JPMorgan Chase & Co (JPM) — Defensive Interval Ratio
JPMorgan Chase & Co (JPM) has a Defensive Interval Ratio of 277 days as of June 2026. Defensive assets of $2.86 Trillion (cash $-, short-term investments $2.31 Trillion, receivables $542.43 Billion) cover 277 days of daily cash needs of $10.32 Billion/day. For the complete balance sheet picture, see JPMorgan Chase & Co asset portfolio.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
JPMorgan Chase & Co Defensive Interval Ratio (1989–2025)
This chart shows how JPMorgan Chase & Co's Defensive Interval Ratio has evolved across 37 annual periods from 1989 to 2025. As of June 2026, the ratio stands at 277 days, meaning defensive assets of $2.86 Trillion can fund 277 days of operations without new revenue. Check JPM financial resilience to evaluate the company's liquid asset resilience ratio.
Annual Defensive Interval Ratio for JPMorgan Chase & Co (1989–2025)
The table below presents the year-by-year Defensive Interval Ratio for JPMorgan Chase & Co from 1989 to 2025, covering 37 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 3487 days | $618.80 Billion | $177.47 Million/day | $- | $507.20 Billion | ▲ +3307 days |
| 2024 | 180 days | $1.51 Trillion | $8.42 Billion/day | $- | $1.19 Trillion | ▲ +143 days |
| 2023 | 37 days | $299.85 Billion | $8.12 Billion/day | $- | $192.49 Billion | ▼ -2 days |
| 2022 | 38 days | $321.89 Billion | $8.37 Billion/day | $- | $196.70 Billion | ▼ -7 days |
| 2021 | 46 days | $392.83 Billion | $8.57 Billion/day | $- | $290.26 Billion | ▼ -12 days |
| 2020 | 58 days | $446.45 Billion | $7.67 Billion/day | $- | $355.95 Billion | ▼ -13 days |
| 2019 | 71 days | $413.24 Billion | $5.78 Billion/day | $- | $340.37 Billion | ▲ +18 days |
| 2018 | 54 days | $303.59 Billion | $5.64 Billion/day | $- | $230.39 Billion | ▲ +4 days |
| 2017 | 50 days | $269.95 Billion | $5.38 Billion/day | $- | $202.22 Billion | ▼ -6 days |
| 2016 | 56 days | $291.22 Billion | $5.20 Billion/day | $- | $238.89 Billion | ▼ -7 days |
| 2015 | 63 days | $288.36 Billion | $4.61 Billion/day | $- | $241.75 Billion | ▼ -8 days |
| 2014 | 71 days | $368.83 Billion | $5.23 Billion/day | $- | $298.75 Billion | ▼ -566 days |
| 2013 | 636 days | $439.82 Billion | $691.34 Million/day | $- | $308.90 Billion | ▼ -2732 days |
| 2012 | 3368 days | $510.96 Billion | $151.69 Million/day | $- | $375.05 Billion | ▼ -299 days |
| 2011 | 3667 days | $518.74 Billion | $141.45 Million/day | $- | $364.78 Billion | ▲ +2839 days |
| 2010 | 829 days | $466.95 Billion | $563.54 Million/day | $- | $316.32 Billion | ▲ +726 days |
| 2009 | 102 days | $427.79 Billion | $4.19 Billion/day | $- | $360.37 Billion | ▲ +41 days |
| 2008 | 61 days | $266.90 Billion | $4.40 Billion/day | $- | $205.91 Billion | ▲ +26 days |
| 2007 | 35 days | $110.23 Billion | $3.17 Billion/day | $- | $85.41 Billion | ▼ -9 days |
| 2006 | 43 days | $114.81 Billion | $2.65 Billion/day | $- | $91.92 Billion | ▲ +8 days |
| 2005 | 36 days | $82.07 Billion | $2.30 Billion/day | $- | $29.91 Billion | ▼ -181 days |
| 2004 | 217 days | $443.30 Billion | $2.05 Billion/day | $- | $390.17 Billion | ▼ -29 days |
| 2003 | 246 days | $342.10 Billion | $1.39 Billion/day | $- | $329.74 Billion | ▲ +23 days |
| 2002 | 223 days | $328.25 Billion | $1.47 Billion/day | $- | $314.11 Billion | ▲ +27 days |
| 2001 | 196 days | $267.93 Billion | $1.37 Billion/day | $- | $253.13 Billion | ▼ -29 days |
| 2000 | 225 days | $305.71 Billion | $1.36 Billion/day | $- | $285.10 Billion | ▲ +123 days |
| 1999 | 101 days | $89.60 Billion | $883.84 Million/day | $- | $87.09 Billion | ▲ +0 days |
| 1998 | 101 days | $78.50 Billion | $776.40 Million/day | $- | $76.18 Billion | ▼ -41 days |
| 1997 | 142 days | $106.68 Billion | $750.53 Million/day | $- | $103.32 Billion | ▲ +13 days |
| 1996 | 129 days | $91.94 Billion | $714.60 Million/day | $- | $88.92 Billion | ▲ +9 days |
| 1995 | 120 days | $45.38 Billion | $378.69 Million/day | $- | $44.05 Billion | ▲ +3 days |
| 1994 | 117 days | $42.79 Billion | $366.60 Million/day | $- | $41.60 Billion | ▲ +49 days |
| 1993 | 68 days | $23.34 Billion | $344.24 Million/day | $- | $22.23 Billion | ▲ +27 days |
| 1992 | 41 days | $13.25 Billion | $326.56 Million/day | $- | $12.16 Billion | ▼ -4 days |
| 1991 | 45 days | $14.95 Billion | $335.02 Million/day | $- | $13.76 Billion | ▲ +7 days |
| 1990 | 37 days | $6.41 Billion | $172.69 Million/day | $- | $5.45 Billion | ▼ -2 days |
| 1989 | 39 days | $6.67 Billion | $171.00 Million/day | $- | $5.56 Billion | — |