Henkel AG & Co. KGaA (HEN) — Defensive Interval Ratio
Henkel AG & Co. KGaA (HEN) has a Defensive Interval Ratio of 173 days as of June 2026. Defensive assets of €4.70 Billion (cash €-, short-term investments €434.00 Million, receivables €4.27 Billion) cover 173 days of daily cash needs of €27.24 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Henkel AG & Co. KGaA Defensive Interval Ratio (1997–2025)
This chart shows how Henkel AG & Co. KGaA's Defensive Interval Ratio has evolved across 29 annual periods from 1997 to 2025. As of June 2026, the ratio stands at 173 days, meaning defensive assets of €4.70 Billion can fund 173 days of operations without new revenue. For the complete balance sheet picture, see Henkel AG & Co. KGaA total assets.
Annual Defensive Interval Ratio for Henkel AG & Co. KGaA (1997–2025)
The table below presents the year-by-year Defensive Interval Ratio for Henkel AG & Co. KGaA from 1997 to 2025, covering 29 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 Henkel AG & Co. KGaA (HEN) working capital ratio 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 | 210 days | €4.83 Billion | €23.06 Million/day | €114.00 Million | €403.00 Million | ▲ +18 days |
| 2024 | 192 days | €4.77 Billion | €24.90 Million/day | €134.00 Million | €637.00 Million | ▼ -25 days |
| 2023 | 216 days | €4.60 Billion | €21.25 Million/day | €96.00 Million | €217.00 Million | ▲ +62 days |
| 2022 | 154 days | €3.87 Billion | €25.07 Million/day | €60.00 Million | €215.00 Million | ▼ -136 days |
| 2021 | 290 days | €7.37 Billion | €25.39 Million/day | €2.12 Billion | €348.00 Million | ▲ +70 days |
| 2020 | 221 days | €5.07 Billion | €22.96 Million/day | €223.00 Million | €449.00 Million | ▼ -8 days |
| 2019 | 229 days | €5.36 Billion | €23.40 Million/day | €155.00 Million | €425.00 Million | ▲ +19 days |
| 2018 | 210 days | €5.19 Billion | €24.75 Million/day | €124.00 Million | €221.00 Million | ▼ -38 days |
| 2017 | 247 days | €5.25 Billion | €21.24 Million/day | €177.00 Million | €203.00 Million | ▲ +4 days |
| 2016 | 243 days | €4.66 Billion | €19.18 Million/day | €130.00 Million | €2.00 Million | ▲ +18 days |
| 2015 | 225 days | €3.91 Billion | €17.39 Million/day | €- | €77.00 Million | ▲ +4 days |
| 2014 | 221 days | €3.38 Billion | €15.33 Million/day | €- | €317.00 Million | ▼ -76 days |
| 2013 | 297 days | €4.96 Billion | €16.70 Million/day | €- | €2.39 Billion | ▼ 0 days |
| 2012 | 297 days | €4.71 Billion | €15.85 Million/day | €- | €2.27 Billion | ▲ +84 days |
| 2011 | 214 days | €2.50 Billion | €11.71 Million/day | €- | €-1.00 Million | ▼ -25 days |
| 2010 | 239 days | €2.90 Billion | €12.13 Million/day | €- | €708.00 Million | ▲ +53 days |
| 2009 | 186 days | €2.09 Billion | €11.27 Million/day | €- | €- | ▲ +19 days |
| 2008 | 167 days | €2.42 Billion | €14.50 Million/day | €- | €- | ▼ -47 days |
| 2007 | 214 days | €2.16 Billion | €10.11 Million/day | €- | €170.00 Million | ▼ -81 days |
| 2006 | 294 days | €3.10 Billion | €10.53 Million/day | €- | €929.00 Million | ▲ +27 days |
| 2005 | 267 days | €3.02 Billion | €11.30 Million/day | €- | €1.21 Billion | ▲ +64 days |
| 2004 | 203 days | €1.87 Billion | €9.22 Million/day | €- | €- | ▼ -94 days |
| 2003 | 297 days | €1.66 Billion | €5.58 Million/day | €- | €- | ▼ -32 days |
| 2002 | 329 days | €1.63 Billion | €4.95 Million/day | €- | €- | ▼ -86 days |
| 2001 | 415 days | €1.64 Billion | €3.95 Million/day | €- | €- | ▼ -104 days |
| 2000 | 519 days | €2.38 Billion | €4.58 Million/day | €- | €- | ▲ +240 days |
| 1999 | 279 days | €2.08 Billion | €7.47 Million/day | €- | €- | ▼ -557 days |
| 1998 | 836 days | €1.84 Billion | €2.20 Million/day | €- | €- | ▲ +521 days |
| 1997 | 316 days | €2.44 Billion | €7.74 Million/day | €- | €510.67 Million | — |