Nationwide Building Society (NBS) — Defensive Interval Ratio
Nationwide Building Society (NBS) has a Defensive Interval Ratio of 0 days as of September 2025. Defensive assets of £368.00 Million (cash £-, short-term investments £-, receivables £368.00 Million) cover 0 days of daily cash needs of £808.54 Million/day. Check tangible net worth ratio of Nationwide Building Society to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Nationwide Building Society Defensive Interval Ratio (2003–2025)
This chart shows how Nationwide Building Society's Defensive Interval Ratio has evolved across 22 annual periods from 2003 to 2025. As of September 2025, the ratio stands at 0 days, meaning defensive assets of £368.00 Million can fund 0 days of operations without new revenue. Also explore NBS net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Nationwide Building Society (2003–2025)
The table below presents the year-by-year Defensive Interval Ratio for Nationwide Building Society from 2003 to 2025, covering 22 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 Nationwide Building Society stock valuation.
| Year | DIR (days) | Defensive Assets (GBP) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 1 days | £394.00 Million | £786.98 Million/day | £- | £- | ▼ -103 days |
| 2024 | 103 days | £968.00 Million | £9.38 Million/day | £- | £674.00 Million | ▲ +90 days |
| 2023 | 13 days | £622.00 Million | £47.19 Million/day | £- | £320.00 Million | ▲ +4 days |
| 2022 | 10 days | £855.00 Million | £88.74 Million/day | £- | £603.00 Million | ▼ -10 days |
| 2021 | 20 days | £1.23 Billion | £62.73 Million/day | £- | £1.01 Billion | ▲ +4 days |
| 2020 | 15 days | £931.00 Million | £61.35 Million/day | £- | £726.00 Million | ▼ -168 days |
| 2019 | 183 days | £184.00 Million | £1.00 Million/day | £- | £- | ▲ +16 days |
| 2018 | 167 days | £164.00 Million | £980.82K/day | £- | £- | ▼ -56 days |
| 2017 | 223 days | £191.00 Million | £854.79K/day | £- | £- | ▲ +29 days |
| 2016 | 194 days | £166.00 Million | £854.79K/day | £- | £- | ▲ +15 days |
| 2015 | 179 days | £192.00 Million | £1.07 Million/day | £- | £- | ▼ -107 days |
| 2013 | 286 days | £332.00 Million | £1.16 Million/day | £- | £185.00 Million | ▼ -2057 days |
| 2012 | 2343 days | £321.00 Million | £136.99K/day | £- | £192.00 Million | ▼ -62 days |
| 2011 | 2405 days | £402.00 Million | £167.12K/day | £- | £187.00 Million | ▲ +207 days |
| 2010 | 2198 days | £277.00 Million | £126.03K/day | £- | £200.00 Million | ▼ -5070 days |
| 2009 | 7268 days | £916.00 Million | £126.03K/day | £- | £173.00 Million | ▲ +678 days |
| 2008 | 6590 days | £752.90 Million | £114.25K/day | £- | £197.40 Million | ▲ +3581 days |
| 2007 | 3010 days | £228.40 Million | £75.89K/day | £- | £152.10 Million | ▼ -5583 days |
| 2006 | 8593 days | £555.60 Million | £64.66K/day | £- | £138.80 Million | ▼ -2712 days |
| 2005 | 11305 days | £439.80 Million | £38.90K/day | £- | £- | ▲ +10890 days |
| 2004 | 414 days | £14.30 Million | £34.52K/day | £- | £- | ▼ -2426 days |
| 2003 | 2841 days | £35.80 Million | £12.60K/day | £- | £- | — |