UIL Co. Ltd (049520) — Defensive Interval Ratio
UIL Co. Ltd (049520) has a Defensive Interval Ratio of 467 days as of March 2026. Defensive assets of ₩74.97 Billion (cash ₩-, short-term investments ₩27.86 Billion, receivables ₩47.12 Billion) cover 467 days of daily cash needs of ₩160.66 Million/day. See UIL Co. Ltd (049520) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
UIL Co. Ltd Defensive Interval Ratio (2004–2025)
This chart shows how UIL Co. Ltd's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of March 2026, the ratio stands at 467 days, meaning defensive assets of ₩74.97 Billion can fund 467 days of operations without new revenue. See UIL Co. Ltd net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for UIL Co. Ltd (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for UIL Co. Ltd from 2004 to 2025, 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 049520 stock market capitalisation.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 322 days | ₩59.79 Billion | ₩185.88 Million/day | ₩- | ₩9.38 Billion | ▼ -320 days |
| 2024 | 642 days | ₩119.26 Billion | ₩185.77 Million/day | ₩45.70 Billion | ₩20.53 Billion | ▲ +70 days |
| 2023 | 572 days | ₩92.00 Billion | ₩160.88 Million/day | ₩28.21 Billion | ₩23.14 Billion | ▼ -25 days |
| 2022 | 597 days | ₩80.32 Billion | ₩134.63 Million/day | ₩26.58 Billion | ₩24.86 Billion | ▲ +82 days |
| 2021 | 514 days | ₩83.71 Billion | ₩162.75 Million/day | ₩35.40 Billion | ₩17.81 Billion | ▼ -86 days |
| 2020 | 600 days | ₩80.86 Billion | ₩134.73 Million/day | ₩48.11 Billion | ₩371.50 Million | ▼ -479 days |
| 2019 | 1079 days | ₩80.15 Billion | ₩74.25 Million/day | ₩42.75 Billion | ₩7.06 Billion | ▲ +157 days |
| 2018 | 922 days | ₩95.21 Billion | ₩103.28 Million/day | ₩46.60 Billion | ₩9.89 Billion | ▲ +147 days |
| 2017 | 775 days | ₩117.66 Billion | ₩151.84 Million/day | ₩54.18 Billion | ₩7.26 Billion | ▲ +141 days |
| 2016 | 634 days | ₩106.99 Billion | ₩168.81 Million/day | ₩44.25 Billion | ₩15.35 Billion | ▲ +364 days |
| 2015 | 270 days | ₩57.14 Billion | ₩211.77 Million/day | ₩- | ₩6.84 Billion | ▲ +5 days |
| 2014 | 265 days | ₩63.19 Billion | ₩238.67 Million/day | ₩- | ₩13.17 Billion | ▼ -72 days |
| 2013 | 337 days | ₩44.11 Billion | ₩130.79 Million/day | ₩- | ₩8.65 Billion | ▼ -185 days |
| 2012 | 522 days | ₩36.29 Billion | ₩69.51 Million/day | ₩- | ₩11.15 Billion | ▼ -13 days |
| 2011 | 535 days | ₩34.70 Billion | ₩64.86 Million/day | ₩- | ₩11.64 Billion | ▲ +52 days |
| 2010 | 482 days | ₩43.23 Billion | ₩89.61 Million/day | ₩- | ₩11.14 Billion | ▼ -280 days |
| 2009 | 763 days | ₩59.20 Billion | ₩77.60 Million/day | ₩- | ₩22.25 Billion | ▲ +122 days |
| 2008 | 641 days | ₩63.01 Billion | ₩98.32 Million/day | ₩- | ₩35.06 Billion | ▲ +75 days |
| 2007 | 566 days | ₩48.55 Billion | ₩85.84 Million/day | ₩- | ₩28.05 Billion | ▲ +65 days |
| 2006 | 501 days | ₩49.71 Billion | ₩99.32 Million/day | ₩- | ₩12.88 Billion | ▼ -238 days |
| 2005 | 738 days | ₩55.35 Billion | ₩74.98 Million/day | ₩- | ₩21.92 Billion | ▼ -105 days |
| 2004 | 844 days | ₩65.25 Billion | ₩77.34 Million/day | ₩- | ₩24.71 Billion | — |