Rekenbox · 2026
Working capital calculator
Calculate your working capital: current assets less current liabilities. Or analyse every ratio.Your figures explained
Understand the number.
Current assets − current liabilities
The euro buffer after short-term obligations. A negative amount needs explanation in your cash forecast.
Bar length shows absolute magnitude; negative values are red and retain their minus sign. A dash means unavailable.
No universal range. Compare with your industry, agreements and previous years.
Three practical next steps
- Invoice promptly and follow up overdue balances.
- Schedule taxes and supplier payments weekly.
- Fund fixed assets with sufficiently long-term finance.
All ratios at a glance
No credit assessment or industry benchmark. Comparable years and reliable classification are needed for useful conclusions.
- Total assets
- €110,000.00
- Equity
- €50,000.00
- Current liabilities
- €30,000.00
- Non-current liabilities and provisions
- €30,000.00
- Balance difference
- €0.00
- Net profit
- €26,000.00
- Operating working capital excluding cash
- €10,000.00
Findings and points to check
- Add the previous financial year for indirect operating and free cash flow. Other ratios use closing balances without a trend.
- A dash means unavailable: a missing comparison year or a denominator of zero or less. It is not a zero result.
All financial ratios and formulas
| Ratio | 2026 | Formula |
|---|---|---|
| Solvency: equity/assets | 45.45% | Equity / total assets × 100% |
| Equity-to-debt ratio | 83.33% | Equity / total liabilities × 100% |
| Debt ratio: liabilities/assets | 54.55% | Total liabilities / total assets × 100% |
| Current ratio | 1.67× | Current assets / current liabilities |
| Quick ratio | 1× | (Current assets − inventory) / current liabilities |
| Net working capital | €20,000.00 | Current assets − current liabilities |
| EBIT | €35,000.00 | Revenue − cost of sales − staff − other operating expenses − depreciation |
| EBITDA | €45,000.00 | EBIT + depreciation and amortisation |
| EBITDA margin | 18.75% | EBITDA / revenue × 100% |
| Gross profit margin | 58.33% | (Revenue − cost of sales) / revenue × 100% |
| Net profit margin | 10.83% | Net profit / revenue × 100% |
| Return on equity (ROE) | 52% | Net profit / average equity × 100% |
| Return on assets (ROA) | 31.82% | EBIT / average total assets × 100% |
| Interest coverage | 11.67× | EBIT / interest expense |
| Days sales outstanding (DSO) | 22.81 days | Average trade receivables / revenue × 365 |
| Days payable outstanding (DPO) | 54.75 days | Average trade payables / cost of sales × 365 |
| Days inventory outstanding (DIO) | 73 days | Average inventory / cost of sales × 365 |
| Total asset turnover | 2.18× | Revenue / average total assets |
| Cash conversion cycle | 41.06 days | DSO + DIO − DPO |
| Operating cash flow (indirect) | — | Net profit + depreciation − change in operating working capital |
| Free cash flow | — | Operating cash flow − net capital expenditure paid |
Entered balance sheet and profit and loss
| Item | 2026 |
|---|---|
| Non-current assets | €60,000.00 |
| Inventory | €20,000.00 |
| Trade receivables | €15,000.00 |
| Cash and cash equivalents | €10,000.00 |
| Other current assets | €5,000.00 |
| Equity (including profit) | €50,000.00 |
| Non-current liabilities and provisions | €30,000.00 |
| Trade payables | €15,000.00 |
| Current taxes and social contributions | €5,000.00 |
| Other current liabilities | €10,000.00 |
| Revenue excluding VAT | €240,000.00 |
| Cost of goods sold | €100,000.00 |
| Staff costs | €65,000.00 |
| Depreciation and amortisation | €10,000.00 |
| Other operating expenses (net) | €30,000.00 |
| Interest expense | €3,000.00 |
| Tax on profit | €6,000.00 |
| Capital expenditure paid less disposal proceeds | €15,000.00 |
| Borrowings included in other current liabilities | €0.00 |
| Non-operating part of other current assets | €0.00 |
Assumptions, sources and version
2026 · financial-ratios-1.0 · v2026.1
- Indicative ratios based on your own book values. No industry benchmark, credit assessment or accountant’s assurance. KVK ranges are general guidance; lender agreements and industry conventions can differ.
- A year uses 365 days. DSO, DPO and DIO use average balances for two years, otherwise closing balances. Revenue and cost of sales approximate credit sales and purchases; VAT, seasonality and cash transactions can distort collection periods.
- ROA = EBIT / average assets; ROE = net profit / average equity. A zero or negative denominator does not produce a meaningful ratio. Simplified indirect cash flow = profit + depreciation − change in operating working capital, excluding cash and specified borrowings/non-operating assets. Other non-cash items and business acquisitions/disposals are not included.
- Enter comparable full years with the same accounting policies. Negative equity and unbalanced accounts remain visible. Imported proposals are applied only after your classification review; unknown accounts are never silently omitted.
