Credicorp Ltd (BAP) — Defensive Interval Ratio
Credicorp Ltd (BAP) has a Defensive Interval Ratio of 86 days as of March 2026. Defensive assets of $3.39 Billion (cash $-, short-term investments $1.22 Billion, receivables $2.17 Billion) cover 86 days of daily cash needs of $39.56 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Credicorp Ltd Defensive Interval Ratio (1998–2025)
This chart shows how Credicorp Ltd's Defensive Interval Ratio has evolved across 28 annual periods from 1998 to 2025. As of March 2026, the ratio stands at 86 days, meaning defensive assets of $3.39 Billion can fund 86 days of operations without new revenue. For the complete balance sheet picture, see total assets of Credicorp Ltd.
Annual Defensive Interval Ratio for Credicorp Ltd (1998–2025)
The table below presents the year-by-year Defensive Interval Ratio for Credicorp Ltd from 1998 to 2025, covering 28 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See BAP working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 86 days | $3.39 Billion | $39.56 Million/day | $- | $1.22 Billion | ▼ -11 days |
| 2024 | 96 days | $46.47 Billion | $482.55 Million/day | $- | $34.21 Billion | ▼ -6 days |
| 2023 | 102 days | $45.79 Billion | $448.25 Million/day | $- | $33.49 Billion | ▼ -10153 days |
| 2022 | 10256 days | $41.67 Billion | $4.06 Million/day | $- | $29.68 Billion | ▲ +10157 days |
| 2021 | 98 days | $47.21 Billion | $481.39 Million/day | $- | $35.09 Billion | ▼ -8563 days |
| 2020 | 8661 days | $53.75 Billion | $6.21 Million/day | $- | $42.75 Billion | ▲ +8553 days |
| 2019 | 108 days | $36.24 Billion | $335.94 Million/day | $- | $25.51 Billion | ▲ +25 days |
| 2018 | 83 days | $26.59 Billion | $319.42 Million/day | $- | $23.72 Billion | ▼ -18 days |
| 2017 | 101 days | $31.42 Billion | $311.41 Million/day | $- | $28.90 Billion | ▲ +13 days |
| 2016 | 88 days | $25.06 Billion | $284.55 Million/day | $- | $23.00 Billion | ▲ +3 days |
| 2015 | 85 days | $24.64 Billion | $289.38 Million/day | $- | $22.04 Billion | ▼ -7 days |
| 2014 | 92 days | $22.17 Billion | $241.34 Million/day | $- | $20.03 Billion | ▼ -14 days |
| 2013 | 106 days | $21.52 Billion | $202.42 Million/day | $- | $19.82 Billion | ▼ -23 days |
| 2012 | 129 days | $24.66 Billion | $190.69 Million/day | $- | $22.90 Billion | ▲ +8 days |
| 2011 | 122 days | $17.03 Billion | $140.17 Million/day | $- | $15.76 Billion | ▲ +113 days |
| 2010 | 8 days | $1.16 Billion | $140.27 Million/day | $- | $330.95 Million | ▲ +0 days |
| 2009 | 8 days | $955.36 Million | $121.03 Million/day | $- | $205.39 Million | ▼ -8 days |
| 2008 | 16 days | $2.14 Billion | $132.65 Million/day | $- | $113.38 Million | ▲ +5 days |
| 2007 | 11 days | $1.15 Billion | $103.15 Million/day | $- | $152.88 Million | ▲ +5 days |
| 2006 | 6 days | $432.66 Million | $74.00 Million/day | $- | $137.92 Million | ▼ -1 days |
| 2005 | 7 days | $528.10 Million | $75.22 Million/day | $- | $209.29 Million | ▼ -26 days |
| 2004 | 33 days | $1.91 Billion | $58.66 Million/day | $- | $1.59 Billion | ▲ +23 days |
| 2003 | 9 days | $548.76 Million | $57.80 Million/day | $- | $340.44 Million | ▼ -28 days |
| 2002 | 37 days | $2.35 Billion | $62.68 Million/day | $- | $2.13 Billion | ▼ -4 days |
| 2001 | 42 days | $2.23 Billion | $53.47 Million/day | $- | $1.89 Billion | ▲ +11 days |
| 2000 | 30 days | $1.78 Billion | $58.41 Million/day | $- | $1.46 Billion | ▲ +25 days |
| 1999 | 6 days | $328.64 Million | $57.76 Million/day | $- | $- | ▼ -9 days |
| 1998 | 15 days | $856.86 Million | $57.94 Million/day | $- | $- | — |