JLT Mobile Computers AB (publ) Defensive Interval Ratio
JLT Mobile Computers AB (publ) defensive interval ratio. JLT Mobile Computers AB (publ) (JLT) has a Defensive Interval Ratio of 225 days as of June 2026. Defensive assets of Skr19.60 Million (cash Skr-, short-term investments Skr-, receivables Skr19.60 Million) cover 225 days of daily cash needs of Skr87.12K/day. See JLT Mobile Computers AB (publ) working capital to net assets to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of JLT Mobile Computers AB (publ) (1998–2025)
Defensive interval ratio of JLT Mobile Computers AB (publ) from 1998 to 2025. This chart shows how JLT Mobile Computers AB (publ)'s Defensive Interval Ratio has evolved across 22 annual periods from 1998 to 2025. As of June 2026, the ratio stands at 225 days, meaning defensive assets of Skr19.60 Million can fund 225 days of operations without new revenue. Check asset resilience ratio of JLT Mobile Computers AB (publ) to evaluate the company's liquid asset resilience ratio.
JLT Mobile Computers AB (publ) Defensive Interval Ratio by Year (1998–2025)
JLT Mobile Computers AB (publ) defensive interval ratio by year from 1998 to 2025. The table below presents the year-by-year Defensive Interval Ratio for JLT Mobile Computers AB (publ) from 1998 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 the complete balance sheet picture, see JLT Mobile Computers AB (publ) balance sheet assets.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 162 days | Skr12.67 Million | Skr78.19K/day | Skr- | Skr- | ▼ -2 days |
| 2024 | 164 days | Skr17.41 Million | Skr106.03K/day | Skr- | Skr-49.00K | ▼ -59 days |
| 2023 | 224 days | Skr24.20 Million | Skr108.22K/day | Skr- | Skr0.00 | ▼ -20 days |
| 2022 | 244 days | Skr41.95 Million | Skr172.22K/day | Skr- | Skr4.86 Million | ▼ -174 days |
| 2021 | 418 days | Skr46.89 Million | Skr112.26K/day | Skr- | Skr19.95 Million | ▼ -48 days |
| 2020 | 466 days | Skr41.45 Million | Skr89.04K/day | Skr- | Skr19.68 Million | ▼ -1 days |
| 2019 | 467 days | Skr46.15 Million | Skr98.83K/day | Skr- | Skr20.26 Million | ▲ +81 days |
| 2018 | 386 days | Skr36.48 Million | Skr94.61K/day | Skr- | Skr14.80 Million | ▼ -17 days |
| 2017 | 402 days | Skr29.91 Million | Skr74.34K/day | Skr- | Skr10.05 Million | ▲ +112 days |
| 2016 | 290 days | Skr23.68 Million | Skr81.55K/day | Skr- | Skr- | ▲ +79 days |
| 2015 | 211 days | Skr11.50 Million | Skr54.41K/day | Skr- | Skr- | ▼ -40 days |
| 2014 | 251 days | Skr11.41 Million | Skr45.48K/day | Skr- | Skr- | ▼ -387 days |
| 2013 | 638 days | Skr20.67 Million | Skr32.38K/day | Skr- | Skr- | ▲ +316 days |
| 2012 | 322 days | Skr11.18 Million | Skr34.70K/day | Skr- | Skr- | ▼ -248 days |
| 2011 | 570 days | Skr35.98 Million | Skr63.12K/day | Skr- | Skr- | ▲ +25 days |
| 2010 | 545 days | Skr46.16 Million | Skr84.74K/day | Skr- | Skr- | ▼ -216 days |
| 2009 | 761 days | Skr33.66 Million | Skr44.23K/day | Skr- | Skr- | ▼ -87 days |
| 2008 | 848 days | Skr43.28 Million | Skr51.04K/day | Skr- | Skr- | ▲ +428 days |
| 2001 | 420 days | Skr31.07 Million | Skr73.95K/day | Skr- | Skr- | ▲ +15 days |
| 2000 | 406 days | Skr46.39 Million | Skr114.39K/day | Skr- | Skr- | ▲ +57 days |
| 1999 | 349 days | Skr58.88 Million | Skr168.72K/day | Skr- | Skr- | ▲ +19 days |
| 1998 | 330 days | Skr76.50 Million | Skr231.51K/day | Skr- | Skr- | — |