 333 days | NT$7.71 Billion | NT$23.15 Million/day | NT$- | NT$15.62 Million | ▼ -42 days |
| 2020 | 375 days | NT$6.43 Billion | NT$17.15 Million/day | NT$- | NT$135.97 Million | ▲ +62 days |
| 2019 | 313 days | NT$4.85 Billion | NT$15.50 Million/day | NT$- | NT$6.98 Million | ▲ +27 days |
| 2018 | 286 days | NT$3.60 Billion | NT$12.60 Million/day | NT$- | NT$3.48 Million | ▼ -54 days |
| 2017 | 340 days | NT$3.93 Billion | NT$11.56 Million/day | NT$- | NT$364.86 Million | ▲ +15 days |
| 2016 | 325 days | NT$3.70 Billion | NT$11.40 Million/day | NT$- | NT$107.46 Million | ▲ +32 days |
| 2015 | 293 days | NT$3.15 Billion | NT$10.74 Million/day | NT$- | NT$10.65 Million | ▲ +28 days |
| 2014 | 265 days | NT$3.28 Billion | NT$12.38 Million/day | NT$- | NT$17.66 Million | ▼ -27 days |
| 2013 | 292 days | NT$3.27 Billion | NT$11.22 Million/day | NT$- | NT$22.30 Million | ▼ -9 days |
| 2012 | 300 days | NT$2.80 Billion | NT$9.31 Million/day | NT$- | NT$31.06 Million | ▼ -23 days |
| 2011 | 324 days | NT$3.04 Billion | NT$9.39 Million/day | NT$- | NT$54.64 Million | ▲ +6 days |
| 2010 | 317 days | NT$3.24 Billion | NT$10.19 Million/day | NT$- | NT$71.41 Million | ▼ -20 days |
| 2009 | 337 days | NT$3.24 Billion | NT$9.60 Million/day | NT$- | NT$56.30 Million | ▼ -27 days |
| 2008 | 364 days | NT$2.35 Billion | NT$6.47 Million/day | NT$- | NT$92.30 Million | ▲ +64 days |
| 2007 | 300 days | NT$3.31 Billion | NT$11.05 Million/day | NT$- | NT$72.06 Million | ▲ +21 days |
| 2006 | 279 days | NT$3.23 Billion | NT$11.58 Million/day | NT$- | NT$40.28 Million | ▲ +19 days |
| 2005 | 260 days | NT$2.78 Billion | NT$10.68 Million/day | NT$- | NT$54.68 Million | ▼ -115 days |
| 2004 | 375 days | NT$1.89 Billion | NT$5.06 Million/day | NT$- | NT$299.93 Million | ▲ +96 days |
| 2003 | 279 days | NT$1.44 Billion | NT$5.18 Million/day | NT$- | NT$7.43 Million | ▲ +92 days |
| 2002 | 187 days | NT$542.84 Million | NT$2.91 Million/day | NT$- | NT$13.44 Million | — |