OrangePL (OPL) — Defensive Interval Ratio
OrangePL (OPL) has a Defensive Interval Ratio of 96 days as of March 2026. Defensive assets of zł1.89 Billion (cash zł-, short-term investments zł-, receivables zł1.89 Billion) cover 96 days of daily cash needs of zł19.61 Million/day. Check OPL 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
OrangePL Defensive Interval Ratio (2005–2025)
This chart shows how OrangePL's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of March 2026, the ratio stands at 96 days, meaning defensive assets of zł1.89 Billion can fund 96 days of operations without new revenue. Also explore net asset momentum of OrangePL to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for OrangePL (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for OrangePL from 2005 to 2025, covering 21 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 OPL market cap overview.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 92 days | zł1.91 Billion | zł20.61 Million/day | zł- | zł- | ▼ -69 days |
| 2024 | 162 days | zł2.15 Billion | zł13.30 Million/day | zł- | zł- | ▲ +57 days |
| 2023 | 105 days | zł1.79 Billion | zł17.03 Million/day | zł- | zł-337.00 Million | ▼ -50 days |
| 2022 | 155 days | zł2.23 Billion | zł14.37 Million/day | zł- | zł29.00 Million | ▲ +54 days |
| 2021 | 101 days | zł1.20 Billion | zł11.93 Million/day | zł- | zł-843.00 Million | ▲ +1 days |
| 2020 | 99 days | zł2.08 Billion | zł20.92 Million/day | zł- | zł144.00 Million | ▼ -101 days |
| 2019 | 201 days | zł2.25 Billion | zł11.21 Million/day | zł- | zł1.00 Million | ▲ +43 days |
| 2018 | 157 days | zł2.56 Billion | zł16.29 Million/day | zł- | zł56.00 Million | ▲ +21 days |
| 2017 | 137 days | zł2.27 Billion | zł16.56 Million/day | zł- | zł- | ▼ -45 days |
| 2016 | 182 days | zł2.07 Billion | zł11.36 Million/day | zł- | zł36.00 Million | ▲ +67 days |
| 2015 | 115 days | zł1.63 Billion | zł14.21 Million/day | zł- | zł33.00 Million | ▲ +8 days |
| 2014 | 107 days | zł1.39 Billion | zł12.90 Million/day | zł- | zł10.00 Million | ▲ +43 days |
| 2013 | 65 days | zł1.30 Billion | zł20.09 Million/day | zł- | zł15.00 Million | ▼ -17 days |
| 2012 | 82 days | zł1.45 Billion | zł17.75 Million/day | zł- | zł20.00 Million | ▼ -2 days |
| 2011 | 84 days | zł1.87 Billion | zł22.25 Million/day | zł- | zł- | ▲ +82 days |
| 2010 | 2 days | zł39.00 Million | zł22.32 Million/day | zł- | zł- | ▼ -107 days |
| 2009 | 109 days | zł1.56 Billion | zł14.31 Million/day | zł- | zł- | ▲ +10 days |
| 2008 | 99 days | zł2.00 Billion | zł20.32 Million/day | zł- | zł-21.00 Million | ▲ +28 days |
| 2007 | 71 days | zł2.20 Billion | zł30.88 Million/day | zł- | zł-14.00 Million | ▲ +3 days |
| 2006 | 68 days | zł1.36 Billion | zł19.98 Million/day | zł- | zł-631.00 Million | ▼ -19 days |
| 2005 | 87 days | zł2.08 Billion | zł23.96 Million/day | zł- | zł5.00 Million | — |