NCC AB (publ) (NCC-A) — Defensive Interval Ratio
NCC AB (publ) (NCC-A) has a Defensive Interval Ratio of 258 days as of March 2026. Defensive assets of Skr10.93 Billion (cash Skr-, short-term investments Skr641.00 Million, receivables Skr10.29 Billion) cover 258 days of daily cash needs of Skr42.34 Million/day. Check NCC AB (publ) tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NCC AB (publ) Defensive Interval Ratio (2002–2025)
This chart shows how NCC AB (publ)'s Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 258 days, meaning defensive assets of Skr10.93 Billion can fund 258 days of operations without new revenue. Also explore NCC AB (publ) (NCC-A) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for NCC AB (publ) (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for NCC AB (publ) from 2002 to 2025, covering 24 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 NCC AB (publ) (NCC-A) total market value.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 268 days | Skr11.77 Billion | Skr43.94 Million/day | Skr- | Skr626.00 Million | ▲ +46 days |
| 2024 | 222 days | Skr9.98 Billion | Skr44.98 Million/day | Skr- | Skr814.00 Million | ▲ +1 days |
| 2023 | 221 days | Skr10.86 Billion | Skr49.16 Million/day | Skr- | Skr501.00 Million | ▼ -29 days |
| 2022 | 250 days | Skr10.70 Billion | Skr42.77 Million/day | Skr- | Skr468.00 Million | ▲ +11 days |
| 2021 | 239 days | Skr10.76 Billion | Skr44.99 Million/day | Skr- | Skr918.00 Million | ▼ -1 days |
| 2020 | 240 days | Skr9.83 Billion | Skr40.93 Million/day | Skr- | Skr469.00 Million | ▼ -32 days |
| 2019 | 272 days | Skr13.00 Billion | Skr47.78 Million/day | Skr- | Skr325.00 Million | ▲ +20 days |
| 2018 | 252 days | Skr12.12 Billion | Skr48.13 Million/day | Skr- | Skr298.00 Million | ▼ -11 days |
| 2017 | 263 days | Skr11.57 Billion | Skr43.98 Million/day | Skr- | Skr40.00 Million | ▼ -24 days |
| 2016 | 287 days | Skr11.23 Billion | Skr39.19 Million/day | Skr- | Skr190.00 Million | ▲ +94 days |
| 2015 | 193 days | Skr10.87 Billion | Skr56.33 Million/day | Skr- | Skr190.00 Million | ▲ +17 days |
| 2014 | 176 days | Skr9.53 Billion | Skr54.10 Million/day | Skr- | Skr242.00 Million | ▲ +5 days |
| 2013 | 171 days | Skr9.46 Billion | Skr55.29 Million/day | Skr- | Skr143.00 Million | ▼ -21 days |
| 2012 | 192 days | Skr9.94 Billion | Skr51.66 Million/day | Skr- | Skr167.00 Million | ▼ -14 days |
| 2011 | 207 days | Skr9.54 Billion | Skr46.13 Million/day | Skr- | Skr285.00 Million | ▼ -6 days |
| 2010 | 212 days | Skr9.41 Billion | Skr44.32 Million/day | Skr- | Skr741.00 Million | ▼ -20 days |
| 2009 | 232 days | Skr9.56 Billion | Skr41.21 Million/day | Skr- | Skr286.00 Million | ▲ +57 days |
| 2008 | 175 days | Skr10.66 Billion | Skr60.83 Million/day | Skr- | Skr-1.14 Billion | ▼ -62 days |
| 2007 | 237 days | Skr13.74 Billion | Skr57.96 Million/day | Skr- | Skr483.00 Million | ▼ -10 days |
| 2006 | 247 days | Skr12.48 Billion | Skr50.44 Million/day | Skr- | Skr173.00 Million | ▲ +49 days |
| 2005 | 199 days | Skr8.65 Billion | Skr43.52 Million/day | Skr- | Skr153.00 Million | ▼ 0 days |
| 2004 | 199 days | Skr8.41 Billion | Skr42.24 Million/day | Skr- | Skr113.00 Million | ▲ +69 days |
| 2003 | 130 days | Skr6.14 Billion | Skr47.33 Million/day | Skr- | Skr- | ▲ +9 days |
| 2002 | 121 days | Skr6.40 Billion | Skr52.77 Million/day | Skr- | Skr- | — |