Dabaco (DBC) — Defensive Interval Ratio
Dabaco (DBC) has a Defensive Interval Ratio of 116 days as of December 2025. Defensive assets of ₫2.11 Trillion (cash ₫-, short-term investments ₫1.85 Trillion, receivables ₫269.38 Billion) cover 116 days of daily cash needs of ₫18.21 Billion/day. Check DBC intangible-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Dabaco Defensive Interval Ratio (2019–2025)
This chart shows how Dabaco's Defensive Interval Ratio has evolved across 7 annual periods from 2019 to 2025. As of December 2025, the ratio stands at 116 days, meaning defensive assets of ₫2.11 Trillion can fund 116 days of operations without new revenue. Also explore Dabaco (DBC) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Dabaco (2019–2025)
The table below presents the year-by-year Defensive Interval Ratio for Dabaco from 2019 to 2025, covering 7 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 DBC stock market capitalisation.
| Year | DIR (days) | Defensive Assets (VND) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 116 days | ₫2.11 Trillion | ₫18.21 Billion/day | ₫- | ₫1.85 Trillion | ▲ +27 days |
| 2024 | 89 days | ₫1.57 Trillion | ₫17.59 Billion/day | ₫- | ₫1.37 Trillion | ▲ +53 days |
| 2023 | 36 days | ₫712.38 Billion | ₫19.57 Billion/day | ₫- | ₫489.88 Billion | ▼ -5 days |
| 2022 | 42 days | ₫755.89 Billion | ₫18.08 Billion/day | ₫- | ₫504.88 Billion | ▼ -22 days |
| 2021 | 63 days | ₫897.01 Billion | ₫14.17 Billion/day | ₫- | ₫577.08 Billion | ▼ -1 days |
| 2020 | 64 days | ₫749.89 Billion | ₫11.66 Billion/day | ₫- | ₫537.36 Billion | ▲ +9 days |
| 2019 | 55 days | ₫724.97 Billion | ₫13.20 Billion/day | ₫- | ₫484.80 Billion | — |