Kering SA Defensive Interval Ratio
Kering SA defensive interval ratio. Kering SA (KER) has a Defensive Interval Ratio of 259 days as of December 2025. Defensive assets of €5.72 Billion (cash €4.31 Billion, short-term investments €102.00 Million, receivables €1.31 Billion) cover 259 days of daily cash needs of €22.06 Million/day. Explore KER strategic capital deployment ratio 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 Kering SA (2003–2025)
Defensive interval ratio of Kering SA from 2003 to 2025. This chart shows how Kering SA's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of December 2025, the ratio stands at 259 days, meaning defensive assets of €5.72 Billion can fund 259 days of operations without new revenue. Read KER liabilities breakdown for a breakdown of total debt and financial obligations.
Kering SA Defensive Interval Ratio by Year (2003–2025)
Kering SA defensive interval ratio by year from 2003 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Kering SA from 2003 to 2025, covering 23 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 Kering SA total assets.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 159 days | €3.52 Billion | €22.06 Million/day | €2.11 Billion | €102.00 Million | ▲ +73 days |
| 2024 | 86 days | €2.29 Billion | €26.48 Million/day | €1.24 Billion | €42.00 Million | ▼ -3 days |
| 2023 | 89 days | €2.11 Billion | €23.65 Million/day | €819.00 Million | €136.00 Million | ▼ -161 days |
| 2022 | 250 days | €5.83 Billion | €23.30 Million/day | €4.34 Billion | €-226.00 Million | ▲ +103 days |
| 2021 | 148 days | €3.55 Billion | €24.04 Million/day | €1.92 Billion | €-212.00 Million | ▲ +25 days |
| 2020 | 123 days | €2.26 Billion | €18.45 Million/day | €872.10 Million | €-193.80 Million | ▲ +74 days |
| 2019 | 49 days | €1.09 Billion | €22.32 Million/day | €52.10 Million | €38.40 Million | ▼ -39 days |
| 2018 | 88 days | €1.54 Billion | €17.56 Million/day | €530.00 Million | €60.90 Million | ▼ -43 days |
| 2017 | 131 days | €2.07 Billion | €15.79 Million/day | €547.80 Million | €155.60 Million | ▲ +24 days |
| 2016 | 107 days | €1.44 Billion | €13.42 Million/day | €- | €131.00 Million | ▲ +11 days |
| 2015 | 97 days | €1.35 Billion | €13.97 Million/day | €- | €81.20 Million | ▲ +16 days |
| 2014 | 80 days | €1.28 Billion | €16.01 Million/day | €- | €106.30 Million | ▼ -47 days |
| 2013 | 127 days | €1.90 Billion | €14.97 Million/day | €- | €107.70 Million | ▲ +68 days |
| 2012 | 59 days | €1.16 Billion | €19.69 Million/day | €- | €87.00 Million | ▼ -5 days |
| 2011 | 64 days | €1.24 Billion | €19.37 Million/day | €- | €45.30 Million | ▼ -13 days |
| 2010 | 77 days | €1.37 Billion | €17.79 Million/day | €- | €50.30 Million | ▼ -2 days |
| 2009 | 79 days | €1.26 Billion | €16.02 Million/day | €- | €27.90 Million | ▲ +9 days |
| 2008 | 70 days | €1.74 Billion | €24.80 Million/day | €- | €143.10 Million | ▼ -5 days |
| 2007 | 75 days | €1.94 Billion | €25.69 Million/day | €- | €93.50 Million | ▼ -2 days |
| 2006 | 77 days | €1.65 Billion | €21.36 Million/day | €- | €74.10 Million | ▲ +3 days |
| 2005 | 74 days | €1.64 Billion | €22.18 Million/day | €- | €50.10 Million | ▼ -221 days |
| 2004 | 295 days | €4.31 Billion | €14.60 Million/day | €- | €1.42 Billion | ▼ -64 days |
| 2003 | 359 days | €6.79 Billion | €18.93 Million/day | €- | €2.20 Billion | — |