United Community Banks, Inc. (UCB) — Defensive Interval Ratio
United Community Banks, Inc. (UCB) has a Defensive Interval Ratio of 4163 days as of June 2026. Defensive assets of $4.11 Billion (cash $-, short-term investments $4.11 Billion, receivables $-) cover 4163 days of daily cash needs of $986.30K/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
United Community Banks, Inc. Defensive Interval Ratio (1996–2025)
This chart shows how United Community Banks, Inc.'s Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of June 2026, the ratio stands at 4163 days, meaning defensive assets of $4.11 Billion can fund 4163 days of operations without new revenue. For the complete balance sheet picture, see UCB current and non-current assets.
Annual Defensive Interval Ratio for United Community Banks, Inc. (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for United Community Banks, 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. See UCB working capital ratio 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 | 16465 days | $3.83 Billion | $232.88K/day | $- | $3.75 Billion | ▲ +16396 days |
| 2024 | 70 days | $4.52 Billion | $64.81 Million/day | $- | $4.44 Billion | ▲ +16 days |
| 2023 | 54 days | $3.42 Billion | $63.86 Million/day | $- | $3.33 Billion | ▼ -12 days |
| 2022 | 66 days | $3.69 Billion | $56.15 Million/day | $- | $3.61 Billion | ▼ -24 days |
| 2021 | 90 days | $4.54 Billion | $50.55 Million/day | $- | $4.50 Billion | ▲ +12 days |
| 2020 | 77 days | $3.27 Billion | $42.28 Million/day | $- | $3.22 Billion | ▲ +1 days |
| 2019 | 76 days | $2.31 Billion | $30.28 Million/day | $- | $2.27 Billion | ▼ -14 days |
| 2018 | 90 days | $2.66 Billion | $29.65 Million/day | $- | $2.63 Billion | ▼ -7 days |
| 2017 | 97 days | $2.65 Billion | $27.29 Million/day | $- | $2.62 Billion | ▼ -6 days |
| 2016 | 103 days | $2.46 Billion | $23.89 Million/day | $- | $2.43 Billion | ▼ -3 days |
| 2015 | 106 days | $2.32 Billion | $21.85 Million/day | $- | $2.29 Billion | ▲ +3 days |
| 2014 | 103 days | $1.80 Billion | $17.51 Million/day | $- | $1.78 Billion | ▼ -3 days |
| 2013 | 106 days | $1.85 Billion | $17.42 Million/day | $- | $1.83 Billion | ▼ -5 days |
| 2012 | 111 days | $1.85 Billion | $16.70 Million/day | $- | $1.83 Billion | ▲ +7 days |
| 2011 | 104 days | $1.81 Billion | $17.37 Million/day | $- | $1.79 Billion | ▲ +103 days |
| 2010 | 1 days | $24.30 Million | $18.09 Million/day | $- | $- | ▼ 0 days |
| 2009 | 2 days | $33.87 Million | $18.56 Million/day | $- | $- | ▼ -1 days |
| 2008 | 2 days | $46.09 Million | $19.77 Million/day | $- | $- | ▼ -1 days |
| 2007 | 3 days | $62.83 Million | $18.40 Million/day | $- | $- | ▼ 0 days |
| 2006 | 4 days | $58.29 Million | $16.00 Million/day | $- | $- | ▲ +1 days |
| 2005 | 3 days | $37.20 Million | $13.18 Million/day | $- | $- | ▲ +0 days |
| 2004 | 2 days | $27.92 Million | $11.49 Million/day | $- | $- | ▲ +0 days |
| 2003 | 2 days | $20.96 Million | $9.01 Million/day | $- | $- | ▼ 0 days |
| 2002 | 3 days | $20.27 Million | $7.94 Million/day | $- | $- | ▼ -1 days |
| 2001 | 3 days | $22.54 Million | $6.81 Million/day | $- | $- | ▼ -1 days |
| 2000 | 4 days | $25.38 Million | $5.68 Million/day | $- | $- | ▲ +1 days |
| 1999 | 4 days | $19.95 Million | $5.27 Million/day | $- | $- | ▲ +0 days |
| 1998 | 3 days | $13.33 Million | $4.05 Million/day | $- | $- | ▼ -1 days |
| 1997 | 4 days | $10.98 Million | $2.79 Million/day | $- | $- | ▲ +0 days |
| 1996 | 4 days | $7.78 Million | $1.99 Million/day | $- | $- | — |