NOV Inc. (NOV) — Defensive Interval Ratio
NOV Inc. (NOV) has a Defensive Interval Ratio of 362 days as of March 2026. Defensive assets of $2.30 Billion (cash $-, short-term investments $-, receivables $2.30 Billion) cover 362 days of daily cash needs of $6.35 Million/day. See working capital position of NOV Inc. to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NOV Inc. Defensive Interval Ratio (1996–2025)
This chart shows how NOV Inc.'s Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of March 2026, the ratio stands at 362 days, meaning defensive assets of $2.30 Billion can fund 362 days of operations without new revenue. See NOV Inc. balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for NOV Inc. (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for NOV Inc. from 1996 to 2025, covering 30 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 NOV Inc. stock valuation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 584 days | $3.85 Billion | $6.59 Million/day | $1.55 Billion | $- | ▲ +20 days |
| 2024 | 564 days | $3.63 Billion | $6.43 Million/day | $1.23 Billion | $- | ▲ +45 days |
| 2023 | 519 days | $3.46 Billion | $6.67 Million/day | $816.00 Million | $- | ▼ -5 days |
| 2022 | 523 days | $3.49 Billion | $6.68 Million/day | $1.07 Billion | $- | ▼ -121 days |
| 2021 | 645 days | $3.37 Billion | $5.23 Million/day | $1.59 Billion | $- | ▼ -65 days |
| 2020 | 709 days | $3.63 Billion | $5.12 Million/day | $1.69 Billion | $51.00 Million | ▲ +112 days |
| 2019 | 597 days | $3.68 Billion | $6.16 Million/day | $1.17 Billion | $8.00 Million | ▼ -42 days |
| 2018 | 639 days | $4.10 Billion | $6.41 Million/day | $1.43 Billion | $4.00 Million | ▲ +25 days |
| 2017 | 614 days | $3.96 Billion | $6.45 Million/day | $1.44 Billion | $10.00 Million | ▲ +112 days |
| 2016 | 502 days | $4.19 Billion | $8.35 Million/day | $1.41 Billion | $32.00 Million | ▲ +143 days |
| 2015 | 359 days | $4.18 Billion | $11.64 Million/day | $- | $0.00 | ▲ +47 days |
| 2014 | 312 days | $6.29 Billion | $20.20 Million/day | $- | $0.00 | ▼ -40 days |
| 2013 | 352 days | $6.43 Billion | $18.30 Million/day | $- | $0.00 | ▼ -7 days |
| 2012 | 358 days | $5.54 Billion | $15.48 Million/day | $- | $0.00 | ▲ +97 days |
| 2011 | 262 days | $3.88 Billion | $14.84 Million/day | $- | $0.00 | ▼ -28 days |
| 2010 | 289 days | $3.24 Billion | $11.19 Million/day | $- | $0.00 | ▲ +34 days |
| 2009 | 256 days | $2.93 Billion | $11.44 Million/day | $- | $0.00 | ▲ +12 days |
| 2008 | 244 days | $3.75 Billion | $15.41 Million/day | $- | $- | ▼ -5 days |
| 2007 | 249 days | $2.74 Billion | $11.03 Million/day | $- | $- | ▼ -15 days |
| 2006 | 263 days | $1.92 Billion | $7.30 Million/day | $- | $- | ▼ -192 days |
| 2005 | 455 days | $1.48 Billion | $3.25 Million/day | $- | $- | ▲ +133 days |
| 2004 | 322 days | $706.60 Million | $2.19 Million/day | $- | $- | ▼ -50 days |
| 2003 | 372 days | $460.91 Million | $1.24 Million/day | $- | $- | ▼ -79 days |
| 2002 | 451 days | $428.12 Million | $948.54K/day | $- | $- | ▼ -52 days |
| 2001 | 503 days | $382.15 Million | $759.75K/day | $- | $- | ▲ +93 days |
| 2000 | 410 days | $295.16 Million | $719.95K/day | $- | $- | ▲ +4 days |
| 1999 | 406 days | $196.10 Million | $482.74K/day | $- | $- | ▼ -79 days |
| 1998 | 486 days | $281.30 Million | $579.18K/day | $- | $- | ▲ +99 days |
| 1997 | 387 days | $224.00 Million | $579.45K/day | $- | $- | ▲ +23 days |
| 1996 | 364 days | $102.90 Million | $283.01K/day | $- | $- | — |