Merck KGaA (MRK) — Defensive Interval Ratio
Merck KGaA (MRK) has a Defensive Interval Ratio of 217 days as of December 2025. Defensive assets of €5.37 Billion (cash €-, short-term investments €597.00 Million, receivables €4.77 Billion) cover 217 days of daily cash needs of €24.77 Million/day. Check tangible equity quality of Merck KGaA to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Merck KGaA Defensive Interval Ratio (2002–2025)
This chart shows how Merck KGaA's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 217 days, meaning defensive assets of €5.37 Billion can fund 217 days of operations without new revenue. Also explore MRK net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Merck KGaA (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Merck KGaA from 2002 to 2025, covering 24 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 market cap of Merck KGaA.
| Year | DIR (days) | Defensive Assets (EUR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 217 days | €5.37 Billion | €24.77 Million/day | €- | €597.00 Million | ▲ +67 days |
| 2024 | 150 days | €4.64 Billion | €30.94 Million/day | €- | €558.00 Million | ▼ -27 days |
| 2023 | 177 days | €4.21 Billion | €23.83 Million/day | €- | €231.00 Million | ▲ +9 days |
| 2022 | 168 days | €4.38 Billion | €26.06 Million/day | €- | €244.00 Million | ▼ -24 days |
| 2021 | 192 days | €5.48 Billion | €28.58 Million/day | €- | €112.00 Million | ▲ +2 days |
| 2020 | 190 days | €4.80 Billion | €25.29 Million/day | €- | €29.00 Million | ▲ +35 days |
| 2019 | 155 days | €5.02 Billion | €32.44 Million/day | €- | €29.00 Million | ▼ -25 days |
| 2018 | 180 days | €4.20 Billion | €23.33 Million/day | €- | €8.00 Million | ▲ +6 days |
| 2017 | 174 days | €4.12 Billion | €23.66 Million/day | €- | €35.00 Million | ▲ +13 days |
| 2016 | 161 days | €4.00 Billion | €24.89 Million/day | €- | €43.00 Million | ▲ +41 days |
| 2015 | 120 days | €3.08 Billion | €25.71 Million/day | €- | €191.40 Million | ▼ -131 days |
| 2014 | 251 days | €4.54 Billion | €18.09 Million/day | €- | €2.16 Billion | ▼ -173 days |
| 2013 | 424 days | €4.53 Billion | €10.68 Million/day | €- | €2.37 Billion | ▲ +100 days |
| 2012 | 324 days | €4.04 Billion | €12.50 Million/day | €- | €1.58 Billion | ▲ +16 days |
| 2011 | 308 days | €3.68 Billion | €11.95 Million/day | €- | €1.12 Billion | ▲ +38 days |
| 2010 | 270 days | €2.48 Billion | €9.20 Million/day | €- | €55.60 Million | ▼ -164 days |
| 2009 | 433 days | €3.35 Billion | €7.73 Million/day | €- | €1.50 Billion | ▲ +130 days |
| 2008 | 303 days | €1.98 Billion | €6.52 Million/day | €- | €176.80 Million | ▲ +17 days |
| 2007 | 286 days | €2.01 Billion | €7.04 Million/day | €- | €565.30 Million | ▲ +27 days |
| 2006 | 259 days | €1.46 Billion | €5.66 Million/day | €- | €133.10 Million | ▼ -51 days |
| 2005 | 310 days | €1.53 Billion | €4.93 Million/day | €- | €154.20 Million | ▼ -81 days |
| 2004 | 390 days | €1.15 Billion | €2.94 Million/day | €- | €- | ▲ +199 days |
| 2003 | 192 days | €1.47 Billion | €7.69 Million/day | €- | €- | ▲ +33 days |
| 2002 | 159 days | €1.61 Billion | €10.16 Million/day | €- | €- | — |