Bioton S.A. Defensive Interval Ratio
Bioton S.A. defensive interval ratio. Bioton S.A. (BIO) has a Defensive Interval Ratio of 103 days as of December 2025. Defensive assets of zł29.18 Million (cash zł-, short-term investments zł-, receivables zł29.18 Million) cover 103 days of daily cash needs of zł281.95K/day. Explore BIO long-term asset investment ratio 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 Bioton S.A. (2005–2025)
Defensive interval ratio of Bioton S.A. from 2005 to 2025. This chart shows how Bioton S.A.'s Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of December 2025, the ratio stands at 103 days, meaning defensive assets of zł29.18 Million can fund 103 days of operations without new revenue. Read BIO total debt and obligations for a breakdown of total debt and financial obligations.
Bioton S.A. Defensive Interval Ratio by Year (2005–2025)
Bioton S.A. defensive interval ratio by year from 2005 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Bioton 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 Bioton S.A. (BIO) total assets.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 103 days | zł29.18 Million | zł281.95K/day | zł- | zł- | ▲ +35 days |
| 2024 | 69 days | zł27.04 Million | zł392.10K/day | zł- | zł- | ▼ -11 days |
| 2023 | 80 days | zł36.47 Million | zł453.67K/day | zł- | zł- | ▲ +11 days |
| 2022 | 69 days | zł26.83 Million | zł386.45K/day | zł- | zł- | ▼ -12 days |
| 2021 | 82 days | zł37.17 Million | zł454.99K/day | zł- | zł- | ▲ +2 days |
| 2020 | 79 days | zł34.25 Million | zł431.08K/day | zł- | zł- | ▲ +3 days |
| 2019 | 76 days | zł40.94 Million | zł538.90K/day | zł- | zł1.72 Million | ▼ -37 days |
| 2018 | 112 days | zł53.67 Million | zł477.12K/day | zł- | zł- | ▼ -19 days |
| 2017 | 131 days | zł92.79 Million | zł708.25K/day | zł- | zł- | ▲ +17 days |
| 2016 | 114 days | zł106.88 Million | zł938.72K/day | zł- | zł32.02 Million | ▼ -75 days |
| 2015 | 188 days | zł142.74 Million | zł757.31K/day | zł- | zł6.95 Million | ▲ +7 days |
| 2014 | 181 days | zł118.12 Million | zł650.83K/day | zł- | zł- | ▼ -40 days |
| 2013 | 221 days | zł141.07 Million | zł637.61K/day | zł- | zł491.00K | ▲ +91 days |
| 2012 | 130 days | zł146.60 Million | zł1.13 Million/day | zł- | zł- | ▼ -100 days |
| 2011 | 230 days | zł229.88 Million | zł1.00 Million/day | zł- | zł14.83 Million | ▼ -153 days |
| 2010 | 383 days | zł232.43 Million | zł606.88K/day | zł- | zł25.42 Million | ▲ +260 days |
| 2009 | 123 days | zł144.82 Million | zł1.18 Million/day | zł- | zł14.32 Million | ▼ -12 days |
| 2008 | 135 days | zł218.30 Million | zł1.62 Million/day | zł- | zł46.35 Million | ▼ -74 days |
| 2007 | 209 days | zł228.11 Million | zł1.09 Million/day | zł- | zł21.23 Million | ▼ -480 days |
| 2006 | 689 days | zł217.61 Million | zł315.96K/day | zł- | zł64.01 Million | ▲ +246 days |
| 2005 | 443 days | zł99.44 Million | zł224.44K/day | zł- | zł1.65 Million | — |