Clas Ohlson AB (publ) (CLAS-B) — Defensive Interval Ratio
Clas Ohlson AB (publ) (CLAS-B) has a Defensive Interval Ratio of 12 days as of April 2026. Defensive assets of Skr99.70 Million (cash Skr-, short-term investments Skr-, receivables Skr99.70 Million) cover 12 days of daily cash needs of Skr8.21 Million/day. See Clas Ohlson AB (publ) (CLAS-B) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Clas Ohlson AB (publ) Defensive Interval Ratio (2003–2026)
This chart shows how Clas Ohlson AB (publ)'s Defensive Interval Ratio has evolved across 21 annual periods from 2003 to 2026. As of April 2026, the ratio stands at 12 days, meaning defensive assets of Skr99.70 Million can fund 12 days of operations without new revenue. See CLAS-B equity financing ratio to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Clas Ohlson AB (publ) (2003–2026)
The table below presents the year-by-year Defensive Interval Ratio for Clas Ohlson AB (publ) from 2003 to 2026, 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 CLAS-B market cap.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 12 days | Skr99.70 Million | Skr8.21 Million/day | Skr- | Skr- | ▼ -12 days |
| 2025 | 24 days | Skr177.60 Million | Skr7.28 Million/day | Skr- | Skr- | ▲ +7 days |
| 2024 | 17 days | Skr119.30 Million | Skr6.93 Million/day | Skr- | Skr1.90 Million | ▲ +5 days |
| 2023 | 12 days | Skr80.60 Million | Skr6.53 Million/day | Skr- | Skr-15.60 Million | ▲ +0 days |
| 2022 | 12 days | Skr75.90 Million | Skr6.20 Million/day | Skr- | Skr- | ▲ +1 days |
| 2021 | 11 days | Skr66.60 Million | Skr5.97 Million/day | Skr- | Skr- | ▼ -3 days |
| 2020 | 15 days | Skr84.20 Million | Skr5.79 Million/day | Skr- | Skr- | ▼ -6 days |
| 2019 | 20 days | Skr101.70 Million | Skr5.00 Million/day | Skr- | Skr- | ▼ -7 days |
| 2018 | 28 days | Skr128.80 Million | Skr4.68 Million/day | Skr- | Skr-1.50 Million | ▲ +12 days |
| 2017 | 16 days | Skr62.30 Million | Skr3.90 Million/day | Skr- | Skr- | ▼ -12 days |
| 2016 | 28 days | Skr123.30 Million | Skr4.35 Million/day | Skr- | Skr- | ▲ +1 days |
| 2015 | 28 days | Skr105.20 Million | Skr3.79 Million/day | Skr- | Skr- | ▲ +7 days |
| 2014 | 21 days | Skr67.90 Million | Skr3.28 Million/day | Skr- | Skr- | ▲ +0 days |
| 2013 | 21 days | Skr61.30 Million | Skr2.98 Million/day | Skr- | Skr- | ▲ +5 days |
| 2012 | 16 days | Skr44.20 Million | Skr2.79 Million/day | Skr- | Skr- | ▲ +6 days |
| 2008 | 10 days | Skr18.60 Million | Skr1.82 Million/day | Skr- | Skr- | ▼ -12 days |
| 2007 | 22 days | Skr32.60 Million | Skr1.50 Million/day | Skr- | Skr- | ▲ +5 days |
| 2006 | 17 days | Skr23.10 Million | Skr1.38 Million/day | Skr- | Skr- | ▲ +6 days |
| 2005 | 10 days | Skr14.70 Million | Skr1.43 Million/day | Skr- | Skr- | ▼ -6 days |
| 2004 | 16 days | Skr15.70 Million | Skr992.05K/day | Skr- | Skr- | ▲ +0 days |
| 2003 | 16 days | Skr11.80 Million | Skr755.34K/day | Skr- | Skr- | — |