Aten International Co Ltd (6277) — Defensive Interval Ratio
Aten International Co Ltd (6277) has a Defensive Interval Ratio of 237 days as of September 2025. Defensive assets of NT$1.01 Billion (cash NT$-, short-term investments NT$321.97 Million, receivables NT$691.01 Million) cover 237 days of daily cash needs of NT$4.28 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Aten International Co Ltd Defensive Interval Ratio (2002–2024)
This chart shows how Aten International Co Ltd's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 237 days, meaning defensive assets of NT$1.01 Billion can fund 237 days of operations without new revenue. For the complete balance sheet picture, see 6277 asset base.
Annual Defensive Interval Ratio for Aten International Co Ltd (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Aten International 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. See 6277 working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 228 days | NT$1.13 Billion | NT$4.95 Million/day | NT$- | NT$414.14 Million | ▼ -21 days |
| 2023 | 250 days | NT$1.22 Billion | NT$4.88 Million/day | NT$- | NT$487.69 Million | ▼ -10 days |
| 2022 | 259 days | NT$1.47 Billion | NT$5.69 Million/day | NT$- | NT$707.34 Million | ▼ -9 days |
| 2021 | 269 days | NT$1.51 Billion | NT$5.62 Million/day | NT$- | NT$613.77 Million | ▼ -200 days |
| 2020 | 469 days | NT$2.71 Billion | NT$5.78 Million/day | NT$- | NT$1.94 Billion | ▲ +40 days |
| 2019 | 429 days | NT$2.23 Billion | NT$5.20 Million/day | NT$- | NT$1.60 Billion | ▼ -65 days |
| 2018 | 493 days | NT$2.81 Billion | NT$5.68 Million/day | NT$- | NT$1.42 Billion | ▲ +163 days |
| 2017 | 330 days | NT$1.70 Billion | NT$5.16 Million/day | NT$- | NT$989.41 Million | ▼ -17 days |
| 2016 | 347 days | NT$1.57 Billion | NT$4.51 Million/day | NT$- | NT$957.90 Million | ▲ +110 days |
| 2015 | 238 days | NT$1.05 Billion | NT$4.41 Million/day | NT$- | NT$480.83 Million | ▼ -38 days |
| 2014 | 276 days | NT$1.27 Billion | NT$4.60 Million/day | NT$- | NT$621.25 Million | ▲ +6 days |
| 2013 | 270 days | NT$1.17 Billion | NT$4.35 Million/day | NT$- | NT$635.03 Million | ▲ +93 days |
| 2012 | 177 days | NT$675.84 Million | NT$3.82 Million/day | NT$- | NT$190.86 Million | ▼ -1 days |
| 2011 | 178 days | NT$673.32 Million | NT$3.77 Million/day | NT$- | NT$132.08 Million | ▼ -30 days |
| 2010 | 208 days | NT$717.90 Million | NT$3.45 Million/day | NT$- | NT$172.62 Million | ▼ -29 days |
| 2009 | 238 days | NT$703.58 Million | NT$2.96 Million/day | NT$- | NT$88.65 Million | ▼ -97 days |
| 2008 | 334 days | NT$825.83 Million | NT$2.47 Million/day | NT$- | NT$218.63 Million | ▼ -79 days |
| 2007 | 413 days | NT$880.18 Million | NT$2.13 Million/day | NT$- | NT$255.06 Million | ▼ -66 days |
| 2006 | 479 days | NT$751.37 Million | NT$1.57 Million/day | NT$- | NT$181.61 Million | ▲ +25 days |
| 2005 | 454 days | NT$999.86 Million | NT$2.20 Million/day | NT$- | NT$355.82 Million | ▼ -126 days |
| 2004 | 580 days | NT$1.00 Billion | NT$1.73 Million/day | NT$- | NT$470.33 Million | ▼ -446 days |
| 2003 | 1026 days | NT$1.34 Billion | NT$1.31 Million/day | NT$- | NT$964.68 Million | ▼ -9 days |
| 2002 | 1035 days | NT$1.04 Billion | NT$1.00 Million/day | NT$- | NT$717.50 Million | — |