Petra Diamonds Ltd (PDL) — Defensive Interval Ratio
Petra Diamonds Ltd (PDL) has a Defensive Interval Ratio of 28 days as of June 2025. Defensive assets of £21.16 Million (cash £-, short-term investments £10.22 Million, receivables £10.95 Million) cover 28 days of daily cash needs of £757.73K/day. Check PDL 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
Petra Diamonds Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Petra Diamonds Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2025, the ratio stands at 28 days, meaning defensive assets of £21.16 Million can fund 28 days of operations without new revenue. Also explore Petra Diamonds Ltd annual equity growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Petra Diamonds Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Petra Diamonds 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 Petra Diamonds Ltd (PDL) total market value.
| Year | DIR (days) | Defensive Assets (GBP) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 28 days | £21.16 Million | £757.73K/day | £- | £10.22 Million | ▼ -184 days |
| 2024 | 211 days | £73.00 Million | £345.21K/day | £- | £14.00 Million | ▲ +173 days |
| 2023 | 38 days | £12.00 Million | £315.07K/day | £- | £- | ▼ -113 days |
| 2022 | 151 days | £37.40 Million | £247.40K/day | £- | £- | ▲ +32 days |
| 2021 | 119 days | £38.30 Million | £322.19K/day | £- | £- | ▲ +117 days |
| 2020 | 2 days | £4.80 Million | £2.26 Million/day | £- | £- | ▼ -83 days |
| 2019 | 85 days | £23.80 Million | £279.45K/day | £- | £- | ▼ -19 days |
| 2018 | 105 days | £89.40 Million | £855.34K/day | £- | £14.40 Million | ▲ +35 days |
| 2017 | 70 days | £56.40 Million | £809.04K/day | £- | £13.50 Million | ▼ -54 days |
| 2016 | 124 days | £83.30 Million | £670.96K/day | £- | £12.00 Million | ▼ -117 days |
| 2015 | 242 days | £71.60 Million | £296.44K/day | £- | £13.10 Million | ▲ +3 days |
| 2014 | 239 days | £69.20 Million | £290.14K/day | £- | £13.80 Million | ▼ -103 days |
| 2013 | 341 days | £99.60 Million | £292.05K/day | £- | £12.10 Million | ▲ +77 days |
| 2012 | 264 days | £53.00 Million | £200.82K/day | £- | £16.00 Million | ▼ -991 days |
| 2011 | 1255 days | £228.00 Million | £181.65K/day | £- | £228.00 Million | ▲ +1071 days |
| 2010 | 184 days | £25.20 Million | £136.71K/day | £- | £9.70 Million | ▲ +51 days |
| 2009 | 133 days | £31.40 Million | £235.89K/day | £- | £19.70 Million | ▼ -172 days |
| 2008 | 305 days | £32.29 Million | £105.73K/day | £- | £663.60 | ▲ +307 days |
| 2007 | -1 days | £-150.69K | £108.25K/day | £- | £-152.00K | ▼ -1 days |
| 2006 | 0 days | £582.00 | £26.88K/day | £- | £- | ▼ -45 days |
| 2005 | 45 days | £2.81 Million | £62.21K/day | £- | £- | ▼ -162 days |
| 2004 | 208 days | £502.00K | £2.42K/day | £- | £- | ▲ +124 days |
| 2003 | 83 days | £143.00K | £1.71K/day | £- | £- | ▼ -443 days |
| 2002 | 527 days | £429.00K | £814.79/day | £- | £- | ▲ +412 days |
| 2001 | 114 days | £375.00K | £3.29K/day | £- | £- | ▼ -36 days |
| 2000 | 150 days | £509.00K | £3.39K/day | £- | £- | — |