CBRE Group Inc Class A (CBRE) — Defensive Interval Ratio
CBRE Group Inc Class A (CBRE) has a Defensive Interval Ratio of 261 days as of March 2026. Defensive assets of $8.40 Billion (cash $-, short-term investments $-, receivables $8.40 Billion) cover 261 days of daily cash needs of $32.20 Million/day. Check CBRE tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CBRE Group Inc Class A Defensive Interval Ratio (2001–2025)
This chart shows how CBRE Group Inc Class A's Defensive Interval Ratio has evolved across 25 annual periods from 2001 to 2025. As of March 2026, the ratio stands at 261 days, meaning defensive assets of $8.40 Billion can fund 261 days of operations without new revenue. Also explore net asset growth rate of CBRE Group Inc Class A to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for CBRE Group Inc Class A (2001–2025)
The table below presents the year-by-year Defensive Interval Ratio for CBRE Group Inc Class A from 2001 to 2025, covering 25 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 CBRE company net worth.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 313 days | $10.55 Billion | $33.75 Million/day | $- | $- | ▼ -6 days |
| 2024 | 318 days | $8.10 Billion | $25.44 Million/day | $- | $- | ▼ -20 days |
| 2023 | 339 days | $7.65 Billion | $22.58 Million/day | $- | $- | ▲ +3 days |
| 2022 | 335 days | $7.57 Billion | $22.58 Million/day | $- | $1.32 Billion | ▼ -13 days |
| 2021 | 348 days | $8.03 Billion | $23.07 Million/day | $- | $1.20 Billion | ▲ +7 days |
| 2020 | 341 days | $6.67 Billion | $19.57 Million/day | $- | $452.37 Million | ▲ +7 days |
| 2019 | 334 days | $5.88 Billion | $17.63 Million/day | $- | $- | ▼ -5 days |
| 2018 | 339 days | $5.39 Billion | $15.90 Million/day | $- | $- | ▼ -5 days |
| 2017 | 344 days | $4.44 Billion | $12.91 Million/day | $- | $73.05 Million | ▲ +21 days |
| 2016 | 322 days | $4.00 Billion | $12.40 Million/day | $- | $68.84 Million | ▲ +3 days |
| 2015 | 319 days | $4.37 Billion | $13.68 Million/day | $- | $72.76 Million | ▲ +24 days |
| 2014 | 295 days | $2.37 Billion | $8.02 Million/day | $- | $58.44 Million | ▼ -3 days |
| 2013 | 298 days | $1.93 Billion | $6.46 Million/day | $- | $58.44 Million | ▼ 0 days |
| 2012 | 299 days | $2.43 Billion | $8.14 Million/day | $- | $102.01 Million | ▲ +23 days |
| 2011 | 276 days | $2.01 Billion | $7.29 Million/day | $- | $154.27 Million | ▲ +9 days |
| 2010 | 266 days | $1.43 Billion | $5.36 Million/day | $- | $3.02 Million | ▼ -15 days |
| 2009 | 281 days | $1.25 Billion | $4.46 Million/day | $- | $865.00K | ▲ +94 days |
| 2008 | 188 days | $962.65 Million | $5.13 Million/day | $- | $237.00K | ▼ -14 days |
| 2007 | 202 days | $1.34 Billion | $6.65 Million/day | $- | $4.70 Million | ▼ -48 days |
| 2006 | 250 days | $1.34 Billion | $5.36 Million/day | $- | $355.50 Million | ▲ +12 days |
| 2005 | 239 days | $744.32 Million | $3.12 Million/day | $- | $5.18 Million | ▼ -7 days |
| 2004 | 246 days | $541.51 Million | $2.21 Million/day | $- | $9.21 Million | ▼ -3 days |
| 2003 | 249 days | $568.11 Million | $2.28 Million/day | $- | $14.90 Million | ▲ +43 days |
| 2002 | 206 days | $229.35 Million | $1.12 Million/day | $- | $- | ▼ -21 days |
| 2001 | 227 days | $263.22 Million | $1.16 Million/day | $- | $- | — |