Koninklijke Ahold Delhaize NV (AD) — Defensive Interval Ratio
Koninklijke Ahold Delhaize NV (AD) has a Defensive Interval Ratio of 71 days as of June 2026. Defensive assets of €3.22 Billion (cash €-, short-term investments €397.00 Million, receivables €2.82 Billion) cover 71 days of daily cash needs of €45.23 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Koninklijke Ahold Delhaize NV Defensive Interval Ratio (2000–2025)
This chart shows how Koninklijke Ahold Delhaize NV's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of June 2026, the ratio stands at 71 days, meaning defensive assets of €3.22 Billion can fund 71 days of operations without new revenue. For the complete balance sheet picture, see AD total assets.
Annual Defensive Interval Ratio for Koninklijke Ahold Delhaize NV (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Koninklijke Ahold Delhaize NV from 2000 to 2025, covering 26 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See AD working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 68 days | €3.14 Billion | €46.01 Million/day | €- | €384.00 Million | ▲ +6 days |
| 2024 | 63 days | €2.99 Billion | €47.66 Million/day | €- | €40.00 Million | ▼ -1 days |
| 2023 | 63 days | €2.71 Billion | €42.77 Million/day | €- | €49.00 Million | ▼ -2 days |
| 2022 | 65 days | €2.69 Billion | €41.32 Million/day | €- | €152.00 Million | ▲ +4 days |
| 2021 | 61 days | €2.37 Billion | €38.85 Million/day | €- | €136.00 Million | ▼ -4 days |
| 2020 | 66 days | €2.30 Billion | €35.10 Million/day | €- | €175.00 Million | ▲ +34 days |
| 2019 | 31 days | €1.07 Billion | €34.49 Million/day | €- | €3.00 Million | ▼ -15 days |
| 2018 | 47 days | €1.40 Billion | €29.98 Million/day | €- | €374.00 Million | ▲ +8 days |
| 2017 | 38 days | €1.07 Billion | €28.23 Million/day | €- | €157.00 Million | ▼ -2 days |
| 2016 | 40 days | €1.15 Billion | €28.48 Million/day | €- | €275.00 Million | ▼ -26 days |
| 2015 | 67 days | €914.00 Million | €13.70 Million/day | €- | €518.00 Million | ▼ -23 days |
| 2014 | 89 days | €1.09 Billion | €12.24 Million/day | €- | €307.00 Million | ▼ -103 days |
| 2013 | 192 days | €2.18 Billion | €11.35 Million/day | €- | €1.50 Billion | ▲ +120 days |
| 2012 | 73 days | €881.00 Million | €12.13 Million/day | €- | €41.00 Million | ▼ -12 days |
| 2011 | 85 days | €1.07 Billion | €12.64 Million/day | €- | €295.00 Million | ▼ -7 days |
| 2010 | 92 days | €1.03 Billion | €11.21 Million/day | €- | €245.00 Million | ▼ -1 days |
| 2009 | 93 days | €1.02 Billion | €11.03 Million/day | €- | €310.00 Million | ▲ +20 days |
| 2008 | 73 days | €828.00 Million | €11.34 Million/day | €- | €18.00 Million | ▲ +3 days |
| 2007 | 70 days | €948.00 Million | €13.52 Million/day | €- | €- | ▼ -62 days |
| 2006 | 132 days | €2.11 Billion | €15.95 Million/day | €- | €- | ▲ +2 days |
| 2005 | 131 days | €2.46 Billion | €18.85 Million/day | €- | €- | ▼ -81 days |
| 2004 | 211 days | €4.79 Billion | €22.68 Million/day | €- | €2.60 Billion | ▼ -14 days |
| 2003 | 225 days | €4.97 Billion | €22.12 Million/day | €- | €2.34 Billion | ▲ +128 days |
| 2002 | 97 days | €2.40 Billion | €24.78 Million/day | €- | €171.00 Million | ▼ -31 days |
| 2001 | 128 days | €2.86 Billion | €22.35 Million/day | €- | €514.29 Million | ▲ +14 days |
| 2000 | 114 days | €3.21 Billion | €28.00 Million/day | €- | €244.91 Million | — |