Rejlers AB (publ) (REJL-B) — Defensive Interval Ratio
Rejlers AB (publ) (REJL-B) has a Defensive Interval Ratio of 302 days as of March 2026. Defensive assets of Skr1.37 Billion (cash Skr-, short-term investments Skr-, receivables Skr1.37 Billion) cover 302 days of daily cash needs of Skr4.55 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Rejlers AB (publ) Defensive Interval Ratio (2002–2025)
This chart shows how Rejlers AB (publ)'s Defensive Interval Ratio has evolved across 22 annual periods from 2002 to 2025. As of March 2026, the ratio stands at 302 days, meaning defensive assets of Skr1.37 Billion can fund 302 days of operations without new revenue. For the complete balance sheet picture, see REJL-B current and non-current assets.
Annual Defensive Interval Ratio for Rejlers AB (publ) (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Rejlers AB (publ) from 2002 to 2025, covering 22 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 Rejlers AB (publ) (REJL-B) 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 | 230 days | Skr928.20 Million | Skr4.04 Million/day | Skr66.90 Million | Skr- | ▼ -96 days |
| 2024 | 326 days | Skr1.24 Billion | Skr3.81 Million/day | Skr68.60 Million | Skr- | ▲ +116 days |
| 2023 | 209 days | Skr853.70 Million | Skr4.08 Million/day | Skr59.20 Million | Skr26.90 Million | ▼ -202 days |
| 2022 | 411 days | Skr1.06 Billion | Skr2.57 Million/day | Skr144.80 Million | Skr-25.00 Million | ▼ 0 days |
| 2021 | 411 days | Skr853.30 Million | Skr2.07 Million/day | Skr151.90 Million | Skr-18.90 Million | ▼ -85 days |
| 2020 | 496 days | Skr895.30 Million | Skr1.80 Million/day | Skr336.60 Million | Skr-10.90 Million | ▲ +41 days |
| 2019 | 455 days | Skr902.10 Million | Skr1.98 Million/day | Skr142.00 Million | Skr-4.10 Million | ▼ -78 days |
| 2018 | 534 days | Skr662.90 Million | Skr1.24 Million/day | Skr38.20 Million | Skr-3.90 Million | ▲ +87 days |
| 2017 | 446 days | Skr719.20 Million | Skr1.61 Million/day | Skr20.30 Million | Skr-3.70 Million | ▲ +17 days |
| 2016 | 430 days | Skr684.70 Million | Skr1.59 Million/day | Skr64.90 Million | Skr-3.80 Million | ▲ +21 days |
| 2015 | 409 days | Skr531.80 Million | Skr1.30 Million/day | Skr- | Skr- | ▼ -46 days |
| 2014 | 455 days | Skr432.30 Million | Skr949.86K/day | Skr- | Skr- | ▲ +54 days |
| 2013 | 401 days | Skr408.40 Million | Skr1.02 Million/day | Skr- | Skr- | ▲ +15 days |
| 2011 | 386 days | Skr227.20 Million | Skr588.42K/day | Skr- | Skr- | ▼ -21 days |
| 2010 | 407 days | Skr183.18 Million | Skr450.44K/day | Skr- | Skr2.37 Million | ▲ +407 days |
| 2009 | 0 days | Skr-7.00K | Skr337.26K/day | Skr- | Skr- | ▼ 0 days |
| 2008 | 0 days | Skr150.00K | Skr389.27K/day | Skr- | Skr229.00K | ▼ -535 days |
| 2007 | 536 days | Skr157.94 Million | Skr294.74K/day | Skr- | Skr- | ▲ +140 days |
| 2006 | 396 days | Skr105.22 Million | Skr265.86K/day | Skr- | Skr202.00K | ▲ +105 days |
| 2005 | 291 days | Skr81.21 Million | Skr279.10K/day | Skr- | Skr195.00K | ▼ -410 days |
| 2003 | 701 days | Skr63.11 Million | Skr90.03K/day | Skr- | Skr- | ▲ +190 days |
| 2002 | 511 days | Skr41.22 Million | Skr80.71K/day | Skr- | Skr- | — |