Procter & Gamble Hygiene and Health Care Limited (PGHH) — Defensive Interval Ratio
Procter & Gamble Hygiene and Health Care Limited (PGHH) has a Defensive Interval Ratio of 411 days as of September 2025. Defensive assets of Rs12.24 Billion (cash Rs7.93 Billion, short-term investments Rs687.70 Million, receivables Rs3.62 Billion) cover 411 days of daily cash needs of Rs29.77 Million/day. Check PGHH goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Procter & Gamble Hygiene and Health Care Limited Defensive Interval Ratio (2004–2025)
This chart shows how Procter & Gamble Hygiene and Health Care Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of September 2025, the ratio stands at 411 days, meaning defensive assets of Rs12.24 Billion can fund 411 days of operations without new revenue. Also explore net asset growth rate of Procter & Gamble Hygiene and Health Care to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Procter & Gamble Hygiene and Health Care Limited (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Procter & Gamble Hygiene and Health Care Limited from 2004 to 2025, covering 22 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 market cap of Procter & Gamble Hygiene and Health Care.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 311 days | Rs7.68 Billion | Rs24.69 Million/day | Rs4.10 Billion | Rs494.60 Million | ▼ -43 days |
| 2024 | 355 days | Rs9.53 Billion | Rs26.87 Million/day | Rs5.15 Billion | Rs1.04 Billion | ▼ -43 days |
| 2023 | 397 days | Rs11.81 Billion | Rs29.73 Million/day | Rs8.82 Billion | Rs469.30 Million | ▲ +44 days |
| 2022 | 354 days | Rs8.31 Billion | Rs23.50 Million/day | Rs5.99 Billion | Rs142.70 Million | ▼ -1095 days |
| 2021 | 1449 days | Rs33.16 Billion | Rs22.89 Million/day | Rs6.12 Billion | Rs25.31 Billion | ▲ +806 days |
| 2020 | 643 days | Rs10.48 Billion | Rs16.30 Million/day | Rs8.44 Billion | Rs377.70 Million | ▲ +212 days |
| 2019 | 430 days | Rs7.75 Billion | Rs18.01 Million/day | Rs4.70 Billion | Rs22.10 Million | ▲ +32 days |
| 2018 | 399 days | Rs6.24 Billion | Rs15.65 Million/day | Rs3.52 Billion | Rs14.90 Million | ▲ +177 days |
| 2017 | 221 days | Rs3.82 Billion | Rs17.26 Million/day | Rs882.60 Million | Rs10.10 Million | ▼ -618 days |
| 2016 | 840 days | Rs14.95 Billion | Rs17.80 Million/day | Rs10.73 Billion | Rs22.80 Million | ▲ +537 days |
| 2015 | 303 days | Rs5.93 Billion | Rs19.61 Million/day | Rs- | Rs20.80 Million | ▼ -124 days |
| 2014 | 427 days | Rs5.87 Billion | Rs13.76 Million/day | Rs- | Rs12.60 Million | ▼ -34 days |
| 2013 | 461 days | Rs4.92 Billion | Rs10.68 Million/day | Rs- | Rs- | ▲ +77 days |
| 2012 | 384 days | Rs4.20 Billion | Rs10.93 Million/day | Rs- | Rs- | ▼ -802 days |
| 2011 | 1186 days | Rs8.91 Billion | Rs7.51 Million/day | Rs- | Rs4.39 Billion | ▲ +765 days |
| 2010 | 421 days | Rs3.35 Billion | Rs7.94 Million/day | Rs- | Rs3.06 Billion | ▼ -200 days |
| 2009 | 621 days | Rs3.51 Billion | Rs5.65 Million/day | Rs- | Rs3.28 Billion | ▲ +343 days |
| 2008 | 278 days | Rs1.62 Billion | Rs5.83 Million/day | Rs- | Rs- | ▼ -775 days |
| 2007 | 1052 days | Rs4.73 Billion | Rs4.49 Million/day | Rs- | Rs2.43 Billion | ▲ +805 days |
| 2006 | 247 days | Rs1.15 Billion | Rs4.63 Million/day | Rs- | Rs631.27 Million | ▲ +10 days |
| 2005 | 237 days | Rs1.71 Billion | Rs7.23 Million/day | Rs- | Rs768.56 Million | ▼ -180 days |
| 2004 | 417 days | Rs2.56 Billion | Rs6.14 Million/day | Rs- | Rs1.77 Billion | — |