Gulfport Energy Operating Corp (GPOR) — Defensive Interval Ratio
Gulfport Energy Operating Corp (GPOR) has a Defensive Interval Ratio of 117 days as of March 2026. Defensive assets of $128.99 Million (cash $-, short-term investments $-, receivables $128.99 Million) cover 117 days of daily cash needs of $1.10 Million/day. See Gulfport Energy Operating Corp (GPOR) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Gulfport Energy Operating Corp Defensive Interval Ratio (1997–2025)
This chart shows how Gulfport Energy Operating Corp's Defensive Interval Ratio has evolved across 29 annual periods from 1997 to 2025. As of March 2026, the ratio stands at 117 days, meaning defensive assets of $128.99 Million can fund 117 days of operations without new revenue. See GPOR net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Gulfport Energy Operating Corp (1997–2025)
The table below presents the year-by-year Defensive Interval Ratio for Gulfport Energy Operating Corp from 1997 to 2025, covering 29 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 market cap of Gulfport Energy Operating Corp.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 54 days | $54.44 Million | $999.44K/day | $- | $45.16 Million | ▼ -119 days |
| 2024 | 174 days | $164.67 Million | $946.60K/day | $- | $- | ▼ -227 days |
| 2023 | 400 days | $377.93 Million | $943.71K/day | $- | $233.23 Million | ▲ +222 days |
| 2022 | 178 days | $387.39 Million | $2.17 Million/day | $- | $87.51 Million | ▲ +33 days |
| 2021 | 146 days | $253.24 Million | $1.74 Million/day | $- | $- | ▲ +32 days |
| 2020 | 114 days | $159.22 Million | $1.40 Million/day | $- | $27.15 Million | ▼ -125 days |
| 2019 | 239 days | $295.39 Million | $1.24 Million/day | $- | $126.20 Million | ▲ +67 days |
| 2018 | 172 days | $254.05 Million | $1.48 Million/day | $- | $21.35 Million | ▲ +10 days |
| 2017 | 162 days | $261.06 Million | $1.61 Million/day | $- | $78.85 Million | ▲ +29 days |
| 2016 | 133 days | $140.26 Million | $1.05 Million/day | $- | $3.49 Million | ▼ -115 days |
| 2015 | 248 days | $214.68 Million | $867.17K/day | $- | $142.79 Million | ▲ +81 days |
| 2014 | 167 days | $182.29 Million | $1.09 Million/day | $- | $78.39 Million | ▲ +55 days |
| 2013 | 112 days | $62.64 Million | $558.74K/day | $- | $324.00K | ▼ -2004769 days |
| 2012 | 2004881 days | $664.06 Billion | $331.22K/day | $- | $664.00 Billion | ▼ -11088054 days |
| 2011 | 13092935 days | $1.60 Trillion | $122.28K/day | $- | $1.60 Trillion | ▲ +13092819 days |
| 2010 | 116 days | $15.53 Million | $134.05K/day | $- | $- | ▲ +34 days |
| 2009 | 81 days | $9.63 Million | $118.33K/day | $- | $- | ▼ -89 days |
| 2008 | 170 days | $13.64 Million | $80.06K/day | $- | $- | ▲ +58 days |
| 2007 | 113 days | $12.72 Million | $112.70K/day | $- | $- | ▼ -60 days |
| 2006 | 172 days | $12.33 Million | $71.53K/day | $- | $- | ▼ -174 days |
| 2005 | 346 days | $9.03 Million | $26.09K/day | $- | $- | ▲ +2 days |
| 2004 | 344 days | $4.58 Million | $13.32K/day | $- | $- | ▲ +244 days |
| 2003 | 100 days | $1.72 Million | $17.22K/day | $- | $- | ▼ -402 days |
| 2002 | 502 days | $4.40 Million | $8.78K/day | $- | $- | ▲ +434 days |
| 2001 | 68 days | $1.26 Million | $18.51K/day | $- | $- | ▼ -112 days |
| 2000 | 180 days | $3.61 Million | $20.01K/day | $- | $- | ▲ +97 days |
| 1999 | 83 days | $2.10 Million | $25.21K/day | $- | $- | ▲ +14 days |
| 1998 | 70 days | $1.66 Million | $23.79K/day | $- | $- | ▼ -117 days |
| 1997 | 187 days | $4.36 Million | $23.39K/day | $- | $- | — |