Mostostal Warszawa S.A. (MSW) — Defensive Interval Ratio
Mostostal Warszawa S.A. (MSW) has a Defensive Interval Ratio of 136 days as of September 2025. Defensive assets of zł282.13 Million (cash zł-, short-term investments zł233.00K, receivables zł281.89 Million) cover 136 days of daily cash needs of zł2.07 Million/day. Check Mostostal Warszawa S.A. tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Mostostal Warszawa S.A. Defensive Interval Ratio (2002–2024)
This chart shows how Mostostal Warszawa S.A.'s Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 136 days, meaning defensive assets of zł282.13 Million can fund 136 days of operations without new revenue. Also explore net asset growth rate of Mostostal Warszawa S.A. to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Mostostal Warszawa S.A. (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Mostostal Warszawa S.A. from 2002 to 2024, covering 23 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 Mostostal Warszawa S.A. (MSW) total market value.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 234 days | zł537.77 Million | zł2.30 Million/day | zł- | zł- | ▲ +2 days |
| 2023 | 232 days | zł571.81 Million | zł2.47 Million/day | zł- | zł- | ▼ -38 days |
| 2022 | 269 days | zł557.91 Million | zł2.07 Million/day | zł- | zł961.00K | ▲ +31 days |
| 2021 | 238 days | zł483.21 Million | zł2.03 Million/day | zł- | zł- | ▼ -43 days |
| 2020 | 281 days | zł611.24 Million | zł2.18 Million/day | zł- | zł59.00K | ▲ +24 days |
| 2019 | 257 days | zł620.29 Million | zł2.42 Million/day | zł- | zł- | ▼ -123 days |
| 2018 | 380 days | zł688.52 Million | zł1.81 Million/day | zł- | zł73.00K | ▼ -75 days |
| 2017 | 455 days | zł733.12 Million | zł1.61 Million/day | zł- | zł73.00K | ▲ +134 days |
| 2016 | 321 days | zł597.55 Million | zł1.86 Million/day | zł- | zł-13.70 Million | ▲ +30 days |
| 2015 | 292 days | zł688.61 Million | zł2.36 Million/day | zł- | zł-21.70 Million | ▼ -66 days |
| 2014 | 357 days | zł916.58 Million | zł2.57 Million/day | zł- | zł- | ▼ -2 days |
| 2013 | 359 days | zł957.76 Million | zł2.67 Million/day | zł- | zł-8.73 Million | ▲ +231 days |
| 2012 | 128 days | zł534.47 Million | zł4.17 Million/day | zł- | zł-29.40 Million | ▼ -165 days |
| 2011 | 293 days | zł1.10 Billion | zł3.76 Million/day | zł- | zł368.00K | ▲ +451 days |
| 2010 | -158 days | zł-305.29 Million | zł1.94 Million/day | zł- | zł9.17 Million | ▼ -290 days |
| 2009 | 132 days | zł315.94 Million | zł2.40 Million/day | zł- | zł1.21 Million | ▲ +132 days |
| 2008 | 0 days | zł533.00K | zł2.27 Million/day | zł- | zł533.00K | ▼ -194 days |
| 2007 | 194 days | zł335.16 Million | zł1.73 Million/day | zł- | zł3.17 Million | ▼ -88 days |
| 2006 | 282 days | zł325.89 Million | zł1.15 Million/day | zł- | zł2.69 Million | ▼ -5 days |
| 2005 | 288 days | zł211.48 Million | zł735.00K/day | zł- | zł2.06 Million | ▲ +282 days |
| 2004 | 6 days | zł4.43 Million | zł753.84K/day | zł- | zł4.43 Million | ▼ -90 days |
| 2003 | 96 days | zł64.63 Million | zł672.22K/day | zł- | zł64.63 Million | ▼ -51 days |
| 2002 | 147 days | zł106.66 Million | zł725.25K/day | zł- | zł106.66 Million | — |