OCI Co Ltd Defensive Interval Ratio
OCI Co Ltd defensive interval ratio. OCI Co Ltd (010060) has a Defensive Interval Ratio of 188 days as of June 2026. Defensive assets of ₩752.87 Billion (cash ₩-, short-term investments ₩284.91 Billion, receivables ₩467.95 Billion) cover 188 days of daily cash needs of ₩4.02 Billion/day. Explore OCI Co Ltd long-term investment allocation to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of OCI Co Ltd (2000–2025)
Defensive interval ratio of OCI Co Ltd from 2000 to 2025. This chart shows how OCI Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2026, the ratio stands at 188 days, meaning defensive assets of ₩752.87 Billion can fund 188 days of operations without new revenue. Read how much debt does OCI Co Ltd carry for a breakdown of total debt and financial obligations.
OCI Co Ltd Defensive Interval Ratio by Year (2000–2025)
OCI Co Ltd defensive interval ratio by year from 2000 to 2025. The table below presents the year-by-year Defensive Interval Ratio for OCI Co Ltd 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 OCI Co Ltd total assets.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 119 days | ₩449.35 Billion | ₩3.77 Billion/day | ₩- | ₩181.62 Billion | ▼ -10 days |
| 2024 | 129 days | ₩673.40 Billion | ₩5.21 Billion/day | ₩- | ₩365.94 Billion | ▼ -29 days |
| 2023 | 158 days | ₩373.08 Billion | ₩2.36 Billion/day | ₩- | ₩60.01 Billion | ▼ -41 days |
| 2022 | 199 days | ₩862.36 Billion | ₩4.32 Billion/day | ₩- | ₩91.04 Billion | ▼ -77 days |
| 2021 | 277 days | ₩936.86 Billion | ₩3.39 Billion/day | ₩- | ₩403.35 Billion | ▲ +59 days |
| 2020 | 218 days | ₩513.33 Billion | ₩2.36 Billion/day | ₩- | ₩194.69 Billion | ▼ -66 days |
| 2019 | 284 days | ₩657.20 Billion | ₩2.32 Billion/day | ₩- | ₩247.44 Billion | ▲ +64 days |
| 2018 | 219 days | ₩656.70 Billion | ₩2.99 Billion/day | ₩- | ₩222.46 Billion | ▲ +23 days |
| 2017 | 197 days | ₩654.78 Billion | ₩3.33 Billion/day | ₩- | ₩120.84 Billion | ▲ +9 days |
| 2016 | 188 days | ₩738.19 Billion | ₩3.93 Billion/day | ₩- | ₩159.29 Billion | ▲ +32 days |
| 2015 | 156 days | ₩595.55 Billion | ₩3.82 Billion/day | ₩- | ₩32.46 Billion | ▲ +12 days |
| 2014 | 144 days | ₩717.82 Billion | ₩4.99 Billion/day | ₩- | ₩59.76 Billion | ▼ -86 days |
| 2013 | 230 days | ₩993.89 Billion | ₩4.33 Billion/day | ₩- | ₩223.10 Billion | ▼ -135 days |
| 2012 | 365 days | ₩948.81 Billion | ₩2.60 Billion/day | ₩- | ₩327.53 Billion | ▲ +97 days |
| 2011 | 268 days | ₩1.06 Trillion | ₩3.98 Billion/day | ₩- | ₩459.09 Billion | ▲ +113 days |
| 2010 | 154 days | ₩652.12 Billion | ₩4.22 Billion/day | ₩- | ₩197.18 Billion | ▲ +34 days |
| 2009 | 121 days | ₩447.03 Billion | ₩3.70 Billion/day | ₩- | ₩80.44 Billion | ▼ -52 days |
| 2008 | 172 days | ₩947.02 Billion | ₩5.49 Billion/day | ₩- | ₩553.40 Billion | ▼ -39 days |
| 2007 | 212 days | ₩459.68 Billion | ₩2.17 Billion/day | ₩- | ₩1.44 Billion | ▼ -40 days |
| 2006 | 252 days | ₩426.47 Billion | ₩1.69 Billion/day | ₩- | ₩11.35 Billion | ▲ +10 days |
| 2005 | 242 days | ₩354.01 Billion | ₩1.46 Billion/day | ₩- | ₩20.45 Billion | ▼ -4 days |
| 2004 | 246 days | ₩473.37 Billion | ₩1.92 Billion/day | ₩- | ₩54.17 Billion | ▼ -4 days |
| 2003 | 251 days | ₩410.60 Billion | ₩1.64 Billion/day | ₩- | ₩36.29 Billion | ▲ +19 days |
| 2002 | 232 days | ₩362.43 Billion | ₩1.56 Billion/day | ₩- | ₩30.25 Billion | ▲ +44 days |
| 2001 | 188 days | ₩296.43 Billion | ₩1.58 Billion/day | ₩- | ₩13.70 Billion | ▼ -180 days |
| 2000 | 368 days | ₩95.54 Billion | ₩259.83 Million/day | ₩- | ₩34.50 Billion | — |