Powerlogics Co. Ltd Defensive Interval Ratio
Powerlogics Co. Ltd defensive interval ratio. Powerlogics Co. Ltd (047310) has a Defensive Interval Ratio of 197 days as of December 2025. Defensive assets of ₩87.20 Billion (cash ₩-, short-term investments ₩614.28 Million, receivables ₩86.59 Billion) cover 197 days of daily cash needs of ₩443.67 Million/day. See Powerlogics Co. Ltd (047310) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Powerlogics Co. Ltd (2007–2025)
Defensive interval ratio of Powerlogics Co. Ltd from 2007 to 2025. This chart shows how Powerlogics Co. Ltd's Defensive Interval Ratio has evolved across 19 annual periods from 2007 to 2025. As of December 2025, the ratio stands at 197 days, meaning defensive assets of ₩87.20 Billion can fund 197 days of operations without new revenue. Check Powerlogics Co. Ltd liquid asset ratio to evaluate the company's liquid asset resilience ratio.
Powerlogics Co. Ltd Defensive Interval Ratio by Year (2007–2025)
Powerlogics Co. Ltd defensive interval ratio by year from 2007 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Powerlogics Co. Ltd from 2007 to 2025, covering 19 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 balance sheet size of Powerlogics Co. Ltd.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 197 days | ₩87.20 Billion | ₩443.67 Million/day | ₩- | ₩614.28 Million | ▼ -2 days |
| 2024 | 198 days | ₩104.22 Billion | ₩525.65 Million/day | ₩-460.00 | ₩-30.00 | ▲ +14 days |
| 2023 | 185 days | ₩93.33 Billion | ₩505.39 Million/day | ₩-90.00 | ₩542.52 Million | ▼ -13 days |
| 2022 | 198 days | ₩73.67 Billion | ₩371.79 Million/day | ₩24.98 Billion | ₩-190.00 | ▼ -10 days |
| 2021 | 208 days | ₩120.77 Billion | ₩579.25 Million/day | ₩32.81 Billion | ₩150.00 | ▼ -14 days |
| 2020 | 222 days | ₩92.16 Billion | ₩415.02 Million/day | ₩21.28 Billion | ₩9.33 Million | ▼ -23 days |
| 2019 | 245 days | ₩112.54 Billion | ₩459.27 Million/day | ₩35.33 Billion | ₩506.06 Million | ▼ -33 days |
| 2018 | 278 days | ₩119.40 Billion | ₩429.70 Million/day | ₩32.94 Billion | ₩4.69 Billion | ▼ -17 days |
| 2017 | 295 days | ₩89.01 Billion | ₩301.91 Million/day | ₩23.47 Billion | ₩3.88 Billion | ▼ -29 days |
| 2016 | 323 days | ₩120.79 Billion | ₩373.54 Million/day | ₩43.75 Billion | ₩2.86 Billion | ▲ +148 days |
| 2015 | 175 days | ₩61.59 Billion | ₩351.17 Million/day | ₩- | ₩6.84 Billion | ▼ -36 days |
| 2014 | 212 days | ₩83.02 Billion | ₩392.04 Million/day | ₩- | ₩3.87 Billion | ▼ -17 days |
| 2013 | 229 days | ₩79.75 Billion | ₩348.47 Million/day | ₩- | ₩3.98 Billion | ▼ -1 days |
| 2012 | 230 days | ₩85.65 Billion | ₩372.36 Million/day | ₩- | ₩4.29 Billion | ▲ +36 days |
| 2011 | 194 days | ₩113.31 Billion | ₩583.55 Million/day | ₩- | ₩30.00 Million | ▲ +30 days |
| 2010 | 164 days | ₩109.19 Billion | ₩664.56 Million/day | ₩- | ₩4.22 Billion | ▲ +10 days |
| 2009 | 155 days | ₩71.75 Billion | ₩464.02 Million/day | ₩- | ₩1.41 Billion | ▲ +21 days |
| 2008 | 134 days | ₩68.40 Billion | ₩510.69 Million/day | ₩- | ₩2.26 Billion | ▼ -85 days |
| 2007 | 219 days | ₩45.39 Billion | ₩207.38 Million/day | ₩- | ₩8.75 Billion | — |