Greene County Bancorp Inc (GCBC) — Defensive Interval Ratio
Greene County Bancorp Inc (GCBC) has a Defensive Interval Ratio of 1199 days as of June 2026. Defensive assets of $390.99 Million (cash $-, short-term investments $373.81 Million, receivables $17.18 Million) cover 1199 days of daily cash needs of $326.03K/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Greene County Bancorp Inc Defensive Interval Ratio (1998–2026)
This chart shows how Greene County Bancorp Inc's Defensive Interval Ratio has evolved across 29 annual periods from 1998 to 2026. As of June 2026, the ratio stands at 1199 days, meaning defensive assets of $390.99 Million can fund 1199 days of operations without new revenue. For the complete balance sheet picture, see Greene County Bancorp Inc (GCBC) total assets.
Annual Defensive Interval Ratio for Greene County Bancorp Inc (1998–2026)
The table below presents the year-by-year Defensive Interval Ratio for Greene County Bancorp Inc from 1998 to 2026, 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. See Greene County Bancorp Inc (GCBC) liquidity to equity ratio 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) |
|---|---|---|---|---|---|---|
| 2026 | 1199 days | $390.99 Million | $326.03K/day | $- | $373.81 Million | ▲ +1154 days |
| 2025 | 45 days | $336.22 Million | $7.44 Million/day | $- | $319.84 Million | ▼ -8 days |
| 2024 | 53 days | $364.27 Million | $6.86 Million/day | $- | $350.00 Million | ▲ +10 days |
| 2023 | 43 days | $293.38 Million | $6.83 Million/day | $- | $281.13 Million | ▼ -21 days |
| 2022 | 64 days | $416.98 Million | $6.48 Million/day | $- | $408.06 Million | ▼ -7 days |
| 2021 | 72 days | $398.67 Million | $5.56 Million/day | $- | $390.89 Million | ▲ +16 days |
| 2020 | 56 days | $234.92 Million | $4.22 Million/day | $- | $226.71 Million | ▲ +15 days |
| 2019 | 41 days | $128.58 Million | $3.13 Million/day | $- | $122.73 Million | ▼ -3 days |
| 2018 | 44 days | $125.86 Million | $2.84 Million/day | $- | $120.81 Million | ▲ +5 days |
| 2017 | 40 days | $95.52 Million | $2.40 Million/day | $- | $91.48 Million | ▼ -9 days |
| 2016 | 49 days | $103.73 Million | $2.12 Million/day | $- | $100.12 Million | ▼ -1 days |
| 2015 | 50 days | $89.06 Million | $1.79 Million/day | $- | $86.03 Million | ▲ +14 days |
| 2014 | 36 days | $58.86 Million | $1.64 Million/day | $- | $56.15 Million | ▼ -10 days |
| 2013 | 46 days | $72.31 Million | $1.57 Million/day | $- | $69.64 Million | ▼ -16 days |
| 2012 | 62 days | $90.22 Million | $1.45 Million/day | $- | $87.53 Million | ▲ +59 days |
| 2011 | 3 days | $3.44 Million | $1.34 Million/day | $- | $721.00K | ▼ 0 days |
| 2010 | 3 days | $3.12 Million | $1.19 Million/day | $- | $390.00K | ▼ 0 days |
| 2009 | 3 days | $3.25 Million | $1.10 Million/day | $- | $804.00K | ▼ -1 days |
| 2008 | 4 days | $3.50 Million | $883.37K/day | $- | $1.36 Million | ▼ -2 days |
| 2007 | 6 days | $4.85 Million | $778.56K/day | $- | $2.90 Million | ▼ -1 days |
| 2006 | 7 days | $5.37 Million | $734.93K/day | $- | $3.63 Million | ▼ -8 days |
| 2005 | 15 days | $10.63 Million | $700.65K/day | $- | $9.06 Million | ▲ +13 days |
| 2004 | 2 days | $1.55 Million | $674.82K/day | $- | $-138.00 | ▼ -12 days |
| 2003 | 14 days | $8.41 Million | $600.32K/day | $- | $6.84 Million | ▲ +11 days |
| 2002 | 3 days | $1.45 Million | $528.34K/day | $- | $- | ▼ -31 days |
| 2001 | 34 days | $14.83 Million | $436.68K/day | $- | $13.47 Million | ▲ +5 days |
| 2000 | 29 days | $10.96 Million | $381.21K/day | $- | $9.80 Million | ▲ +26 days |
| 1999 | 3 days | $1.10 Million | $352.60K/day | $- | $- | ▼ 0 days |
| 1998 | 3 days | $1.09 Million | $339.76K/day | $- | $- | — |