NTT System SA (NTT) — Defensive Interval Ratio
NTT System SA (NTT) has a Defensive Interval Ratio of 236 days as of September 2025. Defensive assets of zł165.58 Million (cash zł-, short-term investments zł-, receivables zł165.58 Million) cover 236 days of daily cash needs of zł701.00K/day. Check NTT System SA tangible equity quality to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NTT System SA Defensive Interval Ratio (2008–2024)
This chart shows how NTT System SA's Defensive Interval Ratio has evolved across 17 annual periods from 2008 to 2024. As of September 2025, the ratio stands at 236 days, meaning defensive assets of zł165.58 Million can fund 236 days of operations without new revenue. Also explore net asset momentum of NTT System SA to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for NTT System SA (2008–2024)
The table below presents the year-by-year Defensive Interval Ratio for NTT System SA from 2008 to 2024, covering 17 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 NTT System SA (NTT) total market value.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 302 days | zł198.28 Million | zł656.01K/day | zł- | zł- | ▲ +25 days |
| 2023 | 278 days | zł202.94 Million | zł730.98K/day | zł- | zł- | ▲ +41 days |
| 2022 | 236 days | zł133.19 Million | zł563.40K/day | zł- | zł- | ▼ -31 days |
| 2021 | 267 days | zł150.13 Million | zł561.90K/day | zł- | zł- | ▼ -65 days |
| 2020 | 333 days | zł117.42 Million | zł353.11K/day | zł- | zł- | ▼ -169 days |
| 2019 | 502 days | zł69.38 Million | zł138.29K/day | zł- | zł- | ▼ -20 days |
| 2018 | 522 days | zł63.75 Million | zł122.21K/day | zł- | zł- | ▼ -4 days |
| 2017 | 525 days | zł61.93 Million | zł117.88K/day | zł- | zł- | ▲ +239 days |
| 2016 | 287 days | zł86.21 Million | zł300.58K/day | zł- | zł150.00K | ▲ +100 days |
| 2015 | 187 days | zł83.26 Million | zł445.39K/day | zł- | zł50.00K | ▼ -130 days |
| 2014 | 317 days | zł97.78 Million | zł308.27K/day | zł- | zł- | ▼ -7 days |
| 2013 | 324 days | zł129.01 Million | zł397.67K/day | zł- | zł- | ▲ +35 days |
| 2012 | 289 days | zł94.70 Million | zł327.33K/day | zł- | zł- | ▲ +34 days |
| 2011 | 255 days | zł38.14 Million | zł149.49K/day | zł- | zł38.14 Million | ▲ +131 days |
| 2010 | 124 days | zł37.65 Million | zł303.72K/day | zł- | zł37.65 Million | ▼ -246 days |
| 2009 | 369 days | zł72.51 Million | zł196.24K/day | zł- | zł- | ▲ +367 days |
| 2008 | 3 days | zł717.00K | zł279.47K/day | zł- | zł717.00K | — |