Everest Group Ltd (EG) — Defensive Interval Ratio
Everest Group Ltd (EG) has a Defensive Interval Ratio of 129 days as of June 2026. Defensive assets of $15.01 Billion (cash $-, short-term investments $2.50 Billion, receivables $12.51 Billion) cover 129 days of daily cash needs of $116.15 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Everest Group Ltd Defensive Interval Ratio (1999–2025)
This chart shows how Everest Group Ltd's Defensive Interval Ratio has evolved across 27 annual periods from 1999 to 2025. As of June 2026, the ratio stands at 129 days, meaning defensive assets of $15.01 Billion can fund 129 days of operations without new revenue. For the complete balance sheet picture, see EG asset base.
Annual Defensive Interval Ratio for Everest Group Ltd (1999–2025)
The table below presents the year-by-year Defensive Interval Ratio for Everest Group Ltd from 1999 to 2025, covering 27 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 EG current assets 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) |
|---|---|---|---|---|---|---|
| 2025 | 261 days | $30.38 Billion | $116.48 Million/day | $- | $18.20 Billion | ▼ -1 days |
| 2024 | 262 days | $28.98 Billion | $110.68 Million/day | $- | $18.89 Billion | ▲ +14 days |
| 2023 | 248 days | $23.37 Billion | $94.27 Million/day | $- | $15.14 Billion | ▼ -3458 days |
| 2022 | 3706 days | $29.59 Billion | $7.98 Million/day | $- | $23.27 Billion | ▼ -59 days |
| 2021 | 3765 days | $28.84 Billion | $7.66 Million/day | $- | $23.49 Billion | ▼ -9888 days |
| 2020 | 13653 days | $25.87 Billion | $1.89 Million/day | $- | $21.18 Billion | ▲ +2220 days |
| 2019 | 11433 days | $21.57 Billion | $1.89 Million/day | $- | $17.25 Billion | ▲ +11235 days |
| 2018 | 198 days | $8.81 Billion | $44.54 Million/day | $- | $4.25 Billion | ▼ -299 days |
| 2017 | 497 days | $19.85 Billion | $39.97 Million/day | $- | $16.36 Billion | ▼ -34 days |
| 2016 | 531 days | $18.35 Billion | $34.56 Million/day | $- | $15.67 Billion | ▼ -38 days |
| 2015 | 569 days | $19.18 Billion | $33.71 Million/day | $- | $16.60 Billion | ▲ +34 days |
| 2014 | 535 days | $18.65 Billion | $34.87 Million/day | $- | $16.40 Billion | ▲ +18 days |
| 2013 | 517 days | $17.50 Billion | $33.84 Million/day | $- | $15.48 Billion | ▼ -3 days |
| 2012 | 520 days | $17.41 Billion | $33.50 Million/day | $- | $15.44 Billion | ▲ +465 days |
| 2011 | 55 days | $1.80 Billion | $32.89 Million/day | $- | $685.33 Million | ▼ -3 days |
| 2010 | 57 days | $1.78 Billion | $30.98 Million/day | $- | $785.28 Million | ▼ -3 days |
| 2009 | 60 days | $1.80 Billion | $29.81 Million/day | $- | $673.13 Million | ▼ -36 days |
| 2008 | 96 days | $2.83 Billion | $29.33 Million/day | $- | $1.89 Billion | ▼ -10 days |
| 2007 | 107 days | $3.26 Billion | $30.51 Million/day | $- | $2.23 Billion | ▲ +0 days |
| 2006 | 107 days | $3.22 Billion | $30.15 Million/day | $- | $1.31 Billion | ▼ -12 days |
| 2005 | 118 days | $3.68 Billion | $31.07 Million/day | $- | $1.44 Billion | ▲ +50 days |
| 2004 | 69 days | $1.90 Billion | $27.71 Million/day | $- | $585.88 Million | ▼ -34 days |
| 2003 | 102 days | $2.48 Billion | $24.27 Million/day | $- | $151.85 Million | ▲ +57 days |
| 2002 | 45 days | $842.49 Million | $18.73 Million/day | $- | $169.12 Million | ▼ -53 days |
| 2001 | 98 days | $1.51 Billion | $15.42 Million/day | $- | $148.85 Million | ▲ +3 days |
| 2000 | 95 days | $1.30 Billion | $13.65 Million/day | $- | $398.54 Million | ▼ -5891 days |
| 1999 | 5986 days | $1.11 Billion | $185.59K/day | $- | $73.56 Million | — |