Molson Coors Beverage Company (TAP-A) — Defensive Interval Ratio
Molson Coors Beverage Company (TAP-A) has a Defensive Interval Ratio of 69 days as of March 2026. Defensive assets of $971.90 Million (cash $-, short-term investments $-, receivables $971.90 Million) cover 69 days of daily cash needs of $14.04 Million/day. Check tangible equity quality of Molson Coors Beverage Company to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Molson Coors Beverage Company Defensive Interval Ratio (1985–2025)
This chart shows how Molson Coors Beverage Company's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 69 days, meaning defensive assets of $971.90 Million can fund 69 days of operations without new revenue. Also explore Molson Coors Beverage Company equity growth rate to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Molson Coors Beverage Company (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for Molson Coors Beverage 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 Molson Coors Beverage Company (TAP-A) market capitalisation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 48 days | $703.00 Million | $14.55 Million/day | $- | $- | ▼ -53 days |
| 2024 | 101 days | $842.90 Million | $8.34 Million/day | $- | $- | ▲ +23 days |
| 2023 | 78 days | $879.40 Million | $11.21 Million/day | $- | $- | ▼ -15 days |
| 2022 | 94 days | $866.20 Million | $9.25 Million/day | $- | $- | ▲ +5 days |
| 2021 | 89 days | $879.40 Million | $9.92 Million/day | $- | $- | ▲ +24 days |
| 2020 | 64 days | $687.10 Million | $10.71 Million/day | $- | $- | ▼ -2111 days |
| 2019 | 2175 days | $22.02 Billion | $10.12 Million/day | $- | $21.20 Billion | ▲ +2101 days |
| 2018 | 74 days | $871.00 Million | $11.78 Million/day | $- | $- | ▼ -23 days |
| 2017 | 97 days | $902.00 Million | $9.31 Million/day | $- | $- | ▲ +4 days |
| 2016 | 93 days | $805.30 Million | $8.65 Million/day | $- | $- | ▼ -65 days |
| 2015 | 158 days | $525.90 Million | $3.33 Million/day | $- | $- | ▲ +60 days |
| 2014 | 98 days | $621.70 Million | $6.37 Million/day | $- | $- | ▼ -26 days |
| 2013 | 124 days | $728.00 Million | $5.87 Million/day | $- | $- | ▲ +18 days |
| 2012 | 106 days | $753.40 Million | $7.12 Million/day | $- | $- | ▼ -102 days |
| 2011 | 207 days | $726.00 Million | $3.50 Million/day | $- | $- | ▲ +8 days |
| 2010 | 200 days | $729.50 Million | $3.65 Million/day | $- | $- | ▲ +34 days |
| 2009 | 166 days | $717.20 Million | $4.33 Million/day | $- | $- | ▼ -70 days |
| 2008 | 235 days | $635.40 Million | $2.70 Million/day | $- | $- | ▲ +52 days |
| 2007 | 183 days | $871.15 Million | $4.76 Million/day | $- | $- | ▲ +15 days |
| 2006 | 168 days | $828.60 Million | $4.93 Million/day | $- | $- | ▲ +33 days |
| 2005 | 135 days | $829.70 Million | $6.13 Million/day | $- | $- | ▼ -120 days |
| 2004 | 256 days | $825.06 Million | $3.22 Million/day | $- | $- | ▲ +14 days |
| 2003 | 242 days | $751.07 Million | $3.11 Million/day | $- | $- | ▲ +17 days |
| 2002 | 224 days | $705.43 Million | $3.14 Million/day | $- | $- | ▼ -16 days |
| 2001 | 241 days | $341.30 Million | $1.42 Million/day | $- | $232.57 Million | ▲ +48 days |
| 2000 | 192 days | $199.84 Million | $1.04 Million/day | $- | $72.76 Million | ▼ -61 days |
| 1999 | 254 days | $272.85 Million | $1.08 Million/day | $- | $113.19 Million | ▲ +42 days |
| 1998 | 212 days | $222.80 Million | $1.05 Million/day | $- | $96.19 Million | ▲ +42 days |
| 1997 | 169 days | $166.65 Million | $983.96K/day | $- | $42.16 Million | ▲ +19 days |
| 1996 | 150 days | $120.34 Million | $801.23K/day | $- | $6.00 Million | ▲ +19 days |
| 1995 | 132 days | $116.75 Million | $886.75K/day | $- | $- | ▲ +30 days |
| 1994 | 102 days | $106.33 Million | $1.04 Million/day | $- | $- | ▲ +28 days |
| 1993 | 74 days | $76.00 Million | $1.03 Million/day | $- | $- | ▼ -73 days |
| 1992 | 147 days | $108.60 Million | $738.08K/day | $- | $- | ▲ +4 days |
| 1991 | 143 days | $169.60 Million | $1.18 Million/day | $- | $- | ▼ -36 days |
| 1990 | 179 days | $157.80 Million | $879.18K/day | $- | $- | ▼ -18 days |
| 1989 | 197 days | $141.70 Million | $718.90K/day | $- | $- | ▲ +2 days |
| 1988 | 195 days | $152.10 Million | $778.63K/day | $- | $- | ▲ +5 days |
| 1987 | 190 days | $109.20 Million | $573.42K/day | $- | $- | ▲ +9 days |
| 1986 | 181 days | $99.60 Million | $549.86K/day | $- | $- | ▲ +1 days |
| 1985 | 181 days | $90.70 Million | $502.19K/day | $- | $- | — |