Global Payments Inc Defensive Interval Ratio
Global Payments Inc 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. Explore GPN strategic capital deployment ratio to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Global Payments Inc (1999–2025)
Defensive interval ratio of Global Payments Inc from 1999 to 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. Read Global Payments Inc balance sheet liabilities for a breakdown of total debt and financial obligations.
Global Payments Inc Defensive Interval Ratio by Year (1999–2025)
Global Payments Inc defensive interval ratio by year from 1999 to 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. For the complete balance sheet picture, see GPN total asset value.
| 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 | $- | $- | — |