GlaxoSmithKline PLC ADR (GSK) — Defensive Interval Ratio
GlaxoSmithKline PLC ADR (GSK) has a Defensive Interval Ratio of 137 days as of June 2026. Defensive assets of $8.03 Billion (cash $-, short-term investments $993.96K, receivables $8.03 Billion) cover 137 days of daily cash needs of $58.64 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
GlaxoSmithKline PLC ADR Defensive Interval Ratio (1985–2025)
This chart shows how GlaxoSmithKline PLC ADR's Defensive Interval Ratio has evolved across 40 annual periods from 1985 to 2025. As of June 2026, the ratio stands at 137 days, meaning defensive assets of $8.03 Billion can fund 137 days of operations without new revenue. For the complete balance sheet picture, see GSK current and non-current assets.
Annual Defensive Interval Ratio for GlaxoSmithKline PLC ADR (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for GlaxoSmithKline PLC ADR from 1985 to 2025, covering 40 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 how liquid is GlaxoSmithKline PLC ADR's working capital 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 | 173 days | $10.14 Billion | $58.50 Million/day | $2.39 Billion | $8.98 Million | ▲ +26 days |
| 2024 | 148 days | $8.77 Billion | $59.44 Million/day | $2.75 Billion | $21.00 Million | ▼ -47 days |
| 2023 | 194 days | $14.30 Billion | $73.58 Million/day | $2.00 Billion | $2.86 Billion | ▼ -31 days |
| 2022 | 226 days | $14.10 Billion | $62.49 Million/day | $3.72 Billion | $4.15 Billion | ▲ +101 days |
| 2021 | 125 days | $10.96 Billion | $87.84 Million/day | $- | $82.62 Million | ▲ +4 days |
| 2020 | 121 days | $10.04 Billion | $82.95 Million/day | $- | $106.62 Million | ▲ +11 days |
| 2019 | 110 days | $9.57 Billion | $87.29 Million/day | $- | $104.66 Million | ▲ +6 days |
| 2018 | 104 days | $6.41 Billion | $61.62 Million/day | $- | $84.00 Million | ▲ +21 days |
| 2017 | 83 days | $6.03 Billion | $72.79 Million/day | $- | $78.00 Million | ▼ -33 days |
| 2016 | 115 days | $6.01 Billion | $52.06 Million/day | $- | $89.00 Million | ▲ +8 days |
| 2015 | 108 days | $3.95 Billion | $36.76 Million/day | $- | $75.00 Million | ▼ -17 days |
| 2014 | 125 days | $4.55 Billion | $36.42 Million/day | $- | $69.00 Million | ▼ -14 days |
| 2013 | 139 days | $5.22 Billion | $37.47 Million/day | $- | $66.00 Million | ▲ +3 days |
| 2012 | 136 days | $5.14 Billion | $37.85 Million/day | $- | $81.00 Million | ▲ +2 days |
| 2011 | 134 days | $5.50 Billion | $41.12 Million/day | $- | $184.00 Million | ▼ -36 days |
| 2010 | 170 days | $5.87 Billion | $34.56 Million/day | $- | $277.00 Million | ▼ -30 days |
| 2009 | 200 days | $6.64 Billion | $33.20 Million/day | $- | $397.00 Million | ▼ -42 days |
| 2008 | 243 days | $6.66 Billion | $27.44 Million/day | $- | $391.00 Million | ▲ +6 days |
| 2007 | 237 days | $6.71 Billion | $28.34 Million/day | $- | $1.15 Billion | ▼ -92 days |
| 2006 | 328 days | $6.54 Billion | $19.90 Million/day | $- | $1.03 Billion | ▲ +104 days |
| 2005 | 224 days | $5.85 Billion | $26.06 Million/day | $- | $1.02 Billion | ▼ -66 days |
| 2004 | 290 days | $6.93 Billion | $23.89 Million/day | $- | $1.51 Billion | ▼ -18 days |
| 2003 | 308 days | $7.24 Billion | $23.52 Million/day | $- | $2.49 Billion | ▼ 0 days |
| 2002 | 308 days | $7.44 Billion | $24.13 Million/day | $- | $1.42 Billion | ▲ +71 days |
| 2001 | 237 days | $6.14 Billion | $25.89 Million/day | $- | $1.60 Billion | ▼ -65 days |
| 2000 | 302 days | $7.51 Billion | $24.89 Million/day | $- | $2.31 Billion | ▲ +8 days |
| 1999 | 294 days | $4.24 Billion | $14.42 Million/day | $- | $1.75 Billion | ▼ -61 days |
| 1998 | 355 days | $4.03 Billion | $11.36 Million/day | $- | $1.65 Billion | ▲ +12 days |
| 1997 | 343 days | $3.65 Billion | $10.65 Million/day | $- | $1.45 Billion | ▲ +60 days |
| 1996 | 283 days | $3.22 Billion | $11.38 Million/day | $- | $1.00 Billion | ▲ +85 days |
| 1995 | 199 days | $2.98 Billion | $14.98 Million/day | $- | $1.04 Billion | ▼ -469 days |
| 1993 | 668 days | $3.90 Billion | $5.84 Million/day | $- | $2.71 Billion | ▲ +66 days |
| 1992 | 602 days | $3.63 Billion | $6.03 Million/day | $- | $2.43 Billion | ▼ -29 days |
| 1991 | 631 days | $2.71 Billion | $4.30 Million/day | $- | $1.73 Billion | ▲ +92 days |
| 1990 | 539 days | $3.00 Billion | $5.55 Million/day | $- | $2.10 Billion | ▲ +1 days |
| 1989 | 539 days | $2.08 Billion | $3.85 Million/day | $- | $1.33 Billion | ▼ -6 days |
| 1988 | 545 days | $1.29 Billion | $2.36 Million/day | $- | $719.00 Million | ▼ -142 days |
| 1987 | 687 days | $1.64 Billion | $2.38 Million/day | $- | $1.13 Billion | ▼ -4 days |
| 1986 | 691 days | $1.35 Billion | $1.95 Million/day | $- | $912.00 Million | ▲ +97 days |
| 1985 | 594 days | $910.00 Million | $1.53 Million/day | $- | $557.00 Million | — |