KT Corporation (KT) — Defensive Interval Ratio
KT Corporation (KT) has a Defensive Interval Ratio of 311 days as of September 2025. Defensive assets of $10.41 Trillion (cash $3.89 Trillion, short-term investments $1.50 Trillion, receivables $5.02 Trillion) cover 311 days of daily cash needs of $33.49 Billion/day. Check KT Corporation (KT) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
KT Corporation Defensive Interval Ratio (1998–2024)
This chart shows how KT Corporation's Defensive Interval Ratio has evolved across 27 annual periods from 1998 to 2024. As of September 2025, the ratio stands at 311 days, meaning defensive assets of $10.41 Trillion can fund 311 days of operations without new revenue. Also explore KT year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for KT Corporation (1998–2024)
The table below presents the year-by-year Defensive Interval Ratio for KT Corporation from 1998 to 2024, covering 27 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 market value of KT Corporation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 288 days | $11.06 Trillion | $38.43 Billion/day | $3.56 Trillion | $1.34 Trillion | ▼ -28 days |
| 2023 | 315 days | $11.44 Trillion | $36.29 Billion/day | $2.83 Trillion | $1.44 Trillion | ▼ -21 days |
| 2022 | 337 days | $9.87 Trillion | $29.31 Billion/day | $2.45 Trillion | $1.32 Trillion | ▼ 0 days |
| 2021 | 337 days | $9.30 Trillion | $27.60 Billion/day | $3.02 Trillion | $1.19 Trillion | ▼ -10 days |
| 2020 | 347 days | $8.74 Trillion | $25.18 Billion/day | $2.63 Trillion | $1.20 Trillion | ▲ +17 days |
| 2019 | 330 days | $9.15 Trillion | $27.70 Billion/day | $2.31 Trillion | $868.39 Billion | ▼ -37 days |
| 2018 | 368 days | $9.45 Trillion | $25.72 Billion/day | $2.70 Trillion | $994.78 Billion | ▲ +25 days |
| 2017 | 342 days | $8.87 Trillion | $25.91 Billion/day | $1.93 Trillion | $972.63 Billion | ▼ -3 days |
| 2016 | 345 days | $8.95 Trillion | $25.93 Billion/day | $2.90 Trillion | $720.55 Billion | ▲ +128 days |
| 2015 | 217 days | $5.15 Trillion | $23.67 Billion/day | $- | $292.94 Billion | ▼ -6 days |
| 2014 | 223 days | $6.12 Trillion | $27.38 Billion/day | $- | $332.71 Billion | ▲ +92 days |
| 2013 | 131 days | $4.01 Trillion | $30.65 Billion/day | $- | $480.06 Billion | ▼ -100 days |
| 2012 | 231 days | $7.13 Trillion | $30.81 Billion/day | $- | $244.98 Billion | ▼ -76 days |
| 2011 | 307 days | $7.36 Trillion | $23.96 Billion/day | $- | $253.62 Billion | ▼ -8 days |
| 2010 | 315 days | $5.28 Trillion | $16.75 Billion/day | $- | $166.20 Billion | ▼ -12 days |
| 2009 | 327 days | $5.10 Trillion | $15.57 Billion/day | $- | $444.22 Billion | ▼ -277 days |
| 2008 | 605 days | $4.33 Trillion | $7.16 Billion/day | $- | $618.85 Billion | ▲ +342 days |
| 2007 | 263 days | $3.66 Trillion | $13.92 Billion/day | $- | $460.43 Billion | ▲ +24 days |
| 2006 | 239 days | $3.38 Trillion | $14.17 Billion/day | $- | $522.93 Billion | ▼ -48 days |
| 2005 | 286 days | $3.74 Trillion | $13.07 Billion/day | $- | $896.17 Billion | ▲ +93 days |
| 2004 | 193 days | $4.26 Trillion | $22.06 Billion/day | $- | $1.21 Trillion | ▼ -15 days |
| 2003 | 208 days | $3.54 Trillion | $17.00 Billion/day | $- | $425.00 Billion | ▼ -42 days |
| 2002 | 250 days | $4.75 Trillion | $18.98 Billion/day | $- | $1.25 Trillion | ▼ -7 days |
| 2001 | 258 days | $4.28 Trillion | $16.61 Billion/day | $- | $1.14 Trillion | ▲ +111 days |
| 2000 | 147 days | $2.91 Trillion | $19.83 Billion/day | $- | $506.95 Billion | ▼ -5 days |
| 1999 | 152 days | $1.98 Trillion | $13.02 Billion/day | $- | $264.21 Billion | ▼ -24 days |
| 1998 | 176 days | $1.61 Trillion | $9.17 Billion/day | $- | $300.47 Billion | — |