BASF SE (BAS) — Defensive Interval Ratio
BASF SE (BAS) has a Defensive Interval Ratio of 218 days as of June 2026. Defensive assets of €12.47 Billion (cash €-, short-term investments €91.00 Million, receivables €12.38 Billion) cover 218 days of daily cash needs of €57.29 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BASF SE Defensive Interval Ratio (1999–2025)
This chart shows how BASF SE's Defensive Interval Ratio has evolved across 27 annual periods from 1999 to 2025. As of June 2026, the ratio stands at 218 days, meaning defensive assets of €12.47 Billion can fund 218 days of operations without new revenue. For the complete balance sheet picture, see how large is BASF SE's balance sheet.
Annual Defensive Interval Ratio for BASF SE (1999–2025)
The table below presents the year-by-year Defensive Interval Ratio for BASF SE from 1999 to 2025, covering 27 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See BASF SE working capital to net assets to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 286 days | €12.85 Billion | €44.96 Million/day | €2.67 Billion | €89.00 Million | ▼ -42 days |
| 2024 | 328 days | €15.31 Billion | €46.68 Million/day | €2.91 Billion | €67.00 Million | ▼ -18 days |
| 2023 | 346 days | €15.04 Billion | €43.48 Million/day | €2.62 Billion | €53.00 Million | ▲ +20 days |
| 2022 | 326 days | €18.25 Billion | €56.00 Million/day | €2.52 Billion | €232.00 Million | ▲ +2 days |
| 2021 | 323 days | €17.79 Billion | €55.02 Million/day | €2.62 Billion | €208.00 Million | ▼ -29 days |
| 2020 | 352 days | €15.72 Billion | €44.60 Million/day | €4.33 Billion | €207.00 Million | ▲ +55 days |
| 2019 | 298 days | €13.54 Billion | €45.49 Million/day | €2.43 Billion | €444.00 Million | ▲ +67 days |
| 2018 | 231 days | €14.75 Billion | €63.92 Million/day | €2.30 Billion | €344.00 Million | ▼ -239 days |
| 2017 | 470 days | €19.14 Billion | €40.77 Million/day | €6.50 Billion | €52.00 Million | ▲ +130 days |
| 2016 | 339 days | €14.23 Billion | €41.96 Million/day | €1.38 Billion | €536.00 Million | ▲ +54 days |
| 2015 | 285 days | €11.12 Billion | €39.00 Million/day | €- | €21.00 Million | ▲ +22 days |
| 2014 | 263 days | €11.45 Billion | €43.54 Million/day | €- | €19.00 Million | ▼ -27 days |
| 2013 | 290 days | €11.76 Billion | €40.56 Million/day | €- | €17.00 Million | ▲ +47 days |
| 2012 | 242 days | €11.51 Billion | €47.48 Million/day | €- | €23.00 Million | ▼ -51 days |
| 2011 | 293 days | €13.22 Billion | €45.14 Million/day | €- | €19.00 Million | ▼ -49 days |
| 2010 | 342 days | €14.57 Billion | €42.65 Million/day | €- | €16.00 Million | ▲ +46 days |
| 2009 | 296 days | €9.47 Billion | €32.00 Million/day | €- | €15.00 Million | ▲ +68 days |
| 2008 | 228 days | €10.16 Billion | €44.64 Million/day | €- | €35.00 Million | ▼ -88 days |
| 2007 | 315 days | €10.78 Billion | €34.20 Million/day | €- | €50.70 Million | ▲ +35 days |
| 2006 | 280 days | €10.74 Billion | €38.30 Million/day | €- | €55.80 Million | ▼ -97 days |
| 2005 | 378 days | €8.67 Billion | €22.96 Million/day | €- | €182.86 Million | ▼ -53 days |
| 2004 | 431 days | €8.02 Billion | €18.64 Million/day | €- | €162.68 Million | ▲ +419 days |
| 2003 | 12 days | €146.64 Million | €12.33 Million/day | €- | €146.64 Million | ▼ -345 days |
| 2002 | 357 days | €7.79 Billion | €21.84 Million/day | €- | €131.92 Million | ▼ -48 days |
| 2001 | 404 days | €8.44 Billion | €20.87 Million/day | €- | €383.57 Million | ▲ +218 days |
| 2000 | 186 days | €7.35 Billion | €39.51 Million/day | €- | €363.93 Million | ▲ +153 days |
| 1999 | 33 days | €517.76 Million | €15.82 Million/day | €- | €517.76 Million | — |