CTT Systems AB (CTT) — Defensive Interval Ratio
CTT Systems AB (CTT) has a Defensive Interval Ratio of 386 days as of March 2026. Defensive assets of Skr97.40 Million (cash Skr-, short-term investments Skr-, receivables Skr97.40 Million) cover 386 days of daily cash needs of Skr252.60K/day. See CTT Systems AB current assets vs equity to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CTT Systems AB Defensive Interval Ratio (2002–2025)
This chart shows how CTT Systems AB's Defensive Interval Ratio has evolved across 22 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 386 days, meaning defensive assets of Skr97.40 Million can fund 386 days of operations without new revenue. See CTT Systems AB balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for CTT Systems AB (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for CTT Systems AB from 2002 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 CTT Systems AB market capitalisation.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 326 days | Skr82.00 Million | Skr251.51K/day | Skr- | Skr- | ▼ -144 days |
| 2024 | 471 days | Skr75.80 Million | Skr161.10K/day | Skr- | Skr- | ▲ +183 days |
| 2023 | 288 days | Skr47.40 Million | Skr164.66K/day | Skr- | Skr- | ▼ -151 days |
| 2022 | 439 days | Skr72.70 Million | Skr165.75K/day | Skr- | Skr- | ▲ +61 days |
| 2021 | 377 days | Skr42.50 Million | Skr112.60K/day | Skr- | Skr- | ▼ -55 days |
| 2020 | 432 days | Skr53.50 Million | Skr123.84K/day | Skr- | Skr- | ▲ +85 days |
| 2019 | 347 days | Skr77.80 Million | Skr224.11K/day | Skr- | Skr- | ▼ -1 days |
| 2018 | 348 days | Skr78.60 Million | Skr226.03K/day | Skr- | Skr- | ▲ +70 days |
| 2017 | 278 days | Skr53.60 Million | Skr193.15K/day | Skr- | Skr- | ▼ -57 days |
| 2016 | 335 days | Skr57.80 Million | Skr172.60K/day | Skr- | Skr- | ▲ +130 days |
| 2015 | 205 days | Skr47.10 Million | Skr229.59K/day | Skr- | Skr- | ▲ +27 days |
| 2014 | 178 days | Skr40.80 Million | Skr228.77K/day | Skr- | Skr- | ▲ +16 days |
| 2013 | 163 days | Skr37.40 Million | Skr229.86K/day | Skr- | Skr- | ▼ -4 days |
| 2012 | 167 days | Skr34.10 Million | Skr204.66K/day | Skr- | Skr- | ▼ -42 days |
| 2011 | 209 days | Skr39.10 Million | Skr187.12K/day | Skr- | Skr- | ▲ +56 days |
| 2010 | 153 days | Skr16.60 Million | Skr108.77K/day | Skr- | Skr- | ▲ +9 days |
| 2009 | 144 days | Skr14.20 Million | Skr98.63K/day | Skr- | Skr- | ▲ +3 days |
| 2008 | 141 days | Skr14.00 Million | Skr99.45K/day | Skr- | Skr- | ▼ -135 days |
| 2007 | 276 days | Skr11.80 Million | Skr42.74K/day | Skr- | Skr- | ▼ -18 days |
| 2006 | 294 days | Skr11.87 Million | Skr40.35K/day | Skr- | Skr- | ▲ +115 days |
| 2003 | 179 days | Skr4.44 Million | Skr24.79K/day | Skr- | Skr- | ▲ +88 days |
| 2002 | 91 days | Skr2.25 Million | Skr24.77K/day | Skr- | Skr- | — |