- KVK — levensvatbaarheid, liquiditeit en solvabiliteit (2026-09-06)
- KVK — werkkapitaal (2026-09-06)
- Referentie GrootboekSchema — definitieve versie RGS 3.7 (2026-09-06)
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Understand your result
How this tool works
Net working capital is current assets less current liabilities. The result is an amount in euros. This differs from the current ratio, which divides the same balance-sheet groups to produce a proportion. Positive working capital means entered current assets exceed short-term obligations; negative working capital means the reverse. The figure does not automatically show free money in a bank account, because inventory and receivables are included too.
For a retailer, much of working capital may be tied up in products. For a consultancy, substantial value may sit in unpaid invoices. A business collecting customer payments in advance and paying suppliers later may operate with persistently negative working capital. That can fit its business model, but understanding payment agreements and customer obligations remains essential. Examine the individual balances and when they become cash or need settlement.
This tool distinguishes balance-sheet net working capital from operating working capital used in the cash-flow calculation. Net working capital includes cash. For indirect cash flow, cash is removed and adjustments are made for borrowings and non-operating assets that you identify. Otherwise a change in cash would partly be used to explain itself. An increase in operating working capital ties up cash in the simplified model, while a decrease releases cash.
Add the previous year to investigate the movement. When revenue grows, stock and receivables may grow as well, leaving even a profitable business needing additional funding. Faster collection, better purchasing decisions and appropriate supplier agreements can help. A single payment close to the reporting date can distort the comparison, so review monthly balances where available. The calculator uses your figures and does not prescribe a universally healthy euro amount. Download the free overview and document the main movements. This helps explain how much funding day-to-day operations require and whether that requirement is temporary or structural. Keep net working capital, available cash and financing capacity distinct when discussing the result with a lender or accountant.
Net working capital formula and negative working capital
Net working capital = current assets − current liabilities
Read the result alongside the composition of your balance sheet and payment agreements. The visual comparison shows current and previous values; the selected ratio’s formula remains visible.
Common questions
What is healthy working capital?
There is no universal amount suitable for every company. The required buffer depends on revenue, stock, payment terms, seasonality and business model.
What does negative working capital mean?
Current liabilities exceed current assets. This may create payment pressure, but can also fit prepaid revenue. Check actual collections and due dates.
Is working capital the same as cash?
No. Inventory, receivables and other current assets are included. For operating cash flow, cash is excluded from the working-capital movement.
Why can growth require more working capital?
More revenue may require additional stock or staff before customers pay. Profit can rise while cash is initially tied up in inventory and receivables.
Which details do you need?
- Company name (optional)
- Financial year
- Compare previous year
- Net profit
- Non-current assets
- Inventory
- Trade receivables
- Cash and cash equivalents
- Other current assets
- Equity (including profit)
- Non-current liabilities and provisions
- Trade payables
- Current taxes and social contributions
- Other current liabilities
- Revenue excluding VAT
- Cost of goods sold
- Staff costs
- Depreciation and amortisation
- Other operating expenses (net)
- Interest expense
- Tax on profit
- Net profit from the accounts
- Capital expenditure paid less disposal proceeds
- Borrowings included in other current liabilities
- Non-operating part of other current assets
- Previous year: non-current assets
- Previous year: inventory
- Previous year: trade receivables
- Previous year: cash and cash equivalents
- Previous year: other current assets
- Previous year: equity (including profit)
- Previous year: non-current liabilities and provisions
- Previous year: trade payables
- Previous year: current taxes and social contributions
- Previous year: other current liabilities
- Previous year: revenue excluding vat
- Previous year: cost of goods sold
- Previous year: staff costs
- Previous year: depreciation and amortisation
- Previous year: other operating expenses (net)
- Previous year: interest expense
- Previous year: tax on profit
- Previous year: net profit from the accounts
- Previous year: capital expenditure paid less disposal proceeds
- Previous year: borrowings included in other current liabilities
- Previous year: non-operating part of other current assets
Limits of this tool
- Indicative ratios based on your own book values. No industry benchmark, credit assessment or accountant’s assurance. KVK ranges are general guidance; lender agreements and industry conventions can differ.
- A year uses 365 days. DSO, DPO and DIO use average balances for two years, otherwise closing balances. Revenue and cost of sales approximate credit sales and purchases; VAT, seasonality and cash transactions can distort collection periods.
- ROA = EBIT / average assets; ROE = net profit / average equity. A zero or negative denominator does not produce a meaningful ratio. Simplified indirect cash flow = profit + depreciation − change in operating working capital, excluding cash and specified borrowings/non-operating assets. Other non-cash items and business acquisitions/disposals are not included.
- Enter comparable full years with the same accounting policies. Negative equity and unbalanced accounts remain visible. Imported proposals are applied only after your classification review; unknown accounts are never silently omitted.
Year: 2026 · Version 2026.1
Sources for this tool
- KVK — levensvatbaarheid, liquiditeit en solvabiliteit · calculation source checked 2026-09-06
- KVK — werkkapitaal · calculation source checked 2026-09-06
- Referentie GrootboekSchema — definitieve versie RGS 3.7 · calculation source checked 2026-09-06
Prepared by the Rekenbox product team at Winstwaker. The listed source references and calculation version make the method traceable. Report a content error Last updated: 2026-09-06. Rekenbox is a product by Winstwaker. The tool applies a calculation model to your inputs; a result or paid report is not a personal assessment by an adviser.