Booking Holdings Inc (BKNG) — Defensive Interval Ratio
Booking Holdings Inc (BKNG) has a Defensive Interval Ratio of 75 days as of June 2026. Defensive assets of $4.34 Billion (cash $-, short-term investments $-, receivables $4.34 Billion) cover 75 days of daily cash needs of $57.73 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Booking Holdings Inc Defensive Interval Ratio (1998–2025)
This chart shows how Booking Holdings Inc's Defensive Interval Ratio has evolved across 28 annual periods from 1998 to 2025. As of June 2026, the ratio stands at 75 days, meaning defensive assets of $4.34 Billion can fund 75 days of operations without new revenue. For the complete balance sheet picture, see BKNG total assets.
Annual Defensive Interval Ratio for Booking Holdings Inc (1998–2025)
The table below presents the year-by-year Defensive Interval Ratio for Booking Holdings Inc from 1998 to 2025, covering 28 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 working capital position of Booking Holdings Inc to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 96 days | $4.40 Billion | $45.75 Million/day | $- | $582.00 Million | ▲ +22 days |
| 2024 | 75 days | $3.20 Billion | $42.87 Million/day | $- | $0.00 | ▼ -30 days |
| 2023 | 105 days | $3.83 Billion | $36.52 Million/day | $- | $576.00 Million | ▲ +1 days |
| 2022 | 104 days | $2.40 Billion | $23.22 Million/day | $- | $175.00 Million | ▲ +23 days |
| 2021 | 81 days | $1.38 Billion | $17.11 Million/day | $- | $25.00 Million | ▼ -29 days |
| 2020 | 110 days | $1.03 Billion | $9.38 Million/day | $- | $501.00 Million | ▼ -72 days |
| 2019 | 182 days | $2.68 Billion | $14.70 Million/day | $- | $998.00 Million | ▼ -350 days |
| 2018 | 532 days | $5.18 Billion | $9.74 Million/day | $- | $3.66 Billion | ▼ -102 days |
| 2017 | 634 days | $6.08 Billion | $9.58 Million/day | $- | $4.86 Billion | ▲ +241 days |
| 2016 | 393 days | $3.08 Billion | $7.83 Million/day | $- | $2.22 Billion | ▼ -67 days |
| 2015 | 461 days | $1.82 Billion | $3.94 Million/day | $- | $1.17 Billion | ▼ -12 days |
| 2014 | 472 days | $1.79 Billion | $3.78 Million/day | $- | $1.14 Billion | ▼ -1112 days |
| 2013 | 1585 days | $6.00 Billion | $3.79 Million/day | $- | $5.46 Billion | ▲ +582 days |
| 2012 | 1002 days | $4.01 Billion | $4.00 Million/day | $- | $3.65 Billion | ▲ +247 days |
| 2011 | 756 days | $2.29 Billion | $3.03 Million/day | $- | $2.02 Billion | ▼ -380 days |
| 2010 | 1135 days | $1.47 Billion | $1.29 Million/day | $- | $1.30 Billion | ▲ +495 days |
| 2009 | 640 days | $716.67 Million | $1.12 Million/day | $- | $598.01 Million | ▲ +512 days |
| 2008 | 128 days | $191.22 Million | $1.50 Million/day | $- | $98.89 Million | ▲ +26 days |
| 2007 | 101 days | $193.21 Million | $1.90 Million/day | $- | $122.50 Million | ▼ -103 days |
| 2006 | 205 days | $56.52 Million | $275.81K/day | $- | $7.98 Million | ▼ -323 days |
| 2005 | 528 days | $102.79 Million | $194.56K/day | $- | $72.75 Million | ▼ -164 days |
| 2004 | 693 days | $141.13 Million | $203.77K/day | $- | $122.81 Million | ▲ +421 days |
| 2003 | 272 days | $64.93 Million | $239.17K/day | $- | $49.27 Million | ▼ -163 days |
| 2002 | 435 days | $77.79 Million | $178.98K/day | $- | $64.15 Million | ▲ +163 days |
| 2001 | 272 days | $64.93 Million | $239.17K/day | $- | $49.27 Million | ▲ +157 days |
| 2000 | 114 days | $24.84 Million | $217.25K/day | $- | $10.95 Million | ▼ -448 days |
| 1999 | 563 days | $60.60 Million | $107.67K/day | $- | $38.80 Million | ▲ +414 days |
| 1998 | 149 days | $4.20 Million | $28.22K/day | $- | $- | — |