Global Graphics PLC (HYSG) — Defensive Interval Ratio
Global Graphics PLC (HYSG) has a Defensive Interval Ratio of 293 days as of June 2025. Defensive assets of €11.96 Million (cash €-, short-term investments €-, receivables €11.96 Million) cover 293 days of daily cash needs of €40.85K/day. See HYSG 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
Global Graphics PLC Defensive Interval Ratio (2000–2024)
This chart shows how Global Graphics PLC's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of June 2025, the ratio stands at 293 days, meaning defensive assets of €11.96 Million can fund 293 days of operations without new revenue. See Global Graphics PLC balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Global Graphics PLC (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Global Graphics PLC from 2000 to 2024, covering 25 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 HYSG market cap overview.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 324 days | €11.24 Million | €34.64K/day | €- | €- | ▲ +23 days |
| 2023 | 302 days | €9.65 Million | €32.01K/day | €- | €- | ▲ +79 days |
| 2022 | 222 days | €7.33 Million | €32.94K/day | €- | €-3.95 Million | ▲ +37 days |
| 2021 | 186 days | €7.49 Million | €40.29K/day | €- | €-3.75 Million | ▼ -241 days |
| 2020 | 427 days | €6.44 Million | €15.08K/day | €- | €- | ▲ +82 days |
| 2019 | 345 days | €5.21 Million | €15.07K/day | €- | €- | ▼ -120 days |
| 2018 | 466 days | €5.91 Million | €12.68K/day | €- | €- | ▲ +199 days |
| 2017 | 266 days | €2.94 Million | €11.05K/day | €- | €-629.00K | ▲ +130 days |
| 2016 | 136 days | €1.34 Million | €9.87K/day | €- | €-2.00 Million | ▼ -337 days |
| 2015 | 473 days | €3.79 Million | €8.01K/day | €- | €-129.00K | ▲ +232 days |
| 2014 | 242 days | €1.72 Million | €7.13K/day | €- | €- | ▼ -74 days |
| 2013 | 315 days | €1.57 Million | €4.99K/day | €- | €- | ▼ -121 days |
| 2012 | 436 days | €2.11 Million | €4.84K/day | €- | €- | ▲ +91 days |
| 2011 | 345 days | €1.82 Million | €5.28K/day | €- | €- | ▼ -38 days |
| 2010 | 384 days | €2.00 Million | €5.22K/day | €- | €- | ▲ +19 days |
| 2009 | 365 days | €2.38 Million | €6.53K/day | €- | €- | ▼ -19 days |
| 2008 | 384 days | €3.11 Million | €8.10K/day | €- | €- | ▲ +715 days |
| 2007 | -331 days | €-1.11 Million | €3.35K/day | €- | €- | ▼ -833 days |
| 2006 | 502 days | €4.40 Million | €8.78K/day | €- | €- | ▲ +301 days |
| 2005 | 201 days | €3.62 Million | €18.06K/day | €- | €- | ▲ +169 days |
| 2004 | 31 days | €580.00K | €18.59K/day | €- | €- | ▼ -173 days |
| 2003 | 204 days | €480.00K | €2.35K/day | €- | €- | ▼ -871 days |
| 2002 | 1076 days | €2.99 Million | €2.78K/day | €- | €- | ▲ +924 days |
| 2001 | 152 days | €18.55 Million | €122.30K/day | €- | €- | ▼ -2 days |
| 2000 | 154 days | €17.85 Million | €116.15K/day | €- | €- | — |