Emerson Electric Company (EMR) — Defensive Interval Ratio
Emerson Electric Company (EMR) has a Defensive Interval Ratio of 108 days as of March 2026. Defensive assets of $3.16 Billion (cash $-, short-term investments $-, receivables $3.16 Billion) cover 108 days of daily cash needs of $29.19 Million/day. Check Emerson Electric Company (EMR) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Emerson Electric Company Defensive Interval Ratio (1985–2025)
This chart shows how Emerson Electric Company's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 108 days, meaning defensive assets of $3.16 Billion can fund 108 days of operations without new revenue. Also explore EMR year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Emerson Electric Company (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for Emerson Electric Company from 1985 to 2025, covering 41 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 EMR stock market capitalisation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 173 days | $4.64 Billion | $26.84 Million/day | $1.54 Billion | $- | ▼ -241 days |
| 2024 | 414 days | $6.51 Billion | $15.73 Million/day | $3.59 Billion | $- | ▼ -352 days |
| 2023 | 767 days | $10.57 Billion | $13.79 Million/day | $8.05 Billion | $- | ▲ +576 days |
| 2022 | 191 days | $4.07 Billion | $21.31 Million/day | $1.80 Billion | $- | ▼ -120 days |
| 2021 | 311 days | $5.33 Billion | $17.11 Million/day | $2.35 Billion | $- | ▼ -75 days |
| 2020 | 386 days | $6.12 Billion | $15.85 Million/day | $3.31 Billion | $- | ▲ +112 days |
| 2019 | 274 days | $4.48 Billion | $16.37 Million/day | $1.49 Billion | $- | ▲ +30 days |
| 2018 | 244 days | $4.12 Billion | $16.89 Million/day | $1.09 Billion | $0.00 | ▼ -200 days |
| 2017 | 444 days | $6.13 Billion | $13.82 Million/day | $3.06 Billion | $0.00 | ▲ +176 days |
| 2016 | 268 days | $5.88 Billion | $21.94 Million/day | $3.18 Billion | $0.00 | ▲ +129 days |
| 2015 | 139 days | $2.97 Billion | $21.37 Million/day | $- | $99.00 Million | ▼ -78 days |
| 2014 | 217 days | $5.02 Billion | $23.16 Million/day | $- | $0.00 | ▼ -13 days |
| 2013 | 230 days | $4.81 Billion | $20.89 Million/day | $- | $0.00 | ▼ -25 days |
| 2012 | 255 days | $4.98 Billion | $19.54 Million/day | $- | $0.00 | ▲ +1 days |
| 2011 | 254 days | $4.50 Billion | $17.71 Million/day | $- | $0.00 | ▲ +5 days |
| 2010 | 249 days | $3.99 Billion | $16.02 Million/day | $- | $0.00 | ▼ -18 days |
| 2009 | 267 days | $3.62 Billion | $13.58 Million/day | $- | $0.00 | ▲ +10 days |
| 2008 | 256 days | $4.62 Billion | $18.01 Million/day | $- | $- | ▼ -24 days |
| 2007 | 280 days | $4.26 Billion | $15.19 Million/day | $- | $- | ▲ +28 days |
| 2006 | 252 days | $3.72 Billion | $14.72 Million/day | $- | $- | ▲ +11 days |
| 2005 | 241 days | $3.26 Billion | $13.51 Million/day | $- | $- | ▼ -6 days |
| 2004 | 247 days | $2.93 Billion | $11.89 Million/day | $- | $- | ▼ -36 days |
| 2003 | 283 days | $2.65 Billion | $9.36 Million/day | $- | $- | ▲ +75 days |
| 2002 | 208 days | $2.51 Billion | $12.05 Million/day | $- | $- | ▲ +35 days |
| 2001 | 173 days | $2.55 Billion | $14.74 Million/day | $- | $- | ▼ -16 days |
| 2000 | 189 days | $2.71 Billion | $14.30 Million/day | $- | $- | ▼ -11 days |
| 1999 | 200 days | $2.52 Billion | $12.58 Million/day | $- | $- | ▼ -19 days |
| 1998 | 219 days | $2.42 Billion | $11.02 Million/day | $- | $- | ▲ +10 days |
| 1997 | 209 days | $2.20 Billion | $10.53 Million/day | $- | $- | ▼ -30 days |
| 1996 | 239 days | $1.98 Billion | $8.28 Million/day | $- | $- | ▲ +44 days |
| 1995 | 196 days | $1.76 Billion | $8.99 Million/day | $- | $- | ▼ -20 days |
| 1994 | 215 days | $1.54 Billion | $7.17 Million/day | $- | $- | ▲ +26 days |
| 1993 | 189 days | $1.39 Billion | $7.38 Million/day | $- | $- | ▼ -86 days |
| 1992 | 275 days | $1.36 Billion | $4.96 Million/day | $- | $- | ▲ +45 days |
| 1991 | 229 days | $1.32 Billion | $5.74 Million/day | $- | $- | ▲ +9 days |
| 1990 | 220 days | $1.41 Billion | $6.40 Million/day | $- | $- | ▼ -75 days |
| 1989 | 295 days | $1.24 Billion | $4.20 Million/day | $- | $- | ▲ +27 days |
| 1988 | 268 days | $1.06 Billion | $3.94 Million/day | $- | $- | ▼ -7 days |
| 1987 | 275 days | $999.50 Million | $3.63 Million/day | $- | $- | ▼ -58 days |
| 1986 | 333 days | $791.60 Million | $2.38 Million/day | $- | $- | ▼ -6 days |
| 1985 | 339 days | $723.20 Million | $2.13 Million/day | $- | $- | — |