Energa S.A. Defensive Interval Ratio
Energa S.A. defensive interval ratio. Energa S.A. (ENG) has a Defensive Interval Ratio of 220 days as of September 2025. Defensive assets of zł3.72 Billion (cash zł-, short-term investments zł1.10 Billion, receivables zł2.62 Billion) cover 220 days of daily cash needs of zł16.91 Million/day. See Energa S.A. short-term liquidity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Energa S.A. (2010–2024)
Defensive interval ratio of Energa S.A. from 2010 to 2024. This chart shows how Energa S.A.'s Defensive Interval Ratio has evolved across 15 annual periods from 2010 to 2024. As of September 2025, the ratio stands at 220 days, meaning defensive assets of zł3.72 Billion can fund 220 days of operations without new revenue. Read Energa S.A. (ENG) financial obligations for a breakdown of total debt and financial obligations.
Energa S.A. Defensive Interval Ratio by Year (2010–2024)
Energa S.A. defensive interval ratio by year from 2010 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Energa S.A. from 2010 to 2024, covering 15 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 ENG total assets.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 228 days | zł5.42 Billion | zł23.75 Million/day | zł- | zł1.04 Billion | ▲ +47 days |
| 2023 | 181 days | zł6.41 Billion | zł35.45 Million/day | zł- | zł1.28 Billion | ▲ +45 days |
| 2022 | 136 days | zł3.51 Billion | zł25.83 Million/day | zł- | zł210.00 Million | ▼ -34 days |
| 2021 | 170 days | zł2.18 Billion | zł12.84 Million/day | zł- | zł105.00 Million | ▼ -24 days |
| 2020 | 194 days | zł2.15 Billion | zł11.13 Million/day | zł- | zł60.00 Million | ▲ +24 days |
| 2019 | 170 days | zł2.23 Billion | zł13.13 Million/day | zł- | zł203.00 Million | ▼ -66 days |
| 2018 | 236 days | zł1.81 Billion | zł7.68 Million/day | zł- | zł22.00 Million | ▼ -51 days |
| 2017 | 287 days | zł2.06 Billion | zł7.19 Million/day | zł- | zł83.00 Million | ▼ -33 days |
| 2016 | 320 days | zł2.19 Billion | zł6.84 Million/day | zł- | zł17.00 Million | ▼ -53 days |
| 2015 | 373 days | zł2.29 Billion | zł6.14 Million/day | zł- | zł360.00 Million | ▲ +91 days |
| 2014 | 283 days | zł1.79 Billion | zł6.34 Million/day | zł- | zł22.36 Million | ▲ +69 days |
| 2013 | 214 days | zł1.47 Billion | zł6.89 Million/day | zł- | zł8.89 Million | ▲ +211 days |
| 2012 | 3 days | zł18.54 Million | zł6.56 Million/day | zł- | zł15.35 Million | ▼ -277 days |
| 2011 | 280 days | zł1.71 Billion | zł6.10 Million/day | zł- | zł46.66 Million | ▼ -4 days |
| 2010 | 284 days | zł1.63 Billion | zł5.74 Million/day | zł- | zł2.71 Million | — |