Global Payments Inc (GPN) — Defensive Interval Ratio
Global Payments Inc (GPN) has a Defensive Interval Ratio of 151 days as of September 2025. Defensive assets of $3.48 Billion (cash $2.60 Billion, short-term investments $-, receivables $878.20 Million) cover 151 days of daily cash needs of $23.10 Million/day. Check tangible net worth ratio of Global Payments Inc to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Global Payments Inc Defensive Interval Ratio (1999–2024)
This chart shows how Global Payments Inc's Defensive Interval Ratio has evolved across 26 annual periods from 1999 to 2024. As of September 2025, the ratio stands at 151 days, meaning defensive assets of $3.48 Billion can fund 151 days of operations without new revenue. Also explore net asset growth rate of Global Payments Inc to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Global Payments Inc (1999–2024)
The table below presents the year-by-year Defensive Interval Ratio for Global Payments Inc from 1999 to 2024, covering 26 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 live market cap and the full company financial profile, see Global Payments Inc market capitalisation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (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 | $- | $- | — |