Mohenz.Co.Ltd (006920) — Defensive Interval Ratio
Mohenz.Co.Ltd (006920) has a Defensive Interval Ratio of 696 days as of September 2025. Defensive assets of ₩19.70 Billion (cash ₩-, short-term investments ₩4.83 Billion, receivables ₩14.86 Billion) cover 696 days of daily cash needs of ₩28.30 Million/day. See how liquid is Mohenz.Co.Ltd'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
Mohenz.Co.Ltd Defensive Interval Ratio (2001–2024)
This chart shows how Mohenz.Co.Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2001 to 2024. As of September 2025, the ratio stands at 696 days, meaning defensive assets of ₩19.70 Billion can fund 696 days of operations without new revenue. See how leveraged is Mohenz.Co.Ltd's balance sheet to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Mohenz.Co.Ltd (2001–2024)
The table below presents the year-by-year Defensive Interval Ratio for Mohenz.Co.Ltd from 2001 to 2024, covering 24 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 Mohenz.Co.Ltd stock valuation.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 492 days | ₩18.30 Billion | ₩37.18 Million/day | ₩5.53 Million | ₩3.17 Million | ▼ -237 days |
| 2023 | 729 days | ₩30.91 Billion | ₩42.40 Million/day | ₩16.64 Million | ₩11.53 Billion | ▲ +181 days |
| 2022 | 548 days | ₩21.30 Billion | ₩38.86 Million/day | ₩5.32 Billion | ₩8.60 Million | ▼ -65 days |
| 2021 | 613 days | ₩18.13 Billion | ₩29.57 Million/day | ₩7.55 Billion | ₩9.50 Million | ▲ +89 days |
| 2020 | 525 days | ₩18.03 Billion | ₩34.35 Million/day | ₩5.84 Billion | ₩13.16 Million | ▲ +70 days |
| 2019 | 455 days | ₩23.76 Billion | ₩52.22 Million/day | ₩4.18 Billion | ₩25.86 Million | ▲ +46 days |
| 2018 | 409 days | ₩33.60 Billion | ₩82.07 Million/day | ₩8.17 Billion | ₩4.30 Billion | ▲ +109 days |
| 2017 | 300 days | ₩35.32 Billion | ₩117.78 Million/day | ₩8.40 Billion | ₩43.99 Million | ▲ +22 days |
| 2016 | 277 days | ₩32.68 Billion | ₩117.77 Million/day | ₩5.03 Billion | ₩61.65 Million | ▲ +73 days |
| 2015 | 205 days | ₩23.22 Billion | ₩113.33 Million/day | ₩- | ₩72.47 Million | ▼ -4 days |
| 2014 | 209 days | ₩24.23 Billion | ₩115.87 Million/day | ₩- | ₩764.96 Million | ▲ +29 days |
| 2013 | 180 days | ₩17.43 Billion | ₩96.64 Million/day | ₩- | ₩147.75 Million | ▲ +14 days |
| 2012 | 166 days | ₩14.96 Billion | ₩90.16 Million/day | ₩- | ₩224.22 Million | ▼ -20 days |
| 2011 | 186 days | ₩19.76 Billion | ₩106.43 Million/day | ₩- | ₩252.88 Million | ▼ -10 days |
| 2010 | 196 days | ₩14.51 Billion | ₩74.19 Million/day | ₩- | ₩303.48 Million | ▲ +33 days |
| 2009 | 163 days | ₩13.12 Billion | ₩80.61 Million/day | ₩- | ₩356.52 Million | ▲ +26 days |
| 2008 | 136 days | ₩11.96 Billion | ₩87.72 Million/day | ₩- | ₩1.18 Billion | ▼ -5 days |
| 2007 | 142 days | ₩12.98 Billion | ₩91.67 Million/day | ₩- | ₩445.61 Million | ▲ +15 days |
| 2006 | 127 days | ₩12.30 Billion | ₩96.82 Million/day | ₩- | ₩667.03 Million | ▼ -27 days |
| 2005 | 154 days | ₩17.43 Billion | ₩112.90 Million/day | ₩- | ₩2.17 Billion | ▲ +1 days |
| 2004 | 154 days | ₩14.23 Billion | ₩92.58 Million/day | ₩- | ₩1.97 Billion | ▼ -6 days |
| 2003 | 160 days | ₩15.23 Billion | ₩95.41 Million/day | ₩- | ₩1.43 Billion | ▲ +23 days |
| 2002 | 136 days | ₩13.60 Billion | ₩99.75 Million/day | ₩- | ₩1.55 Billion | ▲ +10 days |
| 2001 | 127 days | ₩13.57 Billion | ₩107.11 Million/day | ₩- | ₩1.68 Billion | — |