Amica S.A. Defensive Interval Ratio
Amica S.A. defensive interval ratio. Amica S.A. (AMC) has a Defensive Interval Ratio of 215 days as of March 2026. Defensive assets of zł460.30 Million (cash zł-, short-term investments zł-, receivables zł460.30 Million) cover 215 days of daily cash needs of zł2.14 Million/day. Explore how much of Amica S.A.'s assets are long-term investments to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Amica S.A. (2005–2025)
Defensive interval ratio of Amica S.A. from 2005 to 2025. This chart shows how Amica S.A.'s Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of March 2026, the ratio stands at 215 days, meaning defensive assets of zł460.30 Million can fund 215 days of operations without new revenue. Read debt load of Amica S.A. for a breakdown of total debt and financial obligations.
Amica S.A. Defensive Interval Ratio by Year (2005–2025)
Amica S.A. defensive interval ratio by year from 2005 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Amica S.A. from 2005 to 2025, covering 21 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 AMC asset base.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 224 days | zł424.20 Million | zł1.89 Million/day | zł- | zł- | ▲ +29 days |
| 2024 | 195 days | zł396.40 Million | zł2.03 Million/day | zł- | zł- | ▼ -28 days |
| 2023 | 223 days | zł476.80 Million | zł2.14 Million/day | zł- | zł- | ▲ +3 days |
| 2022 | 220 days | zł547.40 Million | zł2.48 Million/day | zł- | zł- | ▼ -29 days |
| 2021 | 249 days | zł787.40 Million | zł3.16 Million/day | zł- | zł- | ▼ -28 days |
| 2020 | 278 days | zł736.80 Million | zł2.65 Million/day | zł- | zł- | ▲ +19 days |
| 2019 | 259 days | zł616.52 Million | zł2.38 Million/day | zł- | zł25.00K | ▼ -4 days |
| 2018 | 263 days | zł608.88 Million | zł2.31 Million/day | zł- | zł10.96 Million | ▲ +13 days |
| 2017 | 250 days | zł548.06 Million | zł2.19 Million/day | zł- | zł12.00 Million | ▼ -10 days |
| 2016 | 260 days | zł478.63 Million | zł1.84 Million/day | zł- | zł9.18 Million | ▲ +22 days |
| 2015 | 238 days | zł410.92 Million | zł1.72 Million/day | zł- | zł9.38 Million | ▼ -1 days |
| 2014 | 239 days | zł323.14 Million | zł1.35 Million/day | zł- | zł2.77 Million | ▼ -7 days |
| 2013 | 246 days | zł276.28 Million | zł1.12 Million/day | zł- | zł2.06 Million | ▲ +18 days |
| 2012 | 227 days | zł231.16 Million | zł1.02 Million/day | zł- | zł11.66 Million | ▼ -32 days |
| 2011 | 259 days | zł259.36 Million | zł1.00 Million/day | zł- | zł15.54 Million | ▲ +4 days |
| 2010 | 256 days | zł288.63 Million | zł1.13 Million/day | zł- | zł3.20 Million | ▲ +388 days |
| 2009 | -133 days | zł-205.48 Million | zł1.55 Million/day | zł- | zł2.30 Million | ▼ -336 days |
| 2008 | 203 days | zł273.46 Million | zł1.35 Million/day | zł- | zł273.46 Million | ▼ -26 days |
| 2007 | 229 days | zł289.01 Million | zł1.26 Million/day | zł- | zł10.01 Million | ▼ -11 days |
| 2006 | 240 days | zł318.36 Million | zł1.33 Million/day | zł- | zł3.22 Million | ▲ +26 days |
| 2005 | 214 days | zł246.70 Million | zł1.15 Million/day | zł- | zł1.86 Million | — |