Schweiter Technologies AG (0QR1) — Defensive Interval Ratio
Schweiter Technologies AG (0QR1) has a Defensive Interval Ratio of 263 days as of June 2025. Defensive assets of £151.00 Million (cash £-, short-term investments £-, receivables £151.00 Million) cover 263 days of daily cash needs of £574.79K/day. See 0QR1 working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Schweiter Technologies AG Defensive Interval Ratio (2004–2024)
This chart shows how Schweiter Technologies AG's Defensive Interval Ratio has evolved across 21 annual periods from 2004 to 2024. As of June 2025, the ratio stands at 263 days, meaning defensive assets of £151.00 Million can fund 263 days of operations without new revenue. See Schweiter Technologies AG balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Schweiter Technologies AG (2004–2024)
The table below presents the year-by-year Defensive Interval Ratio for Schweiter Technologies AG from 2004 to 2024, covering 21 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 Schweiter Technologies AG market cap and net worth.
| Year | DIR (days) | Defensive Assets (GBP) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 287 days | £169.40 Million | £589.86K/day | £- | £- | ▲ +11 days |
| 2023 | 276 days | £159.90 Million | £578.63K/day | £- | £- | ▼ -67 days |
| 2022 | 343 days | £193.60 Million | £564.66K/day | £- | £- | ▼ -55 days |
| 2021 | 398 days | £210.00 Million | £527.67K/day | £- | £- | ▼ -15 days |
| 2020 | 412 days | £203.32 Million | £492.92K/day | £- | £- | ▼ -32 days |
| 2019 | 445 days | £192.13 Million | £431.99K/day | £- | £- | ▲ +4 days |
| 2018 | 441 days | £191.82 Million | £434.78K/day | £- | £- | ▲ +55 days |
| 2017 | 387 days | £153.68 Million | £397.45K/day | £- | £- | ▲ +60 days |
| 2016 | 326 days | £143.01 Million | £438.03K/day | £- | £- | ▲ +6 days |
| 2015 | 320 days | £136.34 Million | £426.02K/day | £- | £- | ▲ +24 days |
| 2014 | 296 days | £109.86 Million | £371.07K/day | £- | £- | ▼ -49 days |
| 2013 | 345 days | £106.90 Million | £309.52K/day | £- | £- | ▲ +29 days |
| 2012 | 316 days | £93.63 Million | £295.98K/day | £- | £- | ▼ -81 days |
| 2011 | 398 days | £123.41 Million | £310.43K/day | £- | £- | ▼ -26 days |
| 2010 | 423 days | £166.22 Million | £392.51K/day | £- | £- | ▲ +94 days |
| 2009 | 330 days | £123.75 Million | £375.52K/day | £- | £- | ▼ -184 days |
| 2008 | 514 days | £40.73 Million | £79.24K/day | £- | £- | ▲ +114 days |
| 2007 | 400 days | £125.65 Million | £313.83K/day | £- | £- | ▲ +24 days |
| 2006 | 376 days | £108.58 Million | £288.72K/day | £- | £- | ▼ -20 days |
| 2005 | 396 days | £95.17 Million | £240.19K/day | £- | £- | ▲ +14 days |
| 2004 | 382 days | £87.10 Million | £227.95K/day | £- | £- | — |