NRG Energy Inc. (NRG) — Defensive Interval Ratio
NRG Energy Inc. (NRG) has a Defensive Interval Ratio of 211 days as of March 2026. Defensive assets of $6.86 Billion (cash $-, short-term investments $3.08 Billion, receivables $3.78 Billion) cover 211 days of daily cash needs of $32.46 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NRG Energy Inc. Defensive Interval Ratio (1997–2025)
This chart shows how NRG Energy Inc.'s Defensive Interval Ratio has evolved across 29 annual periods from 1997 to 2025. As of March 2026, the ratio stands at 211 days, meaning defensive assets of $6.86 Billion can fund 211 days of operations without new revenue. For the complete balance sheet picture, see NRG Energy Inc. (NRG) total assets.
Annual Defensive Interval Ratio for NRG Energy Inc. (1997–2025)
The table below presents the year-by-year Defensive Interval Ratio for NRG Energy Inc. 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. See NRG working capital efficiency 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 | 498 days | $10.96 Billion | $22.00 Million/day | $4.71 Billion | $2.19 Billion | ▲ +314 days |
| 2024 | 184 days | $4.45 Billion | $24.15 Million/day | $966.00 Million | $- | ▲ +28 days |
| 2023 | 157 days | $4.08 Billion | $26.03 Million/day | $541.00 Million | $-6.00 Million | ▲ +10 days |
| 2022 | 146 days | $5.20 Billion | $35.57 Million/day | $430.00 Million | $- | ▼ -47 days |
| 2021 | 193 days | $4.18 Billion | $21.68 Million/day | $250.00 Million | $- | ▼ -724 days |
| 2020 | 917 days | $4.81 Billion | $5.25 Million/day | $3.90 Billion | $- | ▲ +572 days |
| 2019 | 345 days | $2.23 Billion | $6.46 Million/day | $345.00 Million | $860.00 Million | ▲ +101 days |
| 2018 | 244 days | $1.60 Billion | $6.57 Million/day | $563.00 Million | $17.00 Million | ▲ +40 days |
| 2017 | 204 days | $1.85 Billion | $9.09 Million/day | $767.00 Million | $8.00 Million | ▼ -52 days |
| 2016 | 256 days | $3.08 Billion | $12.01 Million/day | $938.00 Million | $1.07 Billion | ▼ -52 days |
| 2015 | 308 days | $3.69 Billion | $11.99 Million/day | $- | $2.48 Billion | ▲ +189 days |
| 2014 | 120 days | $1.59 Billion | $13.31 Million/day | $- | $63.00 Million | ▼ -44 days |
| 2013 | 164 days | $1.89 Billion | $11.52 Million/day | $- | $63.00 Million | ▲ +32 days |
| 2012 | 132 days | $1.69 Billion | $12.81 Million/day | $- | $488.00 Million | ▲ +39 days |
| 2011 | 92 days | $1.43 Billion | $15.54 Million/day | $- | $258.00 Million | ▼ -40 days |
| 2010 | 132 days | $1.53 Billion | $11.56 Million/day | $- | $408.00 Million | ▼ -22 days |
| 2009 | 154 days | $1.59 Billion | $10.31 Million/day | $- | $177.00 Million | ▲ +83 days |
| 2008 | 71 days | $1.29 Billion | $18.03 Million/day | $- | $754.00 Million | ▼ -15 days |
| 2007 | 87 days | $541.00 Million | $6.24 Million/day | $- | $29.00 Million | ▲ +1 days |
| 2006 | 86 days | $476.00 Million | $5.57 Million/day | $- | $44.00 Million | ▲ +1 days |
| 2005 | 84 days | $313.00 Million | $3.72 Million/day | $- | $64.00 Million | ▼ -44 days |
| 2004 | 128 days | $382.82 Million | $2.98 Million/day | $- | $112.82 Million | ▼ -60 days |
| 2003 | 188 days | $1.05 Billion | $5.55 Million/day | $- | $116.07 Million | ▲ +167 days |
| 2002 | 21 days | $569.56 Million | $26.84 Million/day | $- | $282.58 Million | ▼ -74 days |
| 2001 | 95 days | $508.73 Million | $5.34 Million/day | $- | $161.84 Million | ▼ -146 days |
| 2000 | 241 days | $372.48 Million | $1.54 Million/day | $- | $12.13 Million | ▲ +153 days |
| 1999 | 88 days | $126.66 Million | $1.44 Million/day | $- | $- | ▼ -449 days |
| 1998 | 537 days | $74.38 Million | $138.49K/day | $- | $- | ▲ +341 days |
| 1997 | 196 days | $97.23 Million | $496.13K/day | $- | $- | — |