NCC AB (publ) Defensive Interval Ratio
NCC AB (publ) defensive interval ratio. NCC AB (publ) (NCC-B) has a Defensive Interval Ratio of 265 days as of June 2025. Defensive assets of Skr13.59 Billion (cash Skr-, short-term investments Skr858.00 Million, receivables Skr12.73 Billion) cover 265 days of daily cash needs of Skr51.21 Million/day. See NCC 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 NCC AB (publ) (2002–2024)
Defensive interval ratio of NCC AB (publ) from 2002 to 2024. This chart shows how NCC AB (publ)'s Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of June 2025, the ratio stands at 265 days, meaning defensive assets of Skr13.59 Billion can fund 265 days of operations without new revenue. Check financial resilience of NCC AB (publ) to evaluate the company's liquid asset resilience ratio.
NCC AB (publ) Defensive Interval Ratio by Year (2002–2024)
NCC AB (publ) defensive interval ratio by year from 2002 to 2024. The table below presents the year-by-year Defensive Interval Ratio for NCC AB (publ) from 2002 to 2024, covering 23 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 NCC-B asset base.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (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- | — |