City Service SE (CTS) — Defensive Interval Ratio
City Service SE (CTS) has a Defensive Interval Ratio of 174 days as of December 2025. Defensive assets of zł27.20 Million (cash zł-, short-term investments zł-, receivables zł27.20 Million) cover 174 days of daily cash needs of zł155.98K/day. Check CTS intangible-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
City Service SE Defensive Interval Ratio (2005–2025)
This chart shows how City Service SE's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of December 2025, the ratio stands at 174 days, meaning defensive assets of zł27.20 Million can fund 174 days of operations without new revenue. Also explore CTS net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for City Service SE (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for City Service SE 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 live market cap and the full company financial profile, see how much is City Service SE worth.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 174 days | zł27.20 Million | zł155.98K/day | zł- | zł- | ▼ -279 days |
| 2024 | 454 days | zł45.66 Million | zł100.62K/day | zł- | zł- | ▲ +183 days |
| 2023 | 271 days | zł30.76 Million | zł113.58K/day | zł- | zł2.53 Million | ▲ +71 days |
| 2022 | 199 days | zł22.18 Million | zł111.23K/day | zł- | zł- | ▲ +13 days |
| 2021 | 186 days | zł31.39 Million | zł168.46K/day | zł- | zł- | ▼ -141 days |
| 2020 | 327 days | zł37.36 Million | zł114.15K/day | zł- | zł- | ▲ +11 days |
| 2019 | 317 days | zł41.23 Million | zł130.15K/day | zł- | zł- | ▲ +40 days |
| 2018 | 277 days | zł35.57 Million | zł128.60K/day | zł- | zł- | ▼ -68 days |
| 2017 | 344 days | zł32.85 Million | zł95.36K/day | zł- | zł- | ▲ +24 days |
| 2016 | 320 days | zł37.73 Million | zł117.73K/day | zł- | zł- | ▼ -19 days |
| 2015 | 339 days | zł43.96 Million | zł129.65K/day | zł- | zł- | ▲ +23 days |
| 2014 | 316 days | zł43.56 Million | zł137.81K/day | zł- | zł-1.62K | ▲ +64 days |
| 2013 | 252 days | zł39.58 Million | zł157.09K/day | zł- | zł-347.59 | ▲ +16 days |
| 2012 | 236 days | zł30.40 Million | zł128.85K/day | zł- | zł-95.00 | ▼ -55 days |
| 2011 | 291 days | zł27.56 Million | zł94.80K/day | zł- | zł183.39K | ▼ -26 days |
| 2010 | 317 days | zł37.08 Million | zł116.89K/day | zł- | zł- | ▲ +99 days |
| 2009 | 218 days | zł22.13 Million | zł101.38K/day | zł- | zł-1.87 Million | ▼ -93 days |
| 2008 | 311 days | zł16.89 Million | zł54.29K/day | zł- | zł-2.46 Million | ▲ +20 days |
| 2007 | 291 days | zł15.18 Million | zł52.17K/day | zł- | zł- | ▲ +40 days |
| 2006 | 250 days | zł8.41 Million | zł33.58K/day | zł- | zł-39.92K | ▼ -2 days |
| 2005 | 253 days | zł5.83 Million | zł23.08K/day | zł- | zł-90.95K | — |