Nam Sung Defensive Interval Ratio
Nam Sung defensive interval ratio. Nam Sung (004270) has a Defensive Interval Ratio of 100 days as of December 2025. Defensive assets of ₩36.65 Billion (cash ₩-, short-term investments ₩31.57 Billion, receivables ₩5.08 Billion) cover 100 days of daily cash needs of ₩368.23 Million/day. See how liquid is Nam Sung's working capital to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Nam Sung (2000–2025)
Defensive interval ratio of Nam Sung from 2000 to 2025. This chart shows how Nam Sung's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 100 days, meaning defensive assets of ₩36.65 Billion can fund 100 days of operations without new revenue. Check asset resilience ratio of Nam Sung to evaluate the company's liquid asset resilience ratio.
Nam Sung Defensive Interval Ratio by Year (2000–2025)
Nam Sung defensive interval ratio by year from 2000 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Nam Sung from 2000 to 2025, covering 26 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 the complete balance sheet picture, see 004270 total asset value.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 100 days | ₩36.65 Billion | ₩368.23 Million/day | ₩- | ₩31.57 Billion | ▼ -26 days |
| 2024 | 125 days | ₩46.66 Billion | ₩371.99 Million/day | ₩- | ₩38.43 Billion | ▼ -6 days |
| 2023 | 132 days | ₩44.33 Billion | ₩336.75 Million/day | ₩- | ₩36.36 Billion | ▼ -20 days |
| 2022 | 152 days | ₩52.48 Billion | ₩345.74 Million/day | ₩- | ₩46.32 Billion | ▼ -23 days |
| 2021 | 175 days | ₩57.40 Billion | ₩327.96 Million/day | ₩- | ₩42.18 Billion | ▲ +46 days |
| 2020 | 129 days | ₩34.23 Billion | ₩265.81 Million/day | ₩- | ₩22.08 Billion | ▼ -22 days |
| 2019 | 150 days | ₩36.26 Billion | ₩241.14 Million/day | ₩- | ₩24.55 Billion | ▲ +8 days |
| 2018 | 143 days | ₩40.64 Billion | ₩284.80 Million/day | ₩- | ₩25.07 Billion | ▲ +31 days |
| 2017 | 112 days | ₩30.10 Billion | ₩268.84 Million/day | ₩- | ₩16.40 Billion | ▲ +31 days |
| 2016 | 81 days | ₩25.36 Billion | ₩314.02 Million/day | ₩- | ₩12.88 Billion | ▼ -22 days |
| 2015 | 103 days | ₩29.45 Billion | ₩285.99 Million/day | ₩- | ₩17.45 Billion | ▲ +28 days |
| 2014 | 75 days | ₩21.52 Billion | ₩288.12 Million/day | ₩- | ₩14.61 Billion | ▼ -19 days |
| 2013 | 94 days | ₩26.17 Billion | ₩278.44 Million/day | ₩- | ₩13.61 Billion | ▼ -7 days |
| 2012 | 101 days | ₩33.10 Billion | ₩328.76 Million/day | ₩- | ₩9.30 Billion | ▼ -7 days |
| 2011 | 108 days | ₩32.22 Billion | ₩299.54 Million/day | ₩- | ₩8.29 Billion | ▼ -1 days |
| 2010 | 109 days | ₩36.64 Billion | ₩337.10 Million/day | ₩- | ₩21.73 Billion | ▼ -10 days |
| 2009 | 119 days | ₩40.17 Billion | ₩338.33 Million/day | ₩- | ₩18.11 Billion | ▼ -13 days |
| 2008 | 132 days | ₩40.96 Billion | ₩310.51 Million/day | ₩- | ₩15.01 Billion | ▼ -39 days |
| 2007 | 171 days | ₩32.91 Billion | ₩192.64 Million/day | ₩- | ₩9.92 Billion | ▲ +7 days |
| 2006 | 163 days | ₩42.66 Billion | ₩260.99 Million/day | ₩- | ₩7.53 Billion | ▼ -10 days |
| 2005 | 173 days | ₩53.94 Billion | ₩311.59 Million/day | ₩- | ₩7.57 Billion | ▼ -20 days |
| 2004 | 193 days | ₩65.35 Billion | ₩338.69 Million/day | ₩- | ₩8.17 Billion | ▲ +67 days |
| 2003 | 126 days | ₩21.74 Billion | ₩172.17 Million/day | ₩- | ₩7.48 Billion | ▼ -2 days |
| 2002 | 128 days | ₩21.38 Billion | ₩167.14 Million/day | ₩- | ₩6.31 Billion | ▼ -36 days |
| 2001 | 163 days | ₩33.24 Billion | ₩203.37 Million/day | ₩- | ₩10.48 Billion | ▼ -21 days |
| 2000 | 185 days | ₩20.87 Billion | ₩112.95 Million/day | ₩- | ₩13.40 Billion | — |