PSMC CO. Ltd Defensive Interval Ratio
PSMC CO. Ltd defensive interval ratio. PSMC CO. Ltd (024850) has a Defensive Interval Ratio of 37 days as of September 2025. Defensive assets of ₩4.47 Billion (cash ₩-, short-term investments ₩345.89 Million, receivables ₩4.12 Billion) cover 37 days of daily cash needs of ₩122.14 Million/day. Explore PSMC CO. Ltd strategic investment ratio 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 PSMC CO. Ltd (2002–2025)
Defensive interval ratio of PSMC CO. Ltd from 2002 to 2025. This chart shows how PSMC CO. Ltd's Defensive Interval Ratio has evolved across 25 annual periods from 2002 to 2025. As of September 2025, the ratio stands at 37 days, meaning defensive assets of ₩4.47 Billion can fund 37 days of operations without new revenue. Read how much debt does PSMC CO. Ltd carry for a breakdown of total debt and financial obligations.
PSMC CO. Ltd Defensive Interval Ratio by Year (2002–2025)
PSMC CO. Ltd defensive interval ratio by year from 2002 to 2025. The table below presents the year-by-year Defensive Interval Ratio for PSMC CO. Ltd from 2002 to 2025, 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 the complete balance sheet picture, see total assets of PSMC CO. Ltd.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 721 days | ₩26.77 Billion | ₩37.13 Million/day | ₩9.74 Billion | ₩14.07 Billion | ▲ +84 days |
| 2024 | 637 days | ₩57.48 Billion | ₩90.23 Million/day | ₩23.25 Billion | ₩30.50 Billion | ▼ -6338 days |
| 2023 | 6975 days | ₩80.96 Billion | ₩11.61 Million/day | ₩51.66 Billion | ₩25.27 Billion | ▲ +6468 days |
| 2022 | 506 days | ₩19.12 Billion | ₩37.75 Million/day | ₩5.56 Billion | ₩6.75 Billion | ▲ +73 days |
| 2021 | 434 days | ₩13.87 Billion | ₩31.98 Million/day | ₩3.14 Billion | ₩3.50 Billion | ▲ +12 days |
| 2020 | 421 days | ₩12.71 Billion | ₩30.18 Million/day | ₩2.22 Billion | ₩3.73 Billion | ▲ +29 days |
| 2019 | 393 days | ₩11.23 Billion | ₩28.62 Million/day | ₩1.37 Billion | ₩2.95 Billion | ▼ -20 days |
| 2018 | 413 days | ₩15.07 Billion | ₩36.49 Million/day | ₩4.07 Billion | ₩2.84 Billion | ▼ -7 days |
| 2017 | 420 days | ₩15.65 Billion | ₩37.29 Million/day | ₩5.47 Billion | ₩2.94 Billion | ▲ +135 days |
| 2016 | 285 days | ₩11.86 Billion | ₩41.63 Million/day | ₩- | ₩4.50 Billion | ▼ -14 days |
| 2016 | 299 days | ₩14.34 Billion | ₩48.04 Million/day | ₩- | ₩4.32 Billion | ▼ -11 days |
| 2015 | 309 days | ₩17.68 Billion | ₩57.21 Million/day | ₩- | ₩6.11 Billion | ▲ +37 days |
| 2014 | 272 days | ₩16.31 Billion | ₩59.87 Million/day | ₩- | ₩3.23 Billion | ▼ -8 days |
| 2013 | 280 days | ₩17.68 Billion | ₩63.06 Million/day | ₩- | ₩3.35 Billion | ▲ +70 days |
| 2012 | 211 days | ₩31.29 Billion | ₩148.42 Million/day | ₩- | ₩2.94 Billion | ▼ -9 days |
| 2011 | 220 days | ₩35.95 Billion | ₩163.75 Million/day | ₩- | ₩300.00 Million | ▼ -5 days |
| 2010 | 225 days | ₩34.75 Billion | ₩154.72 Million/day | ₩- | ₩306.55 Million | ▲ +44 days |
| 2009 | 181 days | ₩29.19 Billion | ₩161.62 Million/day | ₩- | ₩226.99 Million | ▼ -99 days |
| 2008 | 280 days | ₩28.58 Billion | ₩102.12 Million/day | ₩- | ₩235.43 Million | ▲ +50 days |
| 2007 | 230 days | ₩22.68 Billion | ₩98.68 Million/day | ₩- | ₩1.24 Billion | ▼ -362 days |
| 2006 | 591 days | ₩34.22 Billion | ₩57.85 Million/day | ₩- | ₩10.79 Billion | ▲ +29 days |
| 2005 | 562 days | ₩24.76 Billion | ₩44.07 Million/day | ₩- | ₩7.86 Billion | ▲ +128 days |
| 2004 | 434 days | ₩22.38 Billion | ₩51.61 Million/day | ₩- | ₩6.01 Billion | ▼ -45 days |
| 2003 | 479 days | ₩21.77 Billion | ₩45.49 Million/day | ₩- | ₩9.49 Billion | ▼ -310 days |
| 2002 | 789 days | ₩34.84 Billion | ₩44.17 Million/day | ₩- | ₩24.62 Billion | — |