NCC AB (publ) (NCC-A) — Defensive Interval Ratio
NCC AB (publ) (NCC-A) has a Defensive Interval Ratio of 261 days as of June 2026. Defensive assets of Skr14.46 Billion (cash Skr-, short-term investments Skr622.00 Million, receivables Skr13.84 Billion) cover 261 days of daily cash needs of Skr55.47 Million/day.
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 June 2026, the ratio stands at 261 days, meaning defensive assets of Skr14.46 Billion can fund 261 days of operations without new revenue. For the complete balance sheet picture, see NCC AB (publ) asset portfolio.
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. See NCC-A working capital ratio to evaluate short-term liquidity relative to the company's equity base.
| 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 | ▲ +39 days |
| 2024 | 229 days | Skr10.29 Billion | Skr44.98 Million/day | Skr- | Skr576.00 Million | ▲ +8 days |
| 2023 | 221 days | Skr10.86 Billion | Skr49.16 Million/day | Skr- | Skr501.00 Million | ▼ -15 days |
| 2022 | 236 days | Skr10.09 Billion | Skr42.77 Million/day | Skr- | Skr468.00 Million | ▲ +13 days |
| 2021 | 223 days | Skr10.04 Billion | Skr44.99 Million/day | Skr- | Skr918.00 Million | ▼ -17 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- | — |