Yum! Brands Inc (YUM) — Defensive Interval Ratio
Yum! Brands Inc (YUM) has a Defensive Interval Ratio of 97 days as of March 2026. Defensive assets of $828.00 Million (cash $-, short-term investments $-, receivables $828.00 Million) cover 97 days of daily cash needs of $8.54 Million/day. See Yum! Brands Inc (YUM) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Yum! Brands Inc Defensive Interval Ratio (1997–2025)
This chart shows how Yum! Brands Inc's Defensive Interval Ratio has evolved across 29 annual periods from 1997 to 2025. As of March 2026, the ratio stands at 97 days, meaning defensive assets of $828.00 Million can fund 97 days of operations without new revenue. See debt-free asset ratio of Yum! Brands Inc to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Yum! Brands Inc (1997–2025)
The table below presents the year-by-year Defensive Interval Ratio for Yum! Brands 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. For live market cap and the full company financial profile, see YUM market cap.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 373 days | $1.55 Billion | $4.15 Million/day | $709.00 Million | $0.00 | ▼ -69 days |
| 2024 | 442 days | $1.54 Billion | $3.48 Million/day | $616.00 Million | $91.00 Million | ▲ +73 days |
| 2023 | 370 days | $1.29 Billion | $3.50 Million/day | $512.00 Million | $24.00 Million | ▲ +134 days |
| 2022 | 235 days | $1.07 Billion | $4.56 Million/day | $367.00 Million | $26.00 Million | ▼ -57 days |
| 2021 | 292 days | $1.13 Billion | $3.88 Million/day | $486.00 Million | $- | ▲ +9 days |
| 2020 | 283 days | $1.30 Billion | $4.59 Million/day | $730.00 Million | $- | ▼ -9 days |
| 2019 | 292 days | $1.23 Billion | $4.22 Million/day | $605.00 Million | $6.00 Million | ▲ +37 days |
| 2018 | 255 days | $910.00 Million | $3.56 Million/day | $292.00 Million | $21.00 Million | ▼ -253 days |
| 2017 | 508 days | $2.11 Billion | $4.14 Million/day | $1.52 Billion | $9.00 Million | ▲ +190 days |
| 2016 | 318 days | $1.19 Billion | $3.75 Million/day | $725.00 Million | $55.00 Million | ▲ +275 days |
| 2015 | 43 days | $363.00 Million | $8.46 Million/day | $- | $0.00 | ▼ -15 days |
| 2014 | 58 days | $380.00 Million | $6.61 Million/day | $- | $0.00 | ▼ -8 days |
| 2013 | 66 days | $408.00 Million | $6.21 Million/day | $- | $0.00 | ▲ +6 days |
| 2012 | 59 days | $356.00 Million | $5.99 Million/day | $- | $0.00 | ▼ -6 days |
| 2011 | 65 days | $436.00 Million | $6.71 Million/day | $- | $0.00 | ▲ +27 days |
| 2010 | 38 days | $256.00 Million | $6.71 Million/day | $- | $0.00 | ▼ -15 days |
| 2009 | 53 days | $239.00 Million | $4.53 Million/day | $- | $0.00 | ▲ +3 days |
| 2008 | 50 days | $229.00 Million | $4.59 Million/day | $- | $- | ▼ -17 days |
| 2007 | 67 days | $378.00 Million | $5.65 Million/day | $- | $153.00 Million | ▲ +19 days |
| 2006 | 48 days | $226.00 Million | $4.72 Million/day | $- | $6.00 Million | ▼ -16 days |
| 2005 | 63 days | $279.00 Million | $4.40 Million/day | $- | $43.00 Million | ▼ -2 days |
| 2004 | 65 days | $246.00 Million | $3.77 Million/day | $- | $54.00 Million | ▲ +19 days |
| 2003 | 46 days | $184.00 Million | $4.00 Million/day | $- | $15.00 Million | ▼ -1 days |
| 2002 | 47 days | $195.00 Million | $4.16 Million/day | $- | $27.00 Million | ▲ +1 days |
| 2001 | 45 days | $225.00 Million | $4.95 Million/day | $- | $35.00 Million | ▼ -64 days |
| 2000 | 110 days | $365.00 Million | $3.33 Million/day | $- | $63.00 Million | ▲ +51 days |
| 1999 | 59 days | $209.00 Million | $3.56 Million/day | $- | $48.00 Million | ▼ -1 days |
| 1998 | 60 days | $242.00 Million | $4.04 Million/day | $- | $87.00 Million | ▲ +18 days |
| 1997 | 42 days | $182.00 Million | $4.33 Million/day | $- | $33.00 Million | — |