Nolato AB (publ) (NOLA-B) — Defensive Interval Ratio
Nolato AB (publ) (NOLA-B) has a Defensive Interval Ratio of 270 days as of March 2026. Defensive assets of Skr1.76 Billion (cash Skr-, short-term investments Skr-, receivables Skr1.76 Billion) cover 270 days of daily cash needs of Skr6.53 Million/day. Check NOLA-B 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
Nolato AB (publ) Defensive Interval Ratio (2002–2025)
This chart shows how Nolato AB (publ)'s Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 270 days, meaning defensive assets of Skr1.76 Billion can fund 270 days of operations without new revenue. Also explore net asset growth rate of Nolato AB (publ) to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Nolato AB (publ) (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Nolato 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 NOLA-B market cap.
| Year | DIR (days) | Defensive Assets (SEK) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 352 days | Skr2.08 Billion | Skr5.91 Million/day | Skr482.00 Million | Skr- | ▼ -121 days |
| 2024 | 474 days | Skr2.49 Billion | Skr5.25 Million/day | Skr672.00 Million | Skr3.00 Million | ▼ -25 days |
| 2023 | 499 days | Skr2.51 Billion | Skr5.03 Million/day | Skr688.00 Million | Skr13.00 Million | ▲ +51 days |
| 2022 | 449 days | Skr2.92 Billion | Skr6.51 Million/day | Skr1.01 Billion | Skr4.00 Million | ▲ +38 days |
| 2021 | 410 days | Skr3.50 Billion | Skr8.53 Million/day | Skr1.45 Billion | Skr1.00 Million | ▲ +59 days |
| 2020 | 351 days | Skr3.06 Billion | Skr8.71 Million/day | Skr1.49 Billion | Skr27.00 Million | ▼ -136 days |
| 2019 | 487 days | Skr2.51 Billion | Skr5.15 Million/day | Skr1.36 Billion | Skr5.00 Million | ▲ +22 days |
| 2018 | 465 days | Skr2.10 Billion | Skr4.53 Million/day | Skr953.00 Million | Skr5.00 Million | ▲ +59 days |
| 2017 | 406 days | Skr1.93 Billion | Skr4.75 Million/day | Skr669.00 Million | Skr8.00 Million | ▼ -26 days |
| 2016 | 432 days | Skr1.40 Billion | Skr3.24 Million/day | Skr411.00 Million | Skr10.00 Million | ▲ +140 days |
| 2015 | 292 days | Skr996.00 Million | Skr3.41 Million/day | Skr- | Skr7.00 Million | ▲ +6 days |
| 2014 | 286 days | Skr885.00 Million | Skr3.09 Million/day | Skr- | Skr- | ▲ +38 days |
| 2013 | 248 days | Skr679.00 Million | Skr2.74 Million/day | Skr- | Skr- | ▲ +21 days |
| 2012 | 227 days | Skr743.00 Million | Skr3.28 Million/day | Skr- | Skr- | ▼ -48 days |
| 2011 | 274 days | Skr587.00 Million | Skr2.14 Million/day | Skr- | Skr- | ▲ +18 days |
| 2010 | 256 days | Skr679.00 Million | Skr2.65 Million/day | Skr- | Skr- | ▼ -179 days |
| 2009 | 435 days | Skr983.00 Million | Skr2.26 Million/day | Skr- | Skr375.00 Million | ▲ +208 days |
| 2008 | 227 days | Skr539.00 Million | Skr2.38 Million/day | Skr- | Skr- | ▼ -80 days |
| 2007 | 307 days | Skr494.00 Million | Skr1.61 Million/day | Skr- | Skr- | ▲ +33 days |
| 2006 | 273 days | Skr479.00 Million | Skr1.75 Million/day | Skr- | Skr- | ▼ -72 days |
| 2005 | 345 days | Skr532.00 Million | Skr1.54 Million/day | Skr- | Skr- | ▲ +110 days |
| 2004 | 235 days | Skr406.00 Million | Skr1.73 Million/day | Skr- | Skr- | ▼ -67 days |
| 2003 | 302 days | Skr588.00 Million | Skr1.95 Million/day | Skr- | Skr- | ▲ +15 days |
| 2002 | 287 days | Skr505.00 Million | Skr1.76 Million/day | Skr- | Skr- | — |