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RLI RLI Cash & Equivalents

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$47.48M+22.0%

Other financials

Income statement

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Revenue$575.6M+15.2%
Net income$168.0M+35.1%
EPS (diluted)$1.82+35.8%

Balance sheet

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Total debt$318.7M+179%
Total equity$1.8B+1.0%
Total assets$6.4B+7.0%

Cash flow

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Operating cash flow$145.2M-16.9%
CapEx$2.8M+114%
Free cash flow$142.4M-17.9%

Valuation

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Market cap$5.91B-5.4%
Enterprise value$6.19B-2.3%
P/E13.5×-5.8×
P/S-0.4×

Profitability

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Net margin22.2%+4.4pp
FCF margin26.2%-8.1pp

Returns & leverage

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Return on equity25.2%+5.7pp
Debt / equity0.2×+0.1×

Where this comes from

Reported directly by RLI in its filing.

Tagged under the XBRL concept us-gaap:Cash.

The source filing: RLI’s 10-Q, filed July 24, 2026.

Filed
Jul 24, 2026, 12:15 PM EDT
Fiscal quarter
Q2 FY2026
Calendar quarter
Q2 2026
Accession
0001104659-26-086576
(in thousands, except share and per share data)June 30, 2026December 31, 2025
Equity securities, at fair value (cost - $530,730 at 6/30/26 and $534,311 at 12/31/25)959,377898,876
Short-term investments, at cost which approximates fair value206,119120,562
Other invested assets58,66159,281
Cash32,10151,565
Total investments and cash$4,874,200$4,663,620
Accrued investment income32,11730,026
Premiums and reinsurance balances receivable, net of allowances for uncollectible amounts of $21,044 at 6/30/26 and $23,673 at 12/31/25267,018212,226
Ceded unearned premium122,327124,669

Item 1.Financial Statements

FAQ

What is RLI's cash & equivalents?
RLI (RLI) reported cash & equivalents of $32.1M in Q2 2026.
How has RLI's cash & equivalents changed year-over-year?
RLI's cash & equivalents increased by 49.9% year-over-year, from $21.41M to $32.1M.
What is the long-term trend for RLI's cash & equivalents?
Over 5 years (2020 to 2025), RLI's cash & equivalents has grown at a -3.7% compound annual growth rate (CAGR), from $62.22M to $51.57M.
What does cash & equivalents mean?
Cash on hand plus highly liquid investments with maturities of three months or less at purchase — treasury bills, money market funds, and commercial paper.

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