Whirlpool Corporation (WHR) — Defensive Interval Ratio
Whirlpool Corporation (WHR) has a Defensive Interval Ratio of 75 days as of March 2026. Defensive assets of $1.16 Billion (cash $-, short-term investments $-, receivables $1.16 Billion) cover 75 days of daily cash needs of $15.50 Million/day. Check Whirlpool Corporation tangible equity quality to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Whirlpool Corporation Defensive Interval Ratio (1985–2025)
This chart shows how Whirlpool Corporation's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 75 days, meaning defensive assets of $1.16 Billion can fund 75 days of operations without new revenue. Also explore WHR net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Whirlpool Corporation (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for Whirlpool Corporation from 1985 to 2025, covering 41 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 Whirlpool Corporation stock valuation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 109 days | $1.95 Billion | $17.84 Million/day | $669.00 Million | $- | ▼ -20 days |
| 2024 | 129 days | $2.59 Billion | $20.06 Million/day | $1.27 Billion | $- | ▼ -34 days |
| 2023 | 163 days | $3.10 Billion | $19.04 Million/day | $1.57 Billion | $- | ▼ -53 days |
| 2022 | 216 days | $3.51 Billion | $16.25 Million/day | $1.96 Billion | $- | ▼ -47 days |
| 2021 | 264 days | $6.14 Billion | $23.32 Million/day | $3.04 Billion | $- | ▼ -1 days |
| 2020 | 264 days | $6.03 Billion | $22.82 Million/day | $2.92 Billion | $- | ▲ +83 days |
| 2019 | 181 days | $4.15 Billion | $22.93 Million/day | $1.95 Billion | $- | ▲ +41 days |
| 2018 | 140 days | $3.71 Billion | $26.52 Million/day | $1.50 Billion | $- | ▼ -29 days |
| 2017 | 168 days | $3.91 Billion | $23.21 Million/day | $1.20 Billion | $48.00 Million | ▼ -15 days |
| 2016 | 183 days | $3.84 Billion | $20.99 Million/day | $1.08 Billion | $45.00 Million | ▲ +61 days |
| 2015 | 122 days | $2.58 Billion | $21.22 Million/day | $- | $48.00 Million | ▲ +1 days |
| 2014 | 120 days | $2.77 Billion | $23.02 Million/day | $- | $0.00 | ▲ +13 days |
| 2013 | 107 days | $2.00 Billion | $18.70 Million/day | $- | $0.00 | ▼ -7 days |
| 2012 | 114 days | $2.04 Billion | $17.84 Million/day | $- | $0.00 | ▼ -8 days |
| 2011 | 122 days | $2.10 Billion | $17.25 Million/day | $- | $0.00 | ▼ -13 days |
| 2010 | 135 days | $2.28 Billion | $16.85 Million/day | $- | $0.00 | ▼ -18 days |
| 2009 | 154 days | $2.50 Billion | $16.28 Million/day | $- | $- | ▲ +16 days |
| 2008 | 138 days | $2.10 Billion | $15.24 Million/day | $- | $- | ▼ -23 days |
| 2007 | 161 days | $2.60 Billion | $16.15 Million/day | $- | $- | ▼ -1 days |
| 2006 | 163 days | $2.68 Billion | $16.44 Million/day | $- | $- | ▼ -14 days |
| 2005 | 177 days | $2.08 Billion | $11.78 Million/day | $- | $- | ▼ -10 days |
| 2004 | 186 days | $2.03 Billion | $10.92 Million/day | $- | $- | ▼ -8 days |
| 2003 | 195 days | $1.91 Billion | $9.83 Million/day | $- | $- | ▲ +9 days |
| 2002 | 185 days | $1.78 Billion | $9.60 Million/day | $- | $- | ▲ +6 days |
| 2001 | 179 days | $1.51 Billion | $8.44 Million/day | $- | $- | ▼ -14 days |
| 2000 | 193 days | $1.75 Billion | $9.05 Million/day | $- | $- | ▲ +7 days |
| 1999 | 186 days | $1.48 Billion | $7.92 Million/day | $- | $- | ▼ -5 days |
| 1998 | 191 days | $1.71 Billion | $8.95 Million/day | $- | $- | ▲ +36 days |
| 1997 | 155 days | $1.56 Billion | $10.07 Million/day | $- | $- | ▼ -59 days |
| 1996 | 215 days | $2.37 Billion | $11.02 Million/day | $- | $- | ▲ +13 days |
| 1995 | 202 days | $2.12 Billion | $10.49 Million/day | $- | $- | ▼ -26 days |
| 1994 | 228 days | $1.87 Billion | $8.19 Million/day | $- | $- | ▲ +6 days |
| 1993 | 222 days | $1.68 Billion | $7.57 Million/day | $- | $- | ▼ -10 days |
| 1992 | 231 days | $1.83 Billion | $7.91 Million/day | $- | $- | ▼ -22 days |
| 1991 | 254 days | $2.04 Billion | $8.03 Million/day | $- | $- | ▼ -6 days |
| 1990 | 260 days | $1.89 Billion | $7.26 Million/day | $- | $- | ▼ -25 days |
| 1989 | 285 days | $1.76 Billion | $6.17 Million/day | $- | $- | ▲ +8 days |
| 1988 | 277 days | $1.06 Billion | $3.83 Million/day | $- | $- | ▲ +130 days |
| 1987 | 147 days | $323.40 Million | $2.20 Million/day | $- | $- | ▼ -30 days |
| 1986 | 177 days | $260.10 Million | $1.47 Million/day | $- | $- | ▼ -38 days |
| 1985 | 214 days | $247.50 Million | $1.15 Million/day | $- | $- | — |