Comcast Corp Defensive Interval Ratio
Comcast Corp defensive interval ratio. Comcast Corp (CMCSA) has a Defensive Interval Ratio of 154 days as of March 2026. Defensive assets of $14.08 Billion (cash $-, short-term investments $-, receivables $14.08 Billion) cover 154 days of daily cash needs of $91.25 Million/day. See Comcast Corp current assets vs equity to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Comcast Corp (1985–2025)
Defensive interval ratio of Comcast Corp from 1985 to 2025. This chart shows how Comcast Corp's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 154 days, meaning defensive assets of $14.08 Billion can fund 154 days of operations without new revenue. Check CMCSA asset resilience ratio to evaluate the company's liquid asset resilience ratio.
Comcast Corp Defensive Interval Ratio by Year (1985–2025)
Comcast Corp defensive interval ratio by year from 1985 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Comcast Corp from 1985 to 2025, covering 41 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 the complete balance sheet picture, see CMCSA current and non-current assets.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 151 days | $13.87 Billion | $91.85 Million/day | $- | $- | ▲ +25 days |
| 2024 | 126 days | $13.66 Billion | $108.44 Million/day | $- | $- | ▲ +1 days |
| 2023 | 125 days | $13.81 Billion | $110.13 Million/day | $- | $- | ▼ -40 days |
| 2022 | 166 days | $12.67 Billion | $76.40 Million/day | $- | $- | ▲ +17 days |
| 2021 | 149 days | $12.01 Billion | $80.41 Million/day | $- | $- | ▼ -95 days |
| 2020 | 244 days | $19.29 Billion | $78.89 Million/day | $- | $7.82 Billion | ▲ +89 days |
| 2019 | 155 days | $12.89 Billion | $82.99 Million/day | $- | $1.60 Billion | ▲ +9 days |
| 2018 | 147 days | $11.10 Billion | $75.62 Million/day | $- | $- | ▲ +2 days |
| 2017 | 145 days | $8.56 Billion | $59.07 Million/day | $- | $19.00 Million | ▼ -20 days |
| 2016 | 165 days | $9.73 Billion | $59.00 Million/day | $- | $1.77 Billion | ▲ +24 days |
| 2015 | 141 days | $7.00 Billion | $49.80 Million/day | $- | $106.00 Million | ▼ -5 days |
| 2014 | 145 days | $6.92 Billion | $47.70 Million/day | $- | $602.00 Million | ▼ -47 days |
| 2013 | 192 days | $9.95 Billion | $51.81 Million/day | $- | $3.57 Billion | ▲ +39 days |
| 2012 | 153 days | $6.99 Billion | $45.79 Million/day | $- | $1.46 Billion | ▲ +31 days |
| 2011 | 121 days | $4.41 Billion | $36.28 Million/day | $- | $54.00 Million | ▲ +36 days |
| 2010 | 86 days | $1.94 Billion | $22.56 Million/day | $- | $81.00 Million | ▼ -3 days |
| 2009 | 89 days | $1.76 Billion | $19.86 Million/day | $- | $50.00 Million | ▲ +20 days |
| 2008 | 69 days | $1.69 Billion | $24.49 Million/day | $- | $59.00 Million | ▼ -11 days |
| 2007 | 80 days | $1.74 Billion | $21.79 Million/day | $- | $98.00 Million | ▼ -76 days |
| 2006 | 156 days | $3.19 Billion | $20.38 Million/day | $- | $1.74 Billion | ▲ +86 days |
| 2005 | 70 days | $1.21 Billion | $17.18 Million/day | $- | $148.00 Million | ▼ -36 days |
| 2004 | 106 days | $2.51 Billion | $23.66 Million/day | $- | $1.55 Billion | ▼ -22 days |
| 2003 | 129 days | $3.40 Billion | $26.45 Million/day | $- | $2.49 Billion | ▲ +18 days |
| 2002 | 110 days | $4.65 Billion | $42.15 Million/day | $- | $3.27 Billion | ▼ -292 days |
| 2001 | 402 days | $3.59 Billion | $8.93 Million/day | $- | $2.62 Billion | ▼ -13 days |
| 2000 | 415 days | $3.95 Billion | $9.52 Million/day | $- | $3.06 Billion | ▼ -132 days |
| 1999 | 547 days | $8.28 Billion | $15.14 Million/day | $- | $7.61 Billion | ▲ +480 days |
| 1998 | 67 days | $549.30 Million | $8.18 Million/day | $- | $- | ▼ -45 days |
| 1997 | 112 days | $439.60 Million | $3.93 Million/day | $- | $- | ▼ -6 days |
| 1996 | 117 days | $439.30 Million | $3.74 Million/day | $- | $- | ▼ -10 days |
| 1995 | 127 days | $390.70 Million | $3.07 Million/day | $- | $- | ▲ +67 days |
| 1994 | 60 days | $108.20 Million | $1.81 Million/day | $- | $- | ▲ +15 days |
| 1993 | 44 days | $72.20 Million | $1.63 Million/day | $- | $- | ▼ -10 days |
| 1992 | 54 days | $57.80 Million | $1.07 Million/day | $- | $- | ▲ +12 days |
| 1991 | 42 days | $30.10 Million | $724.11K/day | $- | $- | ▼ -12 days |
| 1990 | 54 days | $27.50 Million | $512.05K/day | $- | $- | ▼ -4 days |
| 1989 | 58 days | $24.80 Million | $430.68K/day | $- | $- | ▲ +3 days |
| 1988 | 55 days | $18.30 Million | $333.15K/day | $- | $- | ▲ +35 days |
| 1987 | 20 days | $6.30 Million | $314.25K/day | $- | $- | ▼ -12 days |
| 1986 | 32 days | $8.00 Million | $246.30K/day | $- | $- | ▼ -37 days |
| 1985 | 70 days | $5.50 Million | $78.90K/day | $- | $- | — |