CellaVision AB (CEVI) — Defensive Interval Ratio
CellaVision AB (CEVI) has a Defensive Interval Ratio of 464 days as of December 2025. Defensive assets of Skr141.07 Million (cash Skr-, short-term investments Skr-, receivables Skr141.07 Million) cover 464 days of daily cash needs of Skr303.91K/day. See working capital to net assets of CellaVision AB to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CellaVision AB Defensive Interval Ratio (2000–2025)
This chart shows how CellaVision AB's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 464 days, meaning defensive assets of Skr141.07 Million can fund 464 days of operations without new revenue. See CellaVision AB balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for CellaVision AB (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for CellaVision AB 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 CellaVision AB (CEVI) total market value.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 464 days | Skr141.07 Million | Skr303.91K/day | Skr- | Skr- | ▲ +41 days |
| 2024 | 424 days | Skr125.28 Million | Skr295.75K/day | Skr- | Skr- | ▲ +124 days |
| 2023 | 300 days | Skr97.80 Million | Skr326.45K/day | Skr- | Skr- | ▼ -14 days |
| 2022 | 313 days | Skr114.25 Million | Skr364.64K/day | Skr- | Skr-5.15 Million | ▲ +62 days |
| 2021 | 252 days | Skr92.77 Million | Skr368.49K/day | Skr- | Skr-21.79 Million | ▼ -40 days |
| 2020 | 292 days | Skr83.20 Million | Skr285.33K/day | Skr- | Skr-17.25 Million | ▲ +40 days |
| 2019 | 251 days | Skr86.71 Million | Skr344.83K/day | Skr- | Skr-17.93 Million | ▼ -180 days |
| 2018 | 432 days | Skr85.04 Million | Skr196.96K/day | Skr- | Skr- | ▲ +46 days |
| 2017 | 386 days | Skr54.00 Million | Skr140.07K/day | Skr- | Skr- | ▲ +66 days |
| 2016 | 319 days | Skr44.00 Million | Skr137.73K/day | Skr- | Skr- | ▼ -112 days |
| 2015 | 432 days | Skr43.66 Million | Skr101.12K/day | Skr- | Skr- | ▼ -58 days |
| 2014 | 490 days | Skr68.42 Million | Skr139.60K/day | Skr- | Skr- | ▼ -3 days |
| 2013 | 493 days | Skr75.74 Million | Skr153.58K/day | Skr- | Skr26.47 Million | ▲ +155 days |
| 2012 | 339 days | Skr49.77 Million | Skr146.97K/day | Skr- | Skr318.00K | ▲ +114 days |
| 2011 | 224 days | Skr32.36 Million | Skr144.28K/day | Skr- | Skr- | ▼ -79 days |
| 2010 | 304 days | Skr40.83 Million | Skr134.46K/day | Skr- | Skr- | ▲ +19 days |
| 2009 | 285 days | Skr30.11 Million | Skr105.62K/day | Skr- | Skr- | ▲ +13 days |
| 2008 | 272 days | Skr37.63 Million | Skr138.32K/day | Skr- | Skr- | ▲ +58 days |
| 2007 | 214 days | Skr14.07 Million | Skr65.88K/day | Skr- | Skr- | ▲ +2 days |
| 2006 | 212 days | Skr13.69 Million | Skr64.65K/day | Skr- | Skr- | ▼ -5 days |
| 2005 | 217 days | Skr10.96 Million | Skr50.52K/day | Skr- | Skr- | ▲ +4 days |
| 2004 | 213 days | Skr9.32 Million | Skr43.69K/day | Skr- | Skr- | ▼ -7 days |
| 2003 | 221 days | Skr5.22 Million | Skr23.65K/day | Skr- | Skr- | ▲ +64 days |
| 2002 | 157 days | Skr4.65 Million | Skr29.70K/day | Skr- | Skr- | ▲ +43 days |
| 2001 | 114 days | Skr7.21 Million | Skr63.40K/day | Skr- | Skr- | ▲ +48 days |
| 2000 | 66 days | Skr2.15 Million | Skr32.62K/day | Skr- | Skr- | — |