JM AB (publ) Defensive Interval Ratio
JM AB (publ) defensive interval ratio. JM AB (publ) (JM) has a Defensive Interval Ratio of 54 days as of December 2025. Defensive assets of Skr1.95 Billion (cash Skr580.00 Million, short-term investments Skr-, receivables Skr1.37 Billion) cover 54 days of daily cash needs of Skr35.83 Million/day. See JM working capital efficiency 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 JM AB (publ) (2000–2025)
Defensive interval ratio of JM AB (publ) from 2000 to 2025. This chart shows how JM AB (publ)'s Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 54 days, meaning defensive assets of Skr1.95 Billion can fund 54 days of operations without new revenue. Check JM AB (publ) (JM) asset resilience to evaluate the company's liquid asset resilience ratio.
JM AB (publ) Defensive Interval Ratio by Year (2000–2025)
JM AB (publ) defensive interval ratio by year from 2000 to 2025. The table below presents the year-by-year Defensive Interval Ratio for JM AB (publ) 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 the complete balance sheet picture, see total assets of JM AB (publ).
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 38 days | Skr1.37 Billion | Skr35.83 Million/day | Skr- | Skr- | ▼ -10 days |
| 2024 | 48 days | Skr1.87 Billion | Skr38.76 Million/day | Skr- | Skr- | ▼ -107 days |
| 2023 | 155 days | Skr7.80 Billion | Skr50.18 Million/day | Skr1.67 Billion | Skr2.53 Billion | ▼ -202 days |
| 2022 | 358 days | Skr11.47 Billion | Skr32.07 Million/day | Skr2.15 Billion | Skr5.59 Billion | ▼ -95 days |
| 2021 | 453 days | Skr14.63 Billion | Skr32.31 Million/day | Skr3.98 Billion | Skr4.80 Billion | ▲ +27 days |
| 2020 | 426 days | Skr12.46 Billion | Skr29.27 Million/day | Skr3.04 Billion | Skr445.00 Million | ▲ +49 days |
| 2019 | 377 days | Skr10.89 Billion | Skr28.86 Million/day | Skr2.40 Billion | Skr366.00 Million | ▲ +29 days |
| 2018 | 348 days | Skr9.69 Billion | Skr27.83 Million/day | Skr1.68 Billion | Skr567.00 Million | ▼ -113 days |
| 2017 | 461 days | Skr9.86 Billion | Skr21.39 Million/day | Skr2.57 Billion | Skr309.00 Million | ▲ +251 days |
| 2016 | 210 days | Skr2.79 Billion | Skr13.27 Million/day | Skr- | Skr233.00 Million | ▼ -3 days |
| 2015 | 213 days | Skr2.81 Billion | Skr13.18 Million/day | Skr- | Skr235.00 Million | ▲ +11 days |
| 2014 | 202 days | Skr2.70 Billion | Skr13.40 Million/day | Skr- | Skr600.00 Million | ▼ -76 days |
| 2013 | 277 days | Skr3.13 Billion | Skr11.29 Million/day | Skr- | Skr1.45 Billion | ▲ +15 days |
| 2012 | 263 days | Skr3.21 Billion | Skr12.24 Million/day | Skr- | Skr1.40 Billion | ▲ +115 days |
| 2011 | 148 days | Skr1.66 Billion | Skr11.26 Million/day | Skr- | Skr- | ▲ +16 days |
| 2010 | 131 days | Skr1.32 Billion | Skr10.03 Million/day | Skr- | Skr- | ▼ -6 days |
| 2009 | 137 days | Skr1.55 Billion | Skr11.32 Million/day | Skr- | Skr- | ▼ -47 days |
| 2008 | 184 days | Skr2.34 Billion | Skr12.74 Million/day | Skr- | Skr- | ▲ +21 days |
| 2007 | 162 days | Skr1.54 Billion | Skr9.51 Million/day | Skr- | Skr- | ▲ +90 days |
| 2006 | 73 days | Skr639.00 Million | Skr8.79 Million/day | Skr- | Skr- | ▲ +17 days |
| 2005 | 56 days | Skr518.00 Million | Skr9.23 Million/day | Skr- | Skr- | ▼ -802 days |
| 2004 | 858 days | Skr6.09 Billion | Skr7.10 Million/day | Skr- | Skr- | ▲ +811 days |
| 2003 | 47 days | Skr625.00 Million | Skr13.19 Million/day | Skr- | Skr- | ▼ -50 days |
| 2002 | 97 days | Skr1.64 Billion | Skr16.82 Million/day | Skr- | Skr- | ▼ -113 days |
| 2001 | 210 days | Skr2.19 Billion | Skr10.42 Million/day | Skr- | Skr- | ▼ -3 days |
| 2000 | 213 days | Skr848.00 Million | Skr3.98 Million/day | Skr- | Skr6.00 Million | — |