Heineken (HEIA) — Defensive Interval Ratio
Heineken (HEIA) has a Defensive Interval Ratio of 124 days as of June 2026. Defensive assets of €5.54 Billion (cash €-, short-term investments €-, receivables €5.54 Billion) cover 124 days of daily cash needs of €44.63 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Heineken Defensive Interval Ratio (1999–2025)
This chart shows how Heineken's Defensive Interval Ratio has evolved across 27 annual periods from 1999 to 2025. As of June 2026, the ratio stands at 124 days, meaning defensive assets of €5.54 Billion can fund 124 days of operations without new revenue. For the complete balance sheet picture, see HEIA asset base.
Annual Defensive Interval Ratio for Heineken (1999–2025)
The table below presents the year-by-year Defensive Interval Ratio for Heineken from 1999 to 2025, covering 27 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 Heineken working capital to net assets 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 | 110 days | €4.19 Billion | €38.17 Million/day | €- | €- | ▲ +2 days |
| 2024 | 107 days | €4.19 Billion | €39.01 Million/day | €- | €- | ▲ +24 days |
| 2023 | 83 days | €3.38 Billion | €40.62 Million/day | €- | €- | ▼ -68 days |
| 2022 | 151 days | €5.88 Billion | €38.88 Million/day | €2.77 Billion | €- | ▼ -45 days |
| 2021 | 196 days | €6.50 Billion | €33.13 Million/day | €3.25 Billion | €- | ▼ -20 days |
| 2020 | 216 days | €6.42 Billion | €29.78 Million/day | €4.00 Billion | €- | ▲ +51 days |
| 2019 | 165 days | €5.56 Billion | €33.72 Million/day | €1.82 Billion | €- | ▼ -59 days |
| 2018 | 224 days | €6.39 Billion | €28.57 Million/day | €2.90 Billion | €- | ▲ +22 days |
| 2017 | 202 days | €5.78 Billion | €28.65 Million/day | €2.44 Billion | €- | ▲ +93 days |
| 2016 | 109 days | €3.10 Billion | €28.48 Million/day | €- | €0.00 | ▲ +11 days |
| 2015 | 98 days | €2.92 Billion | €29.93 Million/day | €- | €16.00 Million | ▼ -21 days |
| 2014 | 119 days | €2.78 Billion | €23.38 Million/day | €- | €13.00 Million | ▲ +8 days |
| 2013 | 111 days | €2.44 Billion | €21.93 Million/day | €- | €11.00 Million | ▼ -8 days |
| 2012 | 119 days | €2.55 Billion | €21.37 Million/day | €- | €11.00 Million | ▼ -16 days |
| 2011 | 135 days | €2.27 Billion | €16.87 Million/day | €- | €14.00 Million | ▼ -14 days |
| 2010 | 149 days | €2.29 Billion | €15.41 Million/day | €- | €17.00 Million | ▼ -10 days |
| 2009 | 158 days | €2.33 Billion | €14.67 Million/day | €- | €15.00 Million | ▼ -23 days |
| 2008 | 182 days | €2.52 Billion | €13.86 Million/day | €- | €14.00 Million | ▲ +19 days |
| 2007 | 163 days | €1.87 Billion | €11.49 Million/day | €- | €105.00 Million | ▼ -4 days |
| 2006 | 167 days | €1.84 Billion | €10.98 Million/day | €- | €12.00 Million | ▲ +2 days |
| 2005 | 166 days | €1.71 Billion | €10.28 Million/day | €- | €23.00 Million | ▼ -50 days |
| 2004 | 216 days | €1.57 Billion | €7.30 Million/day | €- | €76.00 Million | ▲ +33 days |
| 2003 | 183 days | €1.46 Billion | €7.97 Million/day | €- | €76.00 Million | ▲ +8 days |
| 2002 | 175 days | €1.27 Billion | €7.26 Million/day | €- | €- | ▼ -24 days |
| 2001 | 199 days | €1.22 Billion | €6.12 Million/day | €- | €29.00 Million | ▼ -3 days |
| 2000 | 202 days | €1.05 Billion | €5.18 Million/day | €- | €23.00 Million | ▲ +194 days |
| 1999 | 8 days | €42.00 Million | €5.10 Million/day | €- | €42.00 Million | — |