United Fire Group Inc Strategic Asset Allocation Index
United Fire Group Inc strategic asset allocation index. United Fire Group Inc (UFCS) has a Strategic Asset Allocation Index of 233.6% as of June 2026. Strategic assets (PP&E of $- plus long-term investments of $2.28 Billion) total $2.28 Billion, measured against net assets of $977.34 Million. A higher index reflects capital-intensive or investment-heavy strategies where strategic assets dominate the equity base. See debt-free asset ratio of United Fire Group Inc to measure how much of total assets are equity-financed.
SAAI
Strategic Assets
PP&E
Net Assets
Strategic Asset Allocation Index of United Fire Group Inc (2000–2025)
Strategic asset allocation index of United Fire Group Inc from 2000 to 2025. This chart shows how United Fire Group Inc's Strategic Asset Allocation Index has evolved across 25 annual periods from 2000 to 2025. As of June 2026, the index stands at 233.6%, representing strategic assets of $2.28 Billion against net assets of $977.34 Million USD. Check tangible equity quality of United Fire Group Inc to evaluate the tangible quality of the company's equity base.
United Fire Group Inc Strategic Asset Allocation Index by Year (2000–2025)
United Fire Group Inc strategic asset allocation index by year from 2000 to 2025. The table below presents the year-by-year Strategic Asset Allocation Index for United Fire Group Inc from 2000 to 2025, covering 25 annual filings. Each row shows PP&E, long-term investments, strategic assets combined, net assets, the index percentage, and the change in percentage points compared to the prior year. For live market cap and overall valuation, see UFCS stock market capitalisation.
| Year | SAAI | Strategic Assets (USD) | PP&E | LT Investments | Net Assets | Change (pp) |
|---|---|---|---|---|---|---|
| 2025 | 234.3% | $2.21 Billion | $- | $2.21 Billion | $941.17 Million | ▼ -4.8 pp |
| 2024 | 239.1% | $1.87 Billion | $- | $1.87 Billion | $781.53 Million | ▲ +1.7 pp |
| 2023 | 237.4% | $1.74 Billion | $- | $1.74 Billion | $733.75 Million | ▼ -16.7 pp |
| 2022 | 254.1% | $1.88 Billion | $159.59 Million | $1.72 Billion | $740.11 Million | ▲ +178.6 pp |
| 2021 | 75.5% | $2.22 Billion | $137.70 Million | $2.08 Billion | $2.94 Billion | ▼ -1.1 pp |
| 2020 | 76.6% | $2.29 Billion | $129.87 Million | $2.16 Billion | $2.99 Billion | ▼ -174.6 pp |
| 2019 | 251.2% | $2.29 Billion | $116.99 Million | $2.17 Billion | $910.47 Million | ▲ +5.0 pp |
| 2018 | 246.2% | $2.19 Billion | $97.19 Million | $2.09 Billion | $888.38 Million | ▲ +43.6 pp |
| 2017 | 202.6% | $1.97 Billion | $68.99 Million | $1.90 Billion | $973.37 Million | ▼ -152.7 pp |
| 2016 | 355.3% | $3.35 Billion | $55.52 Million | $3.29 Billion | $941.88 Million | ▼ -11.2 pp |
| 2015 | 366.5% | $3.22 Billion | $53.24 Million | $3.17 Billion | $878.90 Million | ▼ -30.6 pp |
| 2014 | 397.1% | $3.25 Billion | $49.25 Million | $3.20 Billion | $817.41 Million | ▼ -2.1 pp |
| 2013 | 399.2% | $3.13 Billion | $47.22 Million | $3.08 Billion | $782.83 Million | ▼ -28.4 pp |
| 2012 | 427.6% | $3.12 Billion | $43.09 Million | $3.07 Billion | $729.18 Million | ▼ -1.3 pp |
| 2011 | 428.9% | $2.99 Billion | $45.64 Million | $2.94 Billion | $696.14 Million | ▲ +425.9 pp |
| 2010 | 3.0% | $21.55 Million | $21.55 Million | $- | $716.42 Million | ▼ -20.3 pp |
| 2009 | 23.3% | $22.28 Million | $22.28 Million | $- | $95.45 Million | ▼ -198.1 pp |
| 2008 | 221.4% | $15.28 Million | $15.28 Million | $- | $6.90 Million | ▲ +220.0 pp |
| 2007 | 1.4% | $10.79 Million | $10.79 Million | $- | $751.50 Million | ▼ -0.4 pp |
| 2006 | 1.9% | $12.66 Million | $12.66 Million | $- | $680.81 Million | ▼ -0.4 pp |
| 2005 | 2.2% | $11.15 Million | $11.15 Million | $- | $500.21 Million | ▼ -0.3 pp |
| 2004 | 2.5% | $12.94 Million | $12.94 Million | $- | $518.00 Million | ▼ -1.6 pp |
| 2003 | 4.1% | $18.09 Million | $18.09 Million | $- | $439.38 Million | ▼ -0.4 pp |
| 2002 | 4.5% | $15.92 Million | $15.92 Million | $- | $355.55 Million | ▼ -1.7 pp |
| 2000 | 6.2% | $16.73 Million | $16.73 Million | $- | $269.04 Million | — |