Whirlpool Corporation (WHR) — Defensive Interval Ratio
Whirlpool Corporation (WHR) has a Defensive Interval Ratio of 90 days as of June 2026. Defensive assets of $1.24 Billion (cash $-, short-term investments $-, receivables $1.24 Billion) cover 90 days of daily cash needs of $13.71 Million/day.
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 June 2026, the ratio stands at 90 days, meaning defensive assets of $1.24 Billion can fund 90 days of operations without new revenue. For the complete balance sheet picture, see Whirlpool Corporation balance sheet assets.
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. See WHR 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 | 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 | $- | $- | — |