Yulon Finance Corp (9941) — Defensive Interval Ratio
Yulon Finance Corp (9941) has a Defensive Interval Ratio of 389 days as of March 2026. Defensive assets of NT$230.87 Billion (cash NT$-, short-term investments NT$12.48 Billion, receivables NT$218.38 Billion) cover 389 days of daily cash needs of NT$592.91 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Yulon Finance Corp Defensive Interval Ratio (2003–2025)
This chart shows how Yulon Finance Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of March 2026, the ratio stands at 389 days, meaning defensive assets of NT$230.87 Billion can fund 389 days of operations without new revenue. For the complete balance sheet picture, see 9941 current and non-current assets.
Annual Defensive Interval Ratio for Yulon Finance Corp (2003–2025)
The table below presents the year-by-year Defensive Interval Ratio for Yulon Finance Corp from 2003 to 2025, 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 9941 net working capital ratio 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) |
|---|---|---|---|---|---|---|
| 2025 | 346 days | NT$203.25 Billion | NT$586.73 Million/day | NT$- | NT$9.76 Billion | ▲ +42 days |
| 2024 | 305 days | NT$201.96 Billion | NT$662.57 Million/day | NT$- | NT$3.80 Billion | ▲ +1 days |
| 2023 | 304 days | NT$211.54 Billion | NT$696.24 Million/day | NT$- | NT$1.80 Billion | ▼ -15 days |
| 2022 | 319 days | NT$202.83 Billion | NT$636.50 Million/day | NT$- | NT$1.68 Billion | ▲ +16 days |
| 2021 | 303 days | NT$167.47 Billion | NT$553.11 Million/day | NT$- | NT$1.20 Billion | ▲ +9 days |
| 2020 | 293 days | NT$141.69 Billion | NT$483.03 Million/day | NT$- | NT$887.03 Million | ▲ +15 days |
| 2019 | 279 days | NT$134.42 Billion | NT$482.10 Million/day | NT$- | NT$1.20 Billion | ▼ -64 days |
| 2018 | 343 days | NT$139.03 Billion | NT$405.79 Million/day | NT$- | NT$804.50 Million | ▲ +63 days |
| 2017 | 279 days | NT$91.97 Billion | NT$329.42 Million/day | NT$- | NT$831.54 Million | ▼ -1 days |
| 2016 | 280 days | NT$75.24 Billion | NT$268.41 Million/day | NT$- | NT$670.87 Million | ▲ +4 days |
| 2015 | 276 days | NT$64.39 Billion | NT$233.15 Million/day | NT$- | NT$3.12 Billion | ▲ +9 days |
| 2014 | 268 days | NT$54.44 Billion | NT$203.51 Million/day | NT$- | NT$525.48 Million | ▲ +3 days |
| 2013 | 265 days | NT$42.67 Billion | NT$161.03 Million/day | NT$- | NT$675.99 Million | ▼ -32 days |
| 2012 | 297 days | NT$37.80 Billion | NT$127.47 Million/day | NT$- | NT$659.79 Million | ▼ -18 days |
| 2011 | 315 days | NT$33.92 Billion | NT$107.72 Million/day | NT$- | NT$519.39 Million | ▲ +313 days |
| 2010 | 2 days | NT$147.60 Million | NT$77.08 Million/day | NT$- | NT$354.24 Million | ▼ -320 days |
| 2009 | 322 days | NT$18.10 Billion | NT$56.21 Million/day | NT$- | NT$382.24 Million | ▲ +49 days |
| 2008 | 273 days | NT$15.18 Billion | NT$55.66 Million/day | NT$- | NT$323.75 Million | ▼ -28 days |
| 2007 | 301 days | NT$15.53 Billion | NT$51.58 Million/day | NT$- | NT$313.99 Million | ▼ -16 days |
| 2006 | 317 days | NT$17.59 Billion | NT$55.53 Million/day | NT$- | NT$433.17 Million | ▼ -12 days |
| 2005 | 329 days | NT$20.95 Billion | NT$63.68 Million/day | NT$- | NT$181.33 Million | ▼ -69 days |
| 2004 | 398 days | NT$20.27 Billion | NT$50.89 Million/day | NT$- | NT$139.19 Million | ▼ -76 days |
| 2003 | 474 days | NT$16.59 Billion | NT$35.02 Million/day | NT$- | NT$140.14 Million | — |