Repsol S.A. Defensive Interval Ratio
Repsol S.A. defensive interval ratio. Repsol S.A. (REP) has a Defensive Interval Ratio of 261 days as of September 2025. Defensive assets of €9.76 Billion (cash €-, short-term investments €3.71 Billion, receivables €6.05 Billion) cover 261 days of daily cash needs of €37.35 Million/day. Explore how much of Repsol S.A.'s assets are long-term investments to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Repsol S.A. (1987–2024)
Defensive interval ratio of Repsol S.A. from 1987 to 2024. This chart shows how Repsol S.A.'s Defensive Interval Ratio has evolved across 38 annual periods from 1987 to 2024. As of September 2025, the ratio stands at 261 days, meaning defensive assets of €9.76 Billion can fund 261 days of operations without new revenue. Read Repsol S.A. debt and liabilities for a breakdown of total debt and financial obligations.
Repsol S.A. Defensive Interval Ratio by Year (1987–2024)
Repsol S.A. defensive interval ratio by year from 1987 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Repsol S.A. from 1987 to 2024, covering 38 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 the complete balance sheet picture, see REP asset base.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 206 days | €8.85 Billion | €42.97 Million/day | €- | €2.11 Billion | ▼ -36 days |
| 2023 | 242 days | €10.11 Billion | €41.71 Million/day | €- | €4.49 Billion | ▼ -6 days |
| 2022 | 249 days | €11.52 Billion | €46.35 Million/day | €- | €2.50 Billion | ▲ +58 days |
| 2021 | 191 days | €9.04 Billion | €47.45 Million/day | €- | €2.24 Billion | ▲ +8 days |
| 2020 | 182 days | €5.25 Billion | €28.82 Million/day | €- | €1.19 Billion | ▼ -1 days |
| 2019 | 183 days | €7.58 Billion | €41.33 Million/day | €- | €2.80 Billion | ▼ -8 days |
| 2018 | 192 days | €6.73 Billion | €35.10 Million/day | €- | €1.71 Billion | ▲ +5 days |
| 2017 | 187 days | €6.17 Billion | €32.97 Million/day | €- | €257.00 Million | ▲ +43 days |
| 2016 | 144 days | €5.83 Billion | €40.38 Million/day | €- | €1.28 Billion | ▲ +13 days |
| 2015 | 132 days | €5.22 Billion | €39.66 Million/day | €- | €1.24 Billion | ▼ -160 days |
| 2014 | 292 days | €8.20 Billion | €28.06 Million/day | €- | €2.51 Billion | ▲ +184 days |
| 2013 | 108 days | €4.38 Billion | €40.60 Million/day | €- | €93.00 Million | ▼ -117 days |
| 2012 | 225 days | €8.20 Billion | €36.47 Million/day | €- | €415.00 Million | ▲ +14 days |
| 2011 | 211 days | €9.90 Billion | €46.86 Million/day | €- | €674.00 Million | ▼ -3 days |
| 2010 | 214 days | €9.25 Billion | €43.21 Million/day | €- | €684.00 Million | ▼ -14 days |
| 2009 | 228 days | €7.49 Billion | €32.86 Million/day | €- | €713.00 Million | ▼ -10 days |
| 2008 | 238 days | €7.18 Billion | €30.19 Million/day | €- | €543.00 Million | ▼ -27 days |
| 2007 | 265 days | €8.23 Billion | €31.11 Million/day | €- | €266.00 Million | ▼ -10 days |
| 2006 | 274 days | €7.57 Billion | €27.60 Million/day | €- | €371.00 Million | ▲ +18 days |
| 2005 | 256 days | €7.92 Billion | €30.96 Million/day | €- | €501.00 Million | ▼ -103 days |
| 2004 | 359 days | €9.24 Billion | €25.73 Million/day | €- | €3.69 Billion | ▲ +15 days |
| 2003 | 344 days | €9.60 Billion | €27.86 Million/day | €- | €5.02 Billion | ▼ -14 days |
| 2002 | 359 days | €8.79 Billion | €24.50 Million/day | €- | €4.27 Billion | ▲ +89 days |
| 2001 | 269 days | €9.68 Billion | €35.93 Million/day | €- | €3.92 Billion | ▲ +54 days |
| 2000 | 215 days | €8.55 Billion | €39.75 Million/day | €- | €1.70 Billion | ▲ +55 days |
| 1999 | 160 days | €6.29 Billion | €39.18 Million/day | €- | €1.38 Billion | ▼ -83 days |
| 1998 | 243 days | €3.86 Billion | €15.86 Million/day | €- | €933.66 Million | ▲ +43 days |
| 1997 | 201 days | €2.51 Billion | €12.53 Million/day | €- | €- | ▲ +0 days |
| 1996 | 200 days | €2.24 Billion | €11.17 Million/day | €- | €- | ▼ -9 days |
| 1995 | 209 days | €2.06 Billion | €9.85 Million/day | €- | €- | ▼ -3 days |
| 1994 | 212 days | €2.05 Billion | €9.66 Million/day | €- | €- | ▲ +21 days |
| 1993 | 191 days | €2.06 Billion | €10.74 Million/day | €- | €- | ▼ -5 days |
| 1992 | 196 days | €2.21 Billion | €11.25 Million/day | €- | €- | ▲ +22 days |
| 1991 | 174 days | €2.04 Billion | €11.71 Million/day | €- | €- | ▲ +9 days |
| 1990 | 165 days | €2.03 Billion | €12.33 Million/day | €- | €- | ▲ +2 days |
| 1989 | 163 days | €1.42 Billion | €8.70 Million/day | €- | €- | ▼ -107 days |
| 1988 | 270 days | €1.33 Billion | €4.91 Million/day | €- | €- | ▲ +81 days |
| 1987 | 190 days | €1.05 Billion | €5.51 Million/day | €- | €- | — |