NCR Voyix Corporation (VYX) — Defensive Interval Ratio
NCR Voyix Corporation (VYX) has a Defensive Interval Ratio of 150 days as of March 2026. Defensive assets of $457.00 Million (cash $-, short-term investments $-, receivables $457.00 Million) cover 150 days of daily cash needs of $3.04 Million/day. Check VYX tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NCR Voyix Corporation Defensive Interval Ratio (1995–2025)
This chart shows how NCR Voyix Corporation's Defensive Interval Ratio has evolved across 31 annual periods from 1995 to 2025. As of March 2026, the ratio stands at 150 days, meaning defensive assets of $457.00 Million can fund 150 days of operations without new revenue. Also explore net asset growth rate of NCR Voyix Corporation to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for NCR Voyix Corporation (1995–2025)
The table below presents the year-by-year Defensive Interval Ratio for NCR Voyix Corporation from 1995 to 2025, covering 31 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 market cap of NCR Voyix Corporation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 240 days | $701.00 Million | $2.92 Million/day | $231.00 Million | $- | ▼ -84 days |
| 2024 | 325 days | $1.26 Billion | $3.89 Million/day | $724.00 Million | $- | ▲ +145 days |
| 2023 | 179 days | $655.00 Million | $3.65 Million/day | $262.00 Million | $-21.00 Million | ▲ +37 days |
| 2022 | 142 days | $1.05 Billion | $7.43 Million/day | $505.00 Million | $- | ▼ -41 days |
| 2021 | 183 days | $1.41 Billion | $7.69 Million/day | $447.00 Million | $- | ▼ -72 days |
| 2020 | 255 days | $1.46 Billion | $5.72 Million/day | $338.00 Million | $2.00 Million | ▲ +39 days |
| 2019 | 216 days | $1.50 Billion | $6.95 Million/day | $- | $- | ▼ -1 days |
| 2018 | 217 days | $1.35 Billion | $6.25 Million/day | $- | $- | ▼ -22 days |
| 2017 | 238 days | $1.23 Billion | $5.18 Million/day | $- | $- | ▲ +0 days |
| 2016 | 238 days | $1.28 Billion | $5.38 Million/day | $- | $- | ▼ -18 days |
| 2015 | 256 days | $1.25 Billion | $4.88 Million/day | $- | $- | ▲ +9 days |
| 2014 | 248 days | $1.40 Billion | $5.67 Million/day | $- | $- | ▼ -12 days |
| 2013 | 260 days | $1.34 Billion | $5.15 Million/day | $- | $- | ▲ +32 days |
| 2012 | 228 days | $1.09 Billion | $4.77 Million/day | $- | $- | ▼ -14 days |
| 2011 | 242 days | $1.03 Billion | $4.27 Million/day | $- | $- | ▲ +2 days |
| 2010 | 239 days | $928.00 Million | $3.88 Million/day | $- | $- | ▲ +3 days |
| 2009 | 237 days | $896.00 Million | $3.79 Million/day | $- | $- | ▲ +40 days |
| 2008 | 197 days | $913.00 Million | $4.64 Million/day | $- | $- | ▼ -82 days |
| 2007 | 278 days | $1.17 Billion | $4.19 Million/day | $- | $- | ▲ +69 days |
| 2006 | 210 days | $1.02 Billion | $4.85 Million/day | $- | $- | ▼ -80 days |
| 2005 | 290 days | $1.30 Billion | $4.51 Million/day | $- | $- | ▲ +13 days |
| 2004 | 276 days | $1.30 Billion | $4.72 Million/day | $- | $- | ▼ -8 days |
| 2003 | 284 days | $1.23 Billion | $4.33 Million/day | $- | $- | ▼ -26 days |
| 2002 | 310 days | $1.20 Billion | $3.88 Million/day | $- | $- | ▲ +39 days |
| 2001 | 271 days | $1.13 Billion | $4.16 Million/day | $- | $- | ▲ +3 days |
| 2000 | 268 days | $1.35 Billion | $5.03 Million/day | $- | $10.00 Million | ▼ -37 days |
| 1999 | 305 days | $1.39 Billion | $4.55 Million/day | $- | $192.00 Million | ▼ -35 days |
| 1998 | 340 days | $1.58 Billion | $4.66 Million/day | $- | $26.00 Million | ▲ +23 days |
| 1997 | 316 days | $1.71 Billion | $5.42 Million/day | $- | $243.00 Million | ▲ +38 days |
| 1996 | 278 days | $1.50 Billion | $5.39 Million/day | $- | $40.00 Million | ▲ +39 days |
| 1995 | 238 days | $1.91 Billion | $8.00 Million/day | $- | $- | — |