Asseco Poland S.A. (ACP) — Defensive Interval Ratio
Asseco Poland S.A. (ACP) has a Defensive Interval Ratio of 162 days as of December 2025. Defensive assets of zł3.17 Billion (cash zł-, short-term investments zł67.30 Million, receivables zł3.11 Billion) cover 162 days of daily cash needs of zł19.55 Million/day. See ACP working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Asseco Poland S.A. Defensive Interval Ratio (2004–2025)
This chart shows how Asseco Poland S.A.'s Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of December 2025, the ratio stands at 162 days, meaning defensive assets of zł3.17 Billion can fund 162 days of operations without new revenue. See debt-free asset ratio of Asseco Poland S.A. to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Asseco Poland S.A. (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Asseco Poland S.A. from 2004 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. For live market cap and the full company financial profile, see ACP company net worth.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 162 days | zł3.17 Billion | zł19.55 Million/day | zł- | zł67.30 Million | ▼ -111 days |
| 2024 | 274 days | zł5.22 Billion | zł19.10 Million/day | zł- | zł234.40 Million | ▼ -6 days |
| 2023 | 279 days | zł4.62 Billion | zł16.53 Million/day | zł- | zł308.00 Million | ▼ -13 days |
| 2022 | 292 days | zł5.04 Billion | zł17.25 Million/day | zł- | zł114.70 Million | ▲ +5 days |
| 2021 | 288 days | zł4.35 Billion | zł15.13 Million/day | zł- | zł135.40 Million | ▲ +4 days |
| 2020 | 284 days | zł3.59 Billion | zł12.66 Million/day | zł- | zł159.20 Million | ▼ -23 days |
| 2019 | 307 days | zł3.25 Billion | zł10.59 Million/day | zł- | zł169.10 Million | ▼ -34 days |
| 2018 | 341 days | zł2.91 Billion | zł8.53 Million/day | zł- | zł117.00 Million | ▼ -23 days |
| 2017 | 364 days | zł2.59 Billion | zł7.13 Million/day | zł- | zł54.60 Million | ▲ +12 days |
| 2016 | 352 days | zł2.41 Billion | zł6.84 Million/day | zł- | zł186.30 Million | ▲ +3 days |
| 2015 | 349 days | zł2.28 Billion | zł6.53 Million/day | zł- | zł174.50 Million | ▼ -92 days |
| 2014 | 441 days | zł2.07 Billion | zł4.71 Million/day | zł- | zł137.10 Million | ▲ +8 days |
| 2013 | 433 days | zł1.80 Billion | zł4.16 Million/day | zł- | zł62.00 Million | ▲ +419 days |
| 2012 | 14 days | zł58.60 Million | zł4.17 Million/day | zł- | zł108.70 Million | ▼ -377 days |
| 2011 | 391 days | zł1.71 Billion | zł4.38 Million/day | zł- | zł129.90 Million | ▲ +16 days |
| 2010 | 375 days | zł1.47 Billion | zł3.93 Million/day | zł- | zł129.26 Million | ▲ +74 days |
| 2009 | 301 days | zł764.83 Million | zł2.54 Million/day | zł- | zł-50.80 Million | ▲ +58 days |
| 2008 | 244 days | zł763.09 Million | zł3.13 Million/day | zł- | zł-53.55 Million | ▼ -127 days |
| 2007 | 371 days | zł654.05 Million | zł1.76 Million/day | zł- | zł86.86 Million | ▼ -110 days |
| 2006 | 481 days | zł309.34 Million | zł642.87K/day | zł- | zł118.39 Million | ▲ +161 days |
| 2005 | 320 days | zł257.07 Million | zł803.01K/day | zł- | zł37.68 Million | ▲ +71 days |
| 2004 | 249 days | zł206.49 Million | zł830.32K/day | zł- | zł49.44 Million | — |