Newell Brands Inc Defensive Interval Ratio
Newell Brands Inc defensive interval ratio. Newell Brands Inc (NWL) has a Defensive Interval Ratio of 130 days as of June 2026. Defensive assets of $1.02 Billion (cash $-, short-term investments $-, receivables $1.02 Billion) cover 130 days of daily cash needs of $7.91 Million/day. See NWL working capital efficiency 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 Newell Brands Inc (1985–2025)
Defensive interval ratio of Newell Brands Inc from 1985 to 2025. This chart shows how Newell Brands Inc's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of June 2026, the ratio stands at 130 days, meaning defensive assets of $1.02 Billion can fund 130 days of operations without new revenue. Check asset resilience ratio of Newell Brands Inc to evaluate the company's liquid asset resilience ratio.
Newell Brands Inc Defensive Interval Ratio by Year (1985–2025)
Newell Brands Inc defensive interval ratio by year from 1985 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Newell Brands Inc 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 NWL total asset value.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 143 days | $987.00 Million | $6.92 Million/day | $- | $- | ▲ +11 days |
| 2024 | 132 days | $878.00 Million | $6.68 Million/day | $- | $- | ▼ -19 days |
| 2023 | 151 days | $1.20 Billion | $7.94 Million/day | $- | $- | ▲ +2 days |
| 2022 | 148 days | $1.25 Billion | $8.43 Million/day | $- | $- | ▼ -17 days |
| 2021 | 165 days | $1.50 Billion | $9.09 Million/day | $- | $- | ▼ -4 days |
| 2020 | 169 days | $1.68 Billion | $9.92 Million/day | $- | $- | ▼ -57 days |
| 2019 | 226 days | $1.84 Billion | $8.16 Million/day | $- | $- | ▼ -11 days |
| 2018 | 237 days | $2.16 Billion | $9.12 Million/day | $- | $- | ▲ +78 days |
| 2017 | 159 days | $1.88 Billion | $11.83 Million/day | $- | $0.00 | ▼ -75 days |
| 2016 | 234 days | $2.75 Billion | $11.76 Million/day | $- | $0.00 | ▲ +4 days |
| 2015 | 230 days | $1.25 Billion | $5.45 Million/day | $- | $100.00K | ▼ -11 days |
| 2014 | 241 days | $1.25 Billion | $5.18 Million/day | $- | $0.00 | ▼ -11 days |
| 2013 | 252 days | $1.11 Billion | $4.38 Million/day | $- | $0.00 | ▼ -6 days |
| 2012 | 258 days | $1.11 Billion | $4.30 Million/day | $- | $0.00 | ▲ +38 days |
| 2011 | 220 days | $1.00 Billion | $4.55 Million/day | $- | $0.00 | ▲ +2 days |
| 2010 | 219 days | $997.90 Million | $4.56 Million/day | $- | $0.00 | ▲ +33 days |
| 2009 | 185 days | $894.10 Million | $4.82 Million/day | $- | $- | ▲ +25 days |
| 2008 | 160 days | $969.30 Million | $6.04 Million/day | $- | $- | ▼ -6 days |
| 2007 | 166 days | $1.17 Billion | $7.02 Million/day | $- | $- | ▼ -48 days |
| 2006 | 214 days | $1.11 Billion | $5.20 Million/day | $- | $- | ▼ -11 days |
| 2005 | 225 days | $1.11 Billion | $4.92 Million/day | $- | $- | ▼ -24 days |
| 2004 | 249 days | $1.28 Billion | $5.13 Million/day | $- | $- | ▼ -3 days |
| 2003 | 252 days | $1.40 Billion | $5.54 Million/day | $- | $- | ▲ +60 days |
| 2002 | 192 days | $1.38 Billion | $7.16 Million/day | $- | $- | ▲ +5 days |
| 2001 | 187 days | $1.30 Billion | $6.94 Million/day | $- | $- | ▼ -92 days |
| 2000 | 279 days | $1.18 Billion | $4.25 Million/day | $- | $- | ▲ +15 days |
| 1999 | 264 days | $1.18 Billion | $4.47 Million/day | $- | $- | ▼ -26 days |
| 1998 | 290 days | $652.40 Million | $2.25 Million/day | $- | $- | ▲ +1 days |
| 1997 | 288 days | $524.60 Million | $1.82 Million/day | $- | $- | ▲ +57 days |
| 1996 | 232 days | $404.20 Million | $1.75 Million/day | $- | $- | ▲ +22 days |
| 1995 | 209 days | $390.30 Million | $1.86 Million/day | $- | $- | ▲ +53 days |
| 1994 | 156 days | $335.80 Million | $2.15 Million/day | $- | $- | ▲ +0 days |
| 1993 | 156 days | $256.50 Million | $1.64 Million/day | $- | $- | ▼ -104 days |
| 1992 | 261 days | $267.80 Million | $1.03 Million/day | $- | $- | ▲ +216 days |
| 1991 | 45 days | $20.20 Million | $448.77K/day | $- | $- | ▼ -179 days |
| 1990 | 224 days | $111.30 Million | $496.71K/day | $- | $- | ▲ +34 days |
| 1989 | 190 days | $120.20 Million | $632.33K/day | $- | $- | ▼ -38 days |
| 1988 | 228 days | $120.00 Million | $526.58K/day | $- | $- | ▼ -68 days |
| 1987 | 296 days | $136.20 Million | $459.73K/day | $- | $- | ▲ +26 days |
| 1986 | 270 days | $56.30 Million | $208.49K/day | $- | $- | ▼ -19 days |
| 1985 | 289 days | $59.40 Million | $205.75K/day | $- | $- | — |