Vitrolife AB (VITR) — Defensive Interval Ratio
Vitrolife AB (VITR) has a Defensive Interval Ratio of 510 days as of June 2026. Defensive assets of Skr844.00 Million (cash Skr-, short-term investments Skr-, receivables Skr844.00 Million) cover 510 days of daily cash needs of Skr1.65 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Vitrolife AB Defensive Interval Ratio (2000–2025)
This chart shows how Vitrolife AB's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2026, the ratio stands at 510 days, meaning defensive assets of Skr844.00 Million can fund 510 days of operations without new revenue. For the complete balance sheet picture, see Vitrolife AB asset portfolio.
Annual Defensive Interval Ratio for Vitrolife AB (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Vitrolife AB from 2000 to 2025, covering 26 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 VITR current assets to equity 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 | 925 days | Skr1.56 Billion | Skr1.68 Million/day | Skr809.00 Million | Skr- | ▼ -60 days |
| 2024 | 985 days | Skr1.90 Billion | Skr1.93 Million/day | Skr1.14 Billion | Skr- | ▲ +91 days |
| 2023 | 894 days | Skr1.36 Billion | Skr1.53 Million/day | Skr861.00 Million | Skr- | ▲ +236 days |
| 2022 | 658 days | Skr1.12 Billion | Skr1.70 Million/day | Skr578.00 Million | Skr- | ▲ +252 days |
| 2021 | 406 days | Skr1.06 Billion | Skr2.61 Million/day | Skr630.09 Million | Skr- | ▼ -2055 days |
| 2020 | 2461 days | Skr1.19 Billion | Skr484.97K/day | Skr973.57 Million | Skr- | ▲ +2028 days |
| 2019 | 433 days | Skr240.18 Million | Skr554.39K/day | Skr- | Skr- | ▼ -20 days |
| 2018 | 454 days | Skr189.23 Million | Skr417.19K/day | Skr- | Skr-1.00K | ▲ +38 days |
| 2017 | 416 days | Skr153.61 Million | Skr369.58K/day | Skr- | Skr- | ▲ +110 days |
| 2016 | 306 days | Skr133.51 Million | Skr436.49K/day | Skr- | Skr- | ▲ +15 days |
| 2015 | 291 days | Skr104.89 Million | Skr359.99K/day | Skr- | Skr842.00K | ▲ +58 days |
| 2014 | 233 days | Skr102.18 Million | Skr437.89K/day | Skr- | Skr17.00K | ▼ -13 days |
| 2013 | 247 days | Skr67.39 Million | Skr273.22K/day | Skr- | Skr120.00K | ▼ -20 days |
| 2012 | 267 days | Skr58.65 Million | Skr219.64K/day | Skr- | Skr289.00K | ▼ -76 days |
| 2011 | 343 days | Skr57.59 Million | Skr168.03K/day | Skr- | Skr295.00K | ▲ +123 days |
| 2010 | 220 days | Skr42.94 Million | Skr195.30K/day | Skr- | Skr111.00K | ▼ -135 days |
| 2009 | 355 days | Skr38.91 Million | Skr109.73K/day | Skr- | Skr147.00K | ▲ +53 days |
| 2008 | 302 days | Skr38.84 Million | Skr128.64K/day | Skr- | Skr180.00K | ▼ -47 days |
| 2007 | 349 days | Skr29.96 Million | Skr85.86K/day | Skr- | Skr183.00K | ▼ -10 days |
| 2006 | 359 days | Skr28.09 Million | Skr78.28K/day | Skr- | Skr- | ▲ +63 days |
| 2005 | 296 days | Skr15.70 Million | Skr53.06K/day | Skr- | Skr- | ▼ -346 days |
| 2004 | 642 days | Skr33.18 Million | Skr51.71K/day | Skr- | Skr19.93 Million | ▲ +408 days |
| 2003 | 233 days | Skr13.42 Million | Skr57.52K/day | Skr- | Skr- | ▲ +62 days |
| 2002 | 171 days | Skr23.05 Million | Skr134.73K/day | Skr- | Skr- | ▼ -639 days |
| 2001 | 811 days | Skr98.37 Million | Skr121.37K/day | Skr- | Skr73.77 Million | ▼ -21 days |
| 2000 | 831 days | Skr68.69 Million | Skr82.61K/day | Skr- | Skr49.30 Million | — |