Alstom S.A. (ALO) — Defensive Interval Ratio
Alstom S.A. (ALO) has a Defensive Interval Ratio of 207 days as of September 2025. Defensive assets of €10.94 Billion (cash €423.00 Million, short-term investments €30.00 Million, receivables €10.48 Billion) cover 207 days of daily cash needs of €52.89 Million/day. Check Alstom S.A. (ALO) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Alstom S.A. Defensive Interval Ratio (1998–2025)
This chart shows how Alstom S.A.'s Defensive Interval Ratio has evolved across 28 annual periods from 1998 to 2025. As of September 2025, the ratio stands at 207 days, meaning defensive assets of €10.94 Billion can fund 207 days of operations without new revenue. Also explore Alstom S.A. (ALO) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Alstom S.A. (1998–2025)
The table below presents the year-by-year Defensive Interval Ratio for Alstom S.A. from 1998 to 2025, covering 28 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 ALO company net worth.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 176 days | €9.27 Billion | €52.75 Million/day | €- | €- | ▲ +26 days |
| 2024 | 150 days | €8.04 Billion | €53.73 Million/day | €80.00 Million | €40.00 Million | ▼ -1 days |
| 2023 | 150 days | €7.26 Billion | €48.34 Million/day | €20.00 Million | €65.00 Million | ▲ +0 days |
| 2022 | 150 days | €6.78 Billion | €45.19 Million/day | €156.00 Million | €54.00 Million | ▲ +28 days |
| 2021 | 122 days | €5.17 Billion | €42.32 Million/day | €155.00 Million | €28.00 Million | ▼ -83 days |
| 2020 | 205 days | €4.37 Billion | €21.30 Million/day | €1.11 Billion | €45.00 Million | ▼ -63 days |
| 2019 | 268 days | €5.93 Billion | €22.10 Million/day | €2.84 Billion | €10.00 Million | ▲ +59 days |
| 2018 | 209 days | €4.37 Billion | €20.91 Million/day | €822.00 Million | €8.00 Million | ▲ +23 days |
| 2017 | 186 days | €4.01 Billion | €21.62 Million/day | €1.10 Billion | €729.00 Million | ▲ +78 days |
| 2016 | 108 days | €2.12 Billion | €19.64 Million/day | €- | €22.00 Million | ▲ +78 days |
| 2015 | 30 days | €2.04 Billion | €68.67 Million/day | €- | €61.00 Million | ▼ -136 days |
| 2014 | 166 days | €8.42 Billion | €50.68 Million/day | €- | €18.00 Million | ▲ +21 days |
| 2013 | 145 days | €7.68 Billion | €52.80 Million/day | €- | €36.00 Million | ▼ -7 days |
| 2012 | 153 days | €8.32 Billion | €54.45 Million/day | €- | €13.00 Million | ▼ -1 days |
| 2011 | 154 days | €8.16 Billion | €52.92 Million/day | €- | €50.00 Million | ▲ +61 days |
| 2010 | 93 days | €4.60 Billion | €49.28 Million/day | €- | €35.00 Million | ▼ -19 days |
| 2009 | 112 days | €5.91 Billion | €52.79 Million/day | €- | €15.00 Million | ▲ +6 days |
| 2008 | 106 days | €4.78 Billion | €45.12 Million/day | €- | €170.00 Million | ▲ +0 days |
| 2007 | 105 days | €3.95 Billion | €37.44 Million/day | €- | €197.00 Million | ▲ +41 days |
| 2006 | 65 days | €2.29 Billion | €35.47 Million/day | €- | €- | ▼ -70 days |
| 2005 | 135 days | €3.46 Billion | €25.67 Million/day | €- | €15.00 Million | ▲ +4 days |
| 2004 | 131 days | €3.50 Billion | €26.69 Million/day | €- | €39.00 Million | ▼ -81 days |
| 2003 | 212 days | €7.52 Billion | €35.44 Million/day | €- | €142.00 Million | ▲ +130 days |
| 2002 | 83 days | €3.64 Billion | €43.99 Million/day | €- | €331.30 Million | ▼ -80 days |
| 2001 | 163 days | €9.68 Billion | €59.35 Million/day | €- | €492.19 Million | ▼ -230 days |
| 2000 | 393 days | €6.66 Billion | €16.96 Million/day | €- | €174.01 Million | ▼ -584 days |
| 1999 | 977 days | €11.49 Billion | €11.76 Million/day | €- | €87.07 Million | ▲ +297 days |
| 1998 | 680 days | €7.97 Billion | €11.72 Million/day | €- | €- | — |