PHA Co. Ltd Defensive Interval Ratio
PHA Co. Ltd defensive interval ratio. PHA Co. Ltd (043370) has a Defensive Interval Ratio of 378 days as of September 2025. Defensive assets of ₩267.04 Billion (cash ₩-, short-term investments ₩74.11 Billion, receivables ₩192.93 Billion) cover 378 days of daily cash needs of ₩707.03 Million/day. Explore how much of PHA Co. Ltd's assets are long-term investments 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 PHA Co. Ltd (2001–2024)
Defensive interval ratio of PHA Co. Ltd from 2001 to 2024. This chart shows how PHA Co. Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2001 to 2024. As of September 2025, the ratio stands at 378 days, meaning defensive assets of ₩267.04 Billion can fund 378 days of operations without new revenue. Read PHA Co. Ltd (043370) financial obligations for a breakdown of total debt and financial obligations.
PHA Co. Ltd Defensive Interval Ratio by Year (2001–2024)
PHA Co. Ltd defensive interval ratio by year from 2001 to 2024. The table below presents the year-by-year Defensive Interval Ratio for PHA 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 the complete balance sheet picture, see 043370 total asset value.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 583 days | ₩399.91 Billion | ₩686.34 Million/day | ₩161.55 Billion | ₩47.80 Billion | ▼ -13 days |
| 2023 | 596 days | ₩401.88 Billion | ₩674.15 Million/day | ₩176.29 Billion | ₩39.86 Billion | ▲ +77 days |
| 2022 | 519 days | ₩404.38 Billion | ₩779.09 Million/day | ₩130.21 Billion | ₩96.90 Billion | ▲ +47 days |
| 2021 | 472 days | ₩377.97 Billion | ₩800.49 Million/day | ₩219.93 Billion | ₩440.00 Million | ▲ +96 days |
| 2020 | 377 days | ₩340.63 Billion | ₩904.45 Million/day | ₩190.00 | ₩158.59 Billion | ▲ +158 days |
| 2019 | 219 days | ₩190.75 Billion | ₩871.15 Million/day | ₩-7.22 Million | ₩4.57 Billion | ▼ -131 days |
| 2018 | 350 days | ₩322.05 Billion | ₩920.14 Million/day | ₩121.47 Billion | ₩3.36 Billion | ▲ +17 days |
| 2017 | 333 days | ₩334.39 Billion | ₩1.00 Billion/day | ₩107.72 Billion | ₩2.53 Billion | ▲ +14 days |
| 2016 | 319 days | ₩342.72 Billion | ₩1.07 Billion/day | ₩100.00 Billion | ₩2.22 Billion | ▲ +119 days |
| 2015 | 200 days | ₩236.95 Billion | ₩1.19 Billion/day | ₩- | ₩2.54 Billion | ▼ -57 days |
| 2014 | 257 days | ₩223.09 Billion | ₩868.38 Million/day | ₩- | ₩458.42 Million | ▲ +16 days |
| 2013 | 241 days | ₩184.75 Billion | ₩768.16 Million/day | ₩- | ₩293.45 Million | ▼ -22 days |
| 2012 | 262 days | ₩184.04 Billion | ₩702.38 Million/day | ₩- | ₩597.35 Million | ▲ +24 days |
| 2011 | 238 days | ₩153.15 Billion | ₩644.64 Million/day | ₩- | ₩11.92 Billion | ▲ +12 days |
| 2010 | 226 days | ₩124.24 Billion | ₩549.61 Million/day | ₩- | ₩2.55 Billion | ▼ -13 days |
| 2009 | 239 days | ₩107.99 Billion | ₩450.97 Million/day | ₩- | ₩4.82 Billion | ▼ -5 days |
| 2008 | 244 days | ₩88.41 Billion | ₩362.02 Million/day | ₩- | ₩5.69 Billion | ▼ -51 days |
| 2007 | 295 days | ₩87.31 Billion | ₩296.25 Million/day | ₩- | ₩6.75 Billion | ▼ -10 days |
| 2006 | 304 days | ₩83.96 Billion | ₩275.82 Million/day | ₩- | ₩4.40 Billion | ▼ -18 days |
| 2005 | 322 days | ₩71.34 Billion | ₩221.27 Million/day | ₩- | ₩7.48 Billion | ▼ -51 days |
| 2004 | 373 days | ₩50.80 Billion | ₩136.10 Million/day | ₩- | ₩4.33 Billion | ▼ -228 days |
| 2003 | 601 days | ₩47.90 Billion | ₩79.72 Million/day | ₩- | ₩13.82 Billion | ▲ +172 days |
| 2002 | 429 days | ₩32.23 Billion | ₩75.11 Million/day | ₩- | ₩4.91 Billion | ▲ +80 days |
| 2001 | 350 days | ₩21.35 Billion | ₩61.08 Million/day | ₩- | ₩3.07 Billion | — |