Global Payments Inc (GPN) — Defensive Interval Ratio
Global Payments Inc (GPN) has a Defensive Interval Ratio of 134 days as of June 2026. Defensive assets of $5.20 Billion (cash $-, short-term investments $-, receivables $5.20 Billion) cover 134 days of daily cash needs of $38.78 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Global Payments Inc Defensive Interval Ratio (1999–2025)
This chart shows how Global Payments Inc's Defensive Interval Ratio has evolved across 27 annual periods from 1999 to 2025. As of June 2026, the ratio stands at 134 days, meaning defensive assets of $5.20 Billion can fund 134 days of operations without new revenue. For the complete balance sheet picture, see Global Payments Inc assets under control.
Annual Defensive Interval Ratio for Global Payments Inc (1999–2025)
The table below presents the year-by-year Defensive Interval Ratio for Global Payments Inc from 1999 to 2025, covering 27 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 GPN working capital efficiency 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 | 446 days | $9.12 Billion | $20.43 Million/day | $8.34 Billion | $- | ▲ +235 days |
| 2024 | 211 days | $3.62 Billion | $17.13 Million/day | $2.54 Billion | $- | ▲ +67 days |
| 2023 | 144 days | $3.21 Billion | $22.26 Million/day | $2.09 Billion | $- | ▼ -14 days |
| 2022 | 159 days | $3.00 Billion | $18.90 Million/day | $2.00 Billion | $- | ▼ -81 days |
| 2021 | 239 days | $2.93 Billion | $12.23 Million/day | $1.98 Billion | $- | ▲ +19 days |
| 2020 | 220 days | $2.74 Billion | $12.46 Million/day | $1.95 Billion | $- | ▼ -43 days |
| 2019 | 262 days | $2.57 Billion | $9.81 Million/day | $1.68 Billion | $472.00K | ▲ +88 days |
| 2018 | 174 days | $1.56 Billion | $8.96 Million/day | $1.21 Billion | $3.20 Million | ▲ +18 days |
| 2017 | 157 days | $1.64 Billion | $10.45 Million/day | $1.34 Billion | $0.00 | ▼ -225 days |
| 2016 | 382 days | $2.98 Billion | $7.81 Million/day | $1.16 Billion | $- | ▲ +357 days |
| 2015 | 25 days | $202.94 Million | $8.26 Million/day | $- | $0.00 | ▼ -40 days |
| 2014 | 65 days | $215.38 Million | $3.32 Million/day | $- | $0.00 | ▼ -34 days |
| 2013 | 99 days | $190.59 Million | $1.93 Million/day | $- | $0.00 | ▲ +19 days |
| 2012 | 80 days | $183.99 Million | $2.29 Million/day | $- | $0.00 | ▲ +38 days |
| 2011 | 42 days | $167.45 Million | $3.96 Million/day | $- | $0.00 | ▼ -30 days |
| 2010 | 72 days | $132.48 Million | $1.84 Million/day | $- | $0.00 | ▼ -62 days |
| 2009 | 134 days | $123.44 Million | $921.03K/day | $- | $- | ▼ -35 days |
| 2008 | 169 days | $87.83 Million | $518.15K/day | $- | $- | ▼ -34 days |
| 2007 | 204 days | $79.81 Million | $391.44K/day | $- | $- | ▲ +37 days |
| 2006 | 167 days | $68.38 Million | $410.01K/day | $- | $- | ▼ -65 days |
| 2005 | 231 days | $158.19 Million | $683.41K/day | $- | $- | ▲ +157 days |
| 2004 | 74 days | $46.04 Million | $620.35K/day | $- | $- | ▼ -354 days |
| 2003 | 429 days | $113.61 Million | $265.10K/day | $- | $- | ▲ +248 days |
| 2002 | 181 days | $48.07 Million | $265.77K/day | $- | $- | ▼ -140 days |
| 2001 | 321 days | $116.36 Million | $362.97K/day | $- | $- | ▲ +0 days |
| 2000 | 321 days | $116.36 Million | $362.97K/day | $- | $- | ▲ +143 days |
| 1999 | 178 days | $67.14 Million | $377.13K/day | $- | $- | — |