Rawlplug S.A. (RWL) — Defensive Interval Ratio
Rawlplug S.A. (RWL) has a Defensive Interval Ratio of 265 days as of September 2025. Defensive assets of zł278.54 Million (cash zł-, short-term investments zł322.00K, receivables zł278.22 Million) cover 265 days of daily cash needs of zł1.05 Million/day. Check tangible net worth ratio of Rawlplug S.A. to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Rawlplug S.A. Defensive Interval Ratio (2004–2024)
This chart shows how Rawlplug S.A.'s Defensive Interval Ratio has evolved across 21 annual periods from 2004 to 2024. As of September 2025, the ratio stands at 265 days, meaning defensive assets of zł278.54 Million can fund 265 days of operations without new revenue. Also explore net asset growth rate of Rawlplug S.A. to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Rawlplug S.A. (2004–2024)
The table below presents the year-by-year Defensive Interval Ratio for Rawlplug S.A. from 2004 to 2024, 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 Rawlplug S.A. market capitalisation.
| Year | DIR (days) | Defensive Assets (PLN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 148 days | zł225.62 Million | zł1.52 Million/day | zł- | zł417.00K | ▼ -37 days |
| 2023 | 186 days | zł215.40 Million | zł1.16 Million/day | zł- | zł83.00K | ▼ -68 days |
| 2022 | 253 days | zł239.82 Million | zł946.51K/day | zł- | zł95.00K | ▲ +85 days |
| 2021 | 168 days | zł214.30 Million | zł1.27 Million/day | zł- | zł84.00K | ▼ -34 days |
| 2020 | 202 days | zł145.54 Million | zł720.50K/day | zł- | zł- | ▲ +67 days |
| 2019 | 135 days | zł86.29 Million | zł637.99K/day | zł- | zł-50.44 Million | ▼ -29 days |
| 2018 | 164 days | zł162.64 Million | zł989.12K/day | zł- | zł-19.50 Million | ▲ +29 days |
| 2017 | 135 days | zł92.86 Million | zł686.06K/day | zł- | zł-39.74 Million | ▼ -31 days |
| 2016 | 167 days | zł130.90 Million | zł785.40K/day | zł- | zł2.65 Million | ▲ +34 days |
| 2015 | 132 days | zł93.15 Million | zł704.07K/day | zł- | zł-31.92 Million | ▲ +24 days |
| 2014 | 108 days | zł80.83 Million | zł747.16K/day | zł- | zł-30.93 Million | ▼ -8 days |
| 2013 | 116 days | zł103.19 Million | zł891.16K/day | zł- | zł-221.00K | ▼ -6 days |
| 2012 | 122 days | zł105.88 Million | zł867.58K/day | zł- | zł5.75 Million | ▼ -72 days |
| 2011 | 194 days | zł128.82 Million | zł663.43K/day | zł- | zł8.07 Million | ▲ +45 days |
| 2010 | 149 days | zł108.35 Million | zł724.87K/day | zł- | zł199.00K | ▼ -54 days |
| 2009 | 204 days | zł107.89 Million | zł529.03K/day | zł- | zł358.00K | ▲ +36 days |
| 2008 | 168 days | zł132.50 Million | zł788.93K/day | zł- | zł5.12 Million | ▼ -7 days |
| 2007 | 175 days | zł121.65 Million | zł693.40K/day | zł- | zł438.00K | ▼ -54 days |
| 2006 | 229 days | zł98.03 Million | zł427.58K/day | zł- | zł216.00K | ▼ -81 days |
| 2005 | 311 days | zł72.08 Million | zł232.02K/day | zł- | zł- | ▼ -113 days |
| 2004 | 423 days | zł38.78 Million | zł91.58K/day | zł- | zł22.00K | — |