COWELL FASHION Co.Ltd (033290) — Defensive Interval Ratio
COWELL FASHION Co.Ltd (033290) has a Defensive Interval Ratio of 88 days as of September 2025. Defensive assets of ₩42.38 Billion (cash ₩-, short-term investments ₩3.52 Billion, receivables ₩38.86 Billion) cover 88 days of daily cash needs of ₩483.95 Million/day. Check 033290 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
COWELL FASHION Co.Ltd Defensive Interval Ratio (2003–2024)
This chart shows how COWELL FASHION Co.Ltd's Defensive Interval Ratio has evolved across 22 annual periods from 2003 to 2024. As of September 2025, the ratio stands at 88 days, meaning defensive assets of ₩42.38 Billion can fund 88 days of operations without new revenue. Also explore how fast is COWELL FASHION Co.Ltd growing its equity to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for COWELL FASHION Co.Ltd (2003–2024)
The table below presents the year-by-year Defensive Interval Ratio for COWELL FASHION Co.Ltd from 2003 to 2024, covering 22 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 COWELL FASHION Co.Ltd (033290) market capitalisation.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 134 days | ₩71.61 Billion | ₩536.20 Million/day | ₩35.89 Billion | ₩2.52 Billion | ▲ +5 days |
| 2023 | 129 days | ₩83.73 Billion | ₩649.62 Million/day | ₩37.24 Billion | ₩15.62 Billion | ▼ -119 days |
| 2022 | 248 days | ₩160.28 Billion | ₩645.31 Million/day | ₩82.84 Billion | ₩24.34 Billion | ▼ -3 days |
| 2021 | 252 days | ₩164.80 Billion | ₩654.35 Million/day | ₩111.79 Billion | ₩6.54 Billion | ▼ -321 days |
| 2020 | 573 days | ₩95.45 Billion | ₩166.71 Million/day | ₩20.27 Billion | ₩42.05 Billion | ▲ +201 days |
| 2019 | 372 days | ₩100.42 Billion | ₩270.08 Million/day | ₩15.26 Billion | ₩52.34 Billion | ▼ -96 days |
| 2018 | 467 days | ₩83.32 Billion | ₩178.27 Million/day | ₩40.67 Billion | ₩9.22 Billion | ▲ +8 days |
| 2017 | 460 days | ₩70.33 Billion | ₩152.99 Million/day | ₩28.85 Billion | ₩9.25 Billion | ▲ +59 days |
| 2016 | 401 days | ₩63.05 Billion | ₩157.28 Million/day | ₩27.80 Billion | ₩5.91 Billion | ▲ +226 days |
| 2015 | 175 days | ₩21.73 Billion | ₩123.99 Million/day | ₩- | ₩2.90 Billion | ▼ -28 days |
| 2014 | 203 days | ₩16.24 Billion | ₩79.82 Million/day | ₩- | ₩6.80 Billion | ▼ -32 days |
| 2013 | 236 days | ₩14.55 Billion | ₩61.75 Million/day | ₩- | ₩6.90 Billion | ▼ -24 days |
| 2012 | 260 days | ₩60.47 Billion | ₩232.67 Million/day | ₩- | ₩34.09 Billion | ▼ -94 days |
| 2011 | 354 days | ₩63.56 Billion | ₩179.63 Million/day | ₩- | ₩30.76 Billion | ▼ -90 days |
| 2010 | 444 days | ₩50.89 Billion | ₩114.59 Million/day | ₩- | ₩23.36 Billion | ▲ +165 days |
| 2009 | 280 days | ₩36.77 Billion | ₩131.50 Million/day | ₩- | ₩15.31 Billion | ▼ -3 days |
| 2008 | 282 days | ₩8.86 Billion | ₩31.37 Million/day | ₩- | ₩138.74 Million | ▲ +22 days |
| 2007 | 261 days | ₩12.96 Billion | ₩49.75 Million/day | ₩- | ₩268.70 Million | ▲ +0 days |
| 2006 | 260 days | ₩14.68 Billion | ₩56.38 Million/day | ₩- | ₩- | ▼ -34 days |
| 2005 | 294 days | ₩13.05 Billion | ₩44.34 Million/day | ₩- | ₩- | ▲ +15 days |
| 2004 | 279 days | ₩15.67 Billion | ₩56.11 Million/day | ₩- | ₩650.00 Million | ▲ +3 days |
| 2003 | 276 days | ₩18.64 Billion | ₩67.54 Million/day | ₩- | ₩1.85 Billion | — |