Rexel S.A (RXL) — Defensive Interval Ratio
Rexel S.A (RXL) has a Defensive Interval Ratio of 317 days as of December 2025. Defensive assets of €3.61 Billion (cash €-, short-term investments €-, receivables €3.61 Billion) cover 317 days of daily cash needs of €11.38 Million/day. Check tangible equity quality of Rexel S.A to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Rexel S.A Defensive Interval Ratio (2000–2025)
This chart shows how Rexel S.A's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the ratio stands at 317 days, meaning defensive assets of €3.61 Billion can fund 317 days of operations without new revenue. Also explore net asset momentum of Rexel S.A to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Rexel S.A (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Rexel S.A from 2000 to 2025, covering 26 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 RXL stock market capitalisation.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 317 days | €3.61 Billion | €11.38 Million/day | €- | €- | ▲ +47 days |
| 2024 | 270 days | €3.49 Billion | €12.92 Million/day | €- | €- | ▲ +20 days |
| 2023 | 251 days | €2.64 Billion | €10.53 Million/day | €- | €15.90 Million | ▼ -43 days |
| 2022 | 294 days | €3.50 Billion | €11.90 Million/day | €- | €-60.80 Million | ▲ +53 days |
| 2021 | 241 days | €2.81 Billion | €11.65 Million/day | €- | €-43.80 Million | ▼ -46 days |
| 2020 | 287 days | €2.25 Billion | €7.85 Million/day | €- | €-41.00 Million | ▲ +40 days |
| 2019 | 247 days | €2.51 Billion | €10.20 Million/day | €- | €-49.00 Million | ▲ +32 days |
| 2018 | 215 days | €2.05 Billion | €9.54 Million/day | €100.00K | €-42.30 Million | ▼ -104 days |
| 2017 | 319 days | €2.56 Billion | €8.04 Million/day | €- | €-37.80 Million | ▲ +50 days |
| 2016 | 269 days | €2.59 Billion | €9.64 Million/day | €300.00K | €-16.40 Million | ▲ +13 days |
| 2015 | 256 days | €2.53 Billion | €9.86 Million/day | €- | €-33.60 Million | ▼ -46 days |
| 2014 | 302 days | €2.66 Billion | €8.78 Million/day | €- | €-24.60 Million | ▼ -12 days |
| 2013 | 315 days | €2.49 Billion | €7.91 Million/day | €- | €-29.20 Million | ▲ +28 days |
| 2012 | 286 days | €2.56 Billion | €8.95 Million/day | €- | €-23.40 Million | ▼ -31 days |
| 2011 | 317 days | €2.56 Billion | €8.07 Million/day | €- | €- | ▼ -22 days |
| 2010 | 339 days | €2.43 Billion | €7.16 Million/day | €- | €- | ▼ -17 days |
| 2009 | 356 days | €2.28 Billion | €6.40 Million/day | €- | €- | ▼ -4 days |
| 2008 | 360 days | €2.82 Billion | €7.84 Million/day | €- | €- | ▼ -23 days |
| 2007 | 383 days | €2.42 Billion | €6.32 Million/day | €- | €- | ▼ -14 days |
| 2006 | 397 days | €2.50 Billion | €6.31 Million/day | €- | €- | ▲ +14 days |
| 2005 | 382 days | €1.83 Billion | €4.79 Million/day | €- | €- | ▲ +190 days |
| 2004 | 193 days | €930.10 Million | €4.83 Million/day | €- | €3.00 Million | ▲ +17 days |
| 2003 | 176 days | €876.30 Million | €4.98 Million/day | €- | €2.00 Million | ▲ +13 days |
| 2002 | 163 days | €943.70 Million | €5.79 Million/day | €- | €1.60 Million | ▼ -27 days |
| 2001 | 190 days | €1.22 Billion | €6.44 Million/day | €- | €40.40 Million | ▼ -89 days |
| 2000 | 279 days | €8.67 Billion | €31.11 Million/day | €- | €192.60 Million | — |