Tasly Pharmaceutical Group Co Ltd (600535) — Defensive Interval Ratio
Tasly Pharmaceutical Group Co Ltd (600535) has a Defensive Interval Ratio of 500 days as of March 2026. Defensive assets of CN¥3.18 Billion (cash CN¥-, short-term investments CN¥1.83 Billion, receivables CN¥1.35 Billion) cover 500 days of daily cash needs of CN¥6.36 Million/day. Check 600535 tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Tasly Pharmaceutical Group Co Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Tasly Pharmaceutical Group Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 500 days, meaning defensive assets of CN¥3.18 Billion can fund 500 days of operations without new revenue. Also explore Tasly Pharmaceutical Group Co Ltd net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Tasly Pharmaceutical Group Co Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Tasly Pharmaceutical Group Co Ltd from 2000 to 2025, covering 26 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 Tasly Pharmaceutical Group Co Ltd market capitalisation.
| Year | DIR (days) | Defensive Assets (CNY) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 617 days | CN¥3.90 Billion | CN¥6.32 Million/day | CN¥- | CN¥1.39 Billion | ▲ +227 days |
| 2024 | 390 days | CN¥2.51 Billion | CN¥6.44 Million/day | CN¥- | CN¥524.72 Million | ▲ +11 days |
| 2023 | 380 days | CN¥2.46 Billion | CN¥6.49 Million/day | CN¥- | CN¥300.71 Million | ▼ -381 days |
| 2022 | 760 days | CN¥4.47 Billion | CN¥5.88 Million/day | CN¥- | CN¥1.12 Billion | ▼ -279 days |
| 2021 | 1039 days | CN¥5.28 Billion | CN¥5.08 Million/day | CN¥- | CN¥1.49 Billion | ▲ +351 days |
| 2020 | 688 days | CN¥5.34 Billion | CN¥7.76 Million/day | CN¥- | CN¥142.92 Million | ▲ +207 days |
| 2019 | 481 days | CN¥11.41 Billion | CN¥23.72 Million/day | CN¥- | CN¥59.39 Million | ▼ -9 days |
| 2018 | 490 days | CN¥11.43 Billion | CN¥23.33 Million/day | CN¥- | CN¥158.30 Million | ▲ +139 days |
| 2017 | 351 days | CN¥10.91 Billion | CN¥31.07 Million/day | CN¥- | CN¥552.66 Million | ▲ +22 days |
| 2016 | 329 days | CN¥7.35 Billion | CN¥22.35 Million/day | CN¥- | CN¥267.90 Million | ▼ -46 days |
| 2015 | 375 days | CN¥6.76 Billion | CN¥18.04 Million/day | CN¥- | CN¥270.50 Million | ▲ +107 days |
| 2014 | 268 days | CN¥4.97 Billion | CN¥18.54 Million/day | CN¥- | CN¥46.85 Million | ▲ +22 days |
| 2013 | 246 days | CN¥3.36 Billion | CN¥13.67 Million/day | CN¥- | CN¥84.96 Million | ▼ -46 days |
| 2012 | 292 days | CN¥2.16 Billion | CN¥7.41 Million/day | CN¥- | CN¥19.00 Million | ▲ +77 days |
| 2011 | 215 days | CN¥1.61 Billion | CN¥7.50 Million/day | CN¥- | CN¥- | ▲ +30 days |
| 2010 | 185 days | CN¥902.26 Million | CN¥4.88 Million/day | CN¥- | CN¥- | ▲ +2 days |
| 2009 | 183 days | CN¥808.03 Million | CN¥4.41 Million/day | CN¥- | CN¥- | ▲ +1 days |
| 2008 | 182 days | CN¥616.38 Million | CN¥3.39 Million/day | CN¥- | CN¥- | ▼ -78 days |
| 2007 | 260 days | CN¥644.31 Million | CN¥2.48 Million/day | CN¥- | CN¥- | ▲ +78 days |
| 2006 | 182 days | CN¥642.69 Million | CN¥3.54 Million/day | CN¥- | CN¥20.04 Million | ▼ -21 days |
| 2005 | 202 days | CN¥519.31 Million | CN¥2.57 Million/day | CN¥- | CN¥90.08 Million | ▲ +113 days |
| 2004 | 89 days | CN¥195.49 Million | CN¥2.20 Million/day | CN¥- | CN¥10.02 Million | ▼ -133 days |
| 2003 | 222 days | CN¥314.14 Million | CN¥1.41 Million/day | CN¥- | CN¥- | ▲ +21 days |
| 2002 | 201 days | CN¥109.70 Million | CN¥544.43K/day | CN¥- | CN¥- | ▲ +44 days |
| 2001 | 158 days | CN¥128.94 Million | CN¥816.97K/day | CN¥- | CN¥- | ▼ -25 days |
| 2000 | 183 days | CN¥107.09 Million | CN¥586.71K/day | CN¥- | CN¥- | — |