Amica S.A. (AMC) — Defensive Interval Ratio
Amica S.A. (AMC) has a Defensive Interval Ratio of 147 days as of September 2025. Defensive assets of zł332.10 Million (cash zł-, short-term investments zł-, receivables zł332.10 Million) cover 147 days of daily cash needs of zł2.27 Million/day. Check tangible equity quality of Amica S.A. to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Amica S.A. Defensive Interval Ratio (2005–2024)
This chart shows how Amica S.A.'s Defensive Interval Ratio has evolved across 20 annual periods from 2005 to 2024. As of September 2025, the ratio stands at 147 days, meaning defensive assets of zł332.10 Million can fund 147 days of operations without new revenue. Also explore Amica S.A. (AMC) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Amica S.A. (2005–2024)
The table below presents the year-by-year Defensive Interval Ratio for Amica S.A. from 2005 to 2024, covering 20 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 AMC company net worth.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (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 | — |