KGHM Polska Miedz SA Defensive Interval Ratio
KGHM Polska Miedz SA defensive interval ratio. KGHM Polska Miedz SA (KGH) has a Defensive Interval Ratio of 59 days as of December 2025. Defensive assets of zł1.94 Billion (cash zł-, short-term investments zł55.00 Million, receivables zł1.89 Billion) cover 59 days of daily cash needs of zł33.07 Million/day. Explore KGHM Polska Miedz SA (KGH) long-term investment share 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 KGHM Polska Miedz SA (2004–2025)
Defensive interval ratio of KGHM Polska Miedz SA from 2004 to 2025. This chart shows how KGHM Polska Miedz SA's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of December 2025, the ratio stands at 59 days, meaning defensive assets of zł1.94 Billion can fund 59 days of operations without new revenue. Read how much debt does KGHM Polska Miedz SA carry for a breakdown of total debt and financial obligations.
KGHM Polska Miedz SA Defensive Interval Ratio by Year (2004–2025)
KGHM Polska Miedz SA defensive interval ratio by year from 2004 to 2025. The table below presents the year-by-year Defensive Interval Ratio for KGHM Polska Miedz SA from 2004 to 2025, covering 22 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 KGH total asset value.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 59 days | zł1.94 Billion | zł33.07 Million/day | zł- | zł55.00 Million | ▼ -2 days |
| 2024 | 60 days | zł1.82 Billion | zł30.15 Million/day | zł- | zł45.00 Million | ▲ +29 days |
| 2023 | 31 days | zł985.00 Million | zł31.83 Million/day | zł- | zł46.00 Million | ▼ -59 days |
| 2022 | 90 days | zł2.25 Billion | zł25.16 Million/day | zł- | zł295.00 Million | ▲ +13 days |
| 2021 | 76 days | zł1.99 Billion | zł26.13 Million/day | zł- | zł142.00 Million | ▲ +29 days |
| 2020 | 47 days | zł1.03 Billion | zł21.66 Million/day | zł- | zł82.00 Million | ▼ -9 days |
| 2019 | 57 days | zł937.00 Million | zł16.54 Million/day | zł- | zł138.00 Million | ▼ -13 days |
| 2018 | 70 days | zł1.13 Billion | zł16.07 Million/day | zł- | zł230.00 Million | ▼ -57 days |
| 2017 | 127 days | zł1.90 Billion | zł14.96 Million/day | zł- | zł59.00 Million | ▲ +24 days |
| 2016 | 103 days | zł1.66 Billion | zł16.07 Million/day | zł- | zł56.00 Million | ▲ +430 days |
| 2015 | -326 days | zł-5.54 Billion | zł16.98 Million/day | zł- | zł-7.62 Billion | ▼ -492 days |
| 2014 | 166 days | zł2.52 Billion | zł15.21 Million/day | zł- | zł60.00 Million | ▼ -134 days |
| 2013 | 300 days | zł3.08 Billion | zł10.28 Million/day | zł- | zł1.00 Million | ▲ +69 days |
| 2012 | 231 days | zł2.40 Billion | zł10.41 Million/day | zł- | zł196.00 Million | ▲ +230 days |
| 2011 | 1 days | zł17.82 Million | zł11.96 Million/day | zł- | zł17.82 Million | ▼ -48 days |
| 2010 | 50 days | zł409.32 Million | zł8.20 Million/day | zł- | zł409.32 Million | ▼ -193 days |
| 2009 | 243 days | zł1.53 Billion | zł6.31 Million/day | zł- | zł9.56 Million | ▼ -122 days |
| 2008 | 365 days | zł2.17 Billion | zł5.94 Million/day | zł- | zł711.13 Million | ▲ +203 days |
| 2007 | 162 days | zł997.25 Million | zł6.16 Million/day | zł- | zł81.62 Million | ▼ -28 days |
| 2006 | 190 days | zł1.66 Billion | zł8.73 Million/day | zł- | zł301.72 Million | ▲ +171 days |
| 2005 | 19 days | zł171.65 Million | zł8.81 Million/day | zł- | zł171.65 Million | ▼ -170 days |
| 2004 | 190 days | zł1.26 Billion | zł6.63 Million/day | zł- | zł499.93 Million | — |