PBG SA (PBG) — Defensive Interval Ratio
PBG SA (PBG) has a Defensive Interval Ratio of 0 days as of September 2025. Defensive assets of zł1.19 Million (cash zł-, short-term investments zł-, receivables zł1.19 Million) cover 0 days of daily cash needs of zł17.96 Million/day. Check PBG SA (PBG) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
PBG SA Defensive Interval Ratio (2006–2024)
This chart shows how PBG SA's Defensive Interval Ratio has evolved across 19 annual periods from 2006 to 2024. As of September 2025, the ratio stands at 0 days, meaning defensive assets of zł1.19 Million can fund 0 days of operations without new revenue. Also explore PBG net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for PBG SA (2006–2024)
The table below presents the year-by-year Defensive Interval Ratio for PBG SA from 2006 to 2024, covering 19 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 how much is PBG SA worth.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 0 days | zł1.61 Million | zł17.34 Million/day | zł- | zł- | ▼ 0 days |
| 2023 | 0 days | zł2.12 Million | zł16.48 Million/day | zł- | zł- | ▲ +0 days |
| 2022 | 0 days | zł631.00K | zł15.58 Million/day | zł- | zł- | ▼ 0 days |
| 2021 | 0 days | zł2.79 Million | zł14.73 Million/day | zł- | zł- | ▼ 0 days |
| 2020 | 1 days | zł8.20 Million | zł14.37 Million/day | zł- | zł- | ▼ 0 days |
| 2019 | 1 days | zł13.62 Million | zł16.49 Million/day | zł- | zł1.00K | ▼ -272 days |
| 2018 | 273 days | zł703.09 Million | zł2.58 Million/day | zł- | zł-85.21 Million | ▼ -158 days |
| 2017 | 430 days | zł901.34 Million | zł2.09 Million/day | zł- | zł3.01 Million | ▲ +430 days |
| 2016 | 0 days | zł73.00K | zł2.74 Million/day | zł- | zł74.00K | ▼ -132 days |
| 2015 | 132 days | zł878.31 Million | zł6.64 Million/day | zł- | zł70.00K | ▲ +145 days |
| 2014 | -13 days | zł-81.01 Million | zł6.35 Million/day | zł- | zł-350.13 Million | ▼ -18 days |
| 2013 | 5 days | zł38.90 Million | zł7.25 Million/day | zł- | zł35.70 Million | ▼ -136 days |
| 2012 | 141 days | zł1.22 Billion | zł8.64 Million/day | zł- | zł34.81 Million | ▼ -165 days |
| 2011 | 307 days | zł2.97 Billion | zł9.69 Million/day | zł- | zł72.78 Million | ▼ -40 days |
| 2010 | 347 days | zł1.84 Billion | zł5.31 Million/day | zł- | zł- | ▼ -52 days |
| 2009 | 399 days | zł1.99 Billion | zł4.99 Million/day | zł- | zł- | ▲ +405 days |
| 2008 | -6 days | zł-21.66 Million | zł3.66 Million/day | zł- | zł-21.66 Million | ▼ -24 days |
| 2007 | 18 days | zł58.41 Million | zł3.22 Million/day | zł- | zł58.41 Million | ▼ -452 days |
| 2006 | 470 days | zł583.27 Million | zł1.24 Million/day | zł- | zł13.85 Million | — |