Ferrovial SE (FER) — Defensive Interval Ratio
Ferrovial SE (FER) has a Defensive Interval Ratio of 123 days as of December 2025. Defensive assets of $2.17 Billion (cash $-, short-term investments $-, receivables $2.17 Billion) cover 123 days of daily cash needs of $17.71 Million/day. See FER working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Ferrovial SE Defensive Interval Ratio (2004–2025)
This chart shows how Ferrovial SE's Defensive Interval Ratio has evolved across 21 annual periods from 2004 to 2025. As of December 2025, the ratio stands at 123 days, meaning defensive assets of $2.17 Billion can fund 123 days of operations without new revenue. See net asset quality index of Ferrovial SE to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Ferrovial SE (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Ferrovial SE from 2004 to 2025, 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 FER company net worth.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 123 days | $2.17 Billion | $17.71 Million/day | $- | $- | ▼ -4 days |
| 2024 | 127 days | $2.19 Billion | $17.26 Million/day | $- | $0.00 | ▲ +39 days |
| 2023 | 88 days | $1.40 Billion | $15.82 Million/day | $- | $45.00 Million | ▲ +77 days |
| 2022 | 11 days | $160.00 Million | $14.73 Million/day | $- | $-1.41 Billion | ▼ -66 days |
| 2021 | 77 days | $1.38 Billion | $18.02 Million/day | $- | $11.00 Million | ▲ +332 days |
| 2020 | -255 days | $-6.11 Billion | $23.93 Million/day | $- | $-7.53 Billion | ▲ +53 days |
| 2019 | -308 days | $-7.28 Billion | $23.62 Million/day | $- | $-8.56 Billion | ▲ +49 days |
| 2018 | -357 days | $-7.15 Billion | $19.99 Million/day | $- | $-8.28 Billion | ▼ -528 days |
| 2017 | 171 days | $2.74 Billion | $16.02 Million/day | $- | $55.00 Million | ▼ -22 days |
| 2016 | 192 days | $2.93 Billion | $15.22 Million/day | $- | $18.00 Million | ▲ +91 days |
| 2015 | 101 days | $2.35 Billion | $23.13 Million/day | $- | $23.00 Million | ▼ -43 days |
| 2014 | 144 days | $2.14 Billion | $14.89 Million/day | $- | $5.00 Million | ▼ -13 days |
| 2013 | 157 days | $2.15 Billion | $13.73 Million/day | $- | $18.00 Million | ▼ -2 days |
| 2012 | 159 days | $2.17 Billion | $13.65 Million/day | $- | $8.00 Million | ▲ +387 days |
| 2011 | -228 days | $-3.48 Billion | $15.28 Million/day | $- | $-6.16 Billion | ▼ -260 days |
| 2010 | 32 days | $615.00 Million | $19.11 Million/day | $- | $-2.43 Billion | ▼ -114 days |
| 2009 | 146 days | $3.11 Billion | $21.34 Million/day | $- | $- | ▼ -1054 days |
| 2008 | 1200 days | $35.76 Billion | $29.80 Million/day | $- | $29.70 Billion | ▼ -799 days |
| 2007 | 1999 days | $44.44 Billion | $22.24 Million/day | $- | $38.50 Billion | ▲ +311 days |
| 2006 | 1688 days | $46.27 Billion | $27.41 Million/day | $- | $40.93 Billion | ▲ +1563 days |
| 2004 | 125 days | $213.43 Million | $1.70 Million/day | $- | $-11.62 Million | — |