Grupa KĘTY SA (KTY) — Defensive Interval Ratio
Grupa KĘTY SA (KTY) has a Defensive Interval Ratio of 202 days as of June 2026. Defensive assets of zł1.01 Billion (cash zł-, short-term investments zł-, receivables zł1.01 Billion) cover 202 days of daily cash needs of zł5.04 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Grupa KĘTY SA Defensive Interval Ratio (2004–2025)
This chart shows how Grupa KĘTY SA's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of June 2026, the ratio stands at 202 days, meaning defensive assets of zł1.01 Billion can fund 202 days of operations without new revenue. For the complete balance sheet picture, see Grupa KĘTY SA asset portfolio.
Annual Defensive Interval Ratio for Grupa KĘTY SA (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Grupa KĘTY 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. See working capital position of Grupa KĘTY SA to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 277 days | zł751.00 Million | zł2.72 Million/day | zł- | zł- | ▲ +35 days |
| 2024 | 242 days | zł700.00 Million | zł2.90 Million/day | zł- | zł- | ▲ +21 days |
| 2023 | 220 days | zł705.25 Million | zł3.20 Million/day | zł- | zł3.91 Million | ▼ -98 days |
| 2022 | 318 days | zł832.98 Million | zł2.62 Million/day | zł- | zł-3.87 Million | ▲ +101 days |
| 2021 | 217 days | zł717.90 Million | zł3.31 Million/day | zł- | zł-3.88 Million | ▼ -43 days |
| 2020 | 260 days | zł525.22 Million | zł2.02 Million/day | zł- | zł-4.72 Million | ▲ +1 days |
| 2019 | 260 days | zł525.94 Million | zł2.03 Million/day | zł- | zł-9.24 Million | ▲ +58 days |
| 2018 | 202 days | zł590.46 Million | zł2.93 Million/day | zł- | zł99.00K | ▼ -13 days |
| 2017 | 215 days | zł509.26 Million | zł2.37 Million/day | zł- | zł121.00K | ▼ -21 days |
| 2016 | 236 days | zł445.33 Million | zł1.89 Million/day | zł- | zł219.00K | ▼ -61 days |
| 2015 | 297 days | zł413.69 Million | zł1.39 Million/day | zł- | zł71.00K | ▼ -1 days |
| 2014 | 298 days | zł397.76 Million | zł1.33 Million/day | zł- | zł87.00K | ▼ -6 days |
| 2013 | 304 days | zł388.63 Million | zł1.28 Million/day | zł- | zł24.00K | ▲ +9 days |
| 2012 | 295 days | zł389.36 Million | zł1.32 Million/day | zł- | zł9.00K | ▲ +22 days |
| 2011 | 273 days | zł341.62 Million | zł1.25 Million/day | zł- | zł802.00K | ▲ +272 days |
| 2010 | 1 days | zł726.00K | zł1.09 Million/day | zł- | zł726.00K | ▼ -218 days |
| 2009 | 219 days | zł208.30 Million | zł951.68K/day | zł- | zł- | ▲ +218 days |
| 2008 | 1 days | zł743.00K | zł1.08 Million/day | zł- | zł743.00K | ▼ -114 days |
| 2007 | 115 days | zł82.25 Million | zł715.74K/day | zł- | zł- | ▼ -168 days |
| 2006 | 283 days | zł155.76 Million | zł550.52K/day | zł- | zł- | ▼ -17 days |
| 2005 | 300 days | zł184.72 Million | zł615.13K/day | zł- | zł5.12 Million | ▼ -8 days |
| 2004 | 309 days | zł133.20 Million | zł431.50K/day | zł- | zł37.00K | — |