Proximus NV (PROX) — Defensive Interval Ratio
Proximus NV (PROX) has a Defensive Interval Ratio of 156 days as of June 2025. Defensive assets of €1.24 Billion (cash €-, short-term investments €43.00 Million, receivables €1.20 Billion) cover 156 days of daily cash needs of €7.95 Million/day. Check how tangible is Proximus NV's equity to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Proximus NV Defensive Interval Ratio (2001–2024)
This chart shows how Proximus NV's Defensive Interval Ratio has evolved across 24 annual periods from 2001 to 2024. As of June 2025, the ratio stands at 156 days, meaning defensive assets of €1.24 Billion can fund 156 days of operations without new revenue. Also explore Proximus NV equity growth rate to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Proximus NV (2001–2024)
The table below presents the year-by-year Defensive Interval Ratio for Proximus NV from 2001 to 2024, covering 24 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 Proximus NV market cap and net worth.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 147 days | €1.28 Billion | €8.74 Million/day | €- | €41.00 Million | ▲ +17 days |
| 2023 | 130 days | €1.09 Billion | €8.38 Million/day | €- | €- | ▲ +3 days |
| 2022 | 127 days | €1.05 Billion | €8.22 Million/day | €- | €-91.00 Million | ▲ +8 days |
| 2021 | 120 days | €824.00 Million | €6.87 Million/day | €- | €-175.00 Million | ▼ -50 days |
| 2020 | 170 days | €986.00 Million | €5.79 Million/day | €- | €3.00 Million | ▼ -1 days |
| 2019 | 171 days | €1.11 Billion | €6.47 Million/day | €- | €3.00 Million | ▼ -25 days |
| 2018 | 196 days | €1.26 Billion | €6.41 Million/day | €- | €4.00 Million | ▲ +36 days |
| 2017 | 160 days | €1.19 Billion | €7.47 Million/day | €- | €5.00 Million | ▼ -13 days |
| 2016 | 173 days | €1.16 Billion | €6.68 Million/day | €- | €6.00 Million | ▼ -4 days |
| 2015 | 177 days | €1.29 Billion | €7.27 Million/day | €- | €8.00 Million | ▼ -29 days |
| 2014 | 206 days | €1.25 Billion | €6.08 Million/day | €- | €8.00 Million | ▼ -5 days |
| 2013 | 211 days | €1.45 Billion | €6.88 Million/day | €- | €160.00 Million | ▼ -36 days |
| 2012 | 246 days | €1.67 Billion | €6.77 Million/day | €- | €133.00 Million | ▼ -4 days |
| 2011 | 250 days | €1.55 Billion | €6.19 Million/day | €- | €36.00 Million | ▲ +54 days |
| 2010 | 196 days | €1.51 Billion | €7.68 Million/day | €- | €43.00 Million | ▼ -83 days |
| 2009 | 279 days | €1.40 Billion | €5.01 Million/day | €- | €76.00 Million | ▲ +53 days |
| 2008 | 226 days | €1.44 Billion | €6.36 Million/day | €- | €53.00 Million | ▼ -43 days |
| 2007 | 269 days | €1.34 Billion | €4.96 Million/day | €- | €59.00 Million | ▼ -6 days |
| 2006 | 276 days | €1.40 Billion | €5.06 Million/day | €- | €91.00 Million | ▲ +32 days |
| 2005 | 243 days | €1.13 Billion | €4.65 Million/day | €- | €86.00 Million | ▼ -10 days |
| 2004 | 253 days | €1.00 Billion | €3.96 Million/day | €- | €81.00 Million | ▲ +29 days |
| 2003 | 224 days | €950.00 Million | €4.23 Million/day | €- | €42.00 Million | ▼ -46 days |
| 2002 | 271 days | €1.23 Billion | €4.56 Million/day | €- | €286.00 Million | ▲ +72 days |
| 2001 | 198 days | €1.09 Billion | €5.48 Million/day | €- | €3.00 Million | — |