Enea S.A. (ENA) — Defensive Interval Ratio
Enea S.A. (ENA) has a Defensive Interval Ratio of 142 days as of December 2025. Defensive assets of zł4.33 Billion (cash zł-, short-term investments zł548.12 Million, receivables zł3.78 Billion) cover 142 days of daily cash needs of zł30.61 Million/day. Check tangible net worth ratio of Enea S.A. to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Enea S.A. Defensive Interval Ratio (2007–2025)
This chart shows how Enea S.A.'s Defensive Interval Ratio has evolved across 19 annual periods from 2007 to 2025. As of December 2025, the ratio stands at 142 days, meaning defensive assets of zł4.33 Billion can fund 142 days of operations without new revenue. Also explore Enea S.A. annual equity growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Enea S.A. (2007–2025)
The table below presents the year-by-year Defensive Interval Ratio for Enea S.A. from 2007 to 2025, covering 19 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 Enea S.A. (ENA) market capitalisation.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 142 days | zł4.33 Billion | zł30.61 Million/day | zł- | zł548.12 Million | ▼ -40 days |
| 2024 | 182 days | zł6.26 Billion | zł34.45 Million/day | zł- | zł46.11 Million | ▲ +79 days |
| 2023 | 103 days | zł4.36 Billion | zł42.28 Million/day | zł- | zł144.51 Million | ▲ +6 days |
| 2022 | 97 days | zł3.61 Billion | zł37.23 Million/day | zł- | zł382.55 Million | ▼ -3 days |
| 2021 | 100 days | zł3.17 Billion | zł31.72 Million/day | zł- | zł419.32 Million | ▲ +11 days |
| 2020 | 89 days | zł1.66 Billion | zł18.59 Million/day | zł- | zł41.95 Million | ▼ -26 days |
| 2019 | 115 days | zł2.06 Billion | zł17.83 Million/day | zł- | zł11.11 Million | ▼ -55 days |
| 2018 | 171 days | zł2.25 Billion | zł13.17 Million/day | zł- | zł113.31 Million | ▼ -6 days |
| 2017 | 177 days | zł2.06 Billion | zł11.64 Million/day | zł- | zł49.81 Million | ▼ -26 days |
| 2016 | 202 days | zł1.62 Billion | zł7.99 Million/day | zł- | zł5.33 Million | ▼ -84 days |
| 2015 | 287 days | zł1.89 Billion | zł6.60 Million/day | zł- | zł222.49 Million | ▼ -156 days |
| 2014 | 442 days | zł2.25 Billion | zł5.08 Million/day | zł- | zł582.04 Million | ▲ +178 days |
| 2013 | 264 days | zł1.65 Billion | zł6.24 Million/day | zł- | zł296.38 Million | ▼ -71 days |
| 2012 | 335 days | zł1.86 Billion | zł5.54 Million/day | zł- | zł427.31 Million | ▼ -150 days |
| 2011 | 485 days | zł2.36 Billion | zł4.86 Million/day | zł- | zł1.26 Billion | ▼ -137 days |
| 2010 | 622 days | zł2.70 Billion | zł4.35 Million/day | zł- | zł2.03 Billion | ▼ -60 days |
| 2009 | 681 days | zł2.63 Billion | zł3.85 Million/day | zł- | zł1.71 Billion | ▲ +513 days |
| 2008 | 169 days | zł667.70 Million | zł3.96 Million/day | zł- | zł105.55 Million | ▲ +39 days |
| 2007 | 130 days | zł590.37 Million | zł4.56 Million/day | zł- | zł52.62 Million | — |