Ferguson Plc (FERG) — Defensive Interval Ratio
Ferguson Plc (FERG) has a Defensive Interval Ratio of 235 days as of April 2026. Defensive assets of $3.67 Billion (cash $-, short-term investments $-, receivables $3.67 Billion) cover 235 days of daily cash needs of $15.61 Million/day. See FERG working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Ferguson Plc Defensive Interval Ratio (1986–2025)
This chart shows how Ferguson Plc's Defensive Interval Ratio has evolved across 40 annual periods from 1986 to 2025. As of April 2026, the ratio stands at 235 days, meaning defensive assets of $3.67 Billion can fund 235 days of operations without new revenue. See Ferguson Plc balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Ferguson Plc (1986–2025)
The table below presents the year-by-year Defensive Interval Ratio for Ferguson Plc from 1986 to 2025, covering 40 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 FERG company net worth.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 240 days | $3.96 Billion | $16.52 Million/day | $- | $- | ▼ -12 days |
| 2024 | 252 days | $3.60 Billion | $14.29 Million/day | $- | $- | ▲ +10 days |
| 2023 | 242 days | $3.60 Billion | $14.87 Million/day | $- | $- | ▲ +15 days |
| 2022 | 227 days | $3.61 Billion | $15.89 Million/day | $- | $- | ▲ +13 days |
| 2021 | 215 days | $2.79 Billion | $12.98 Million/day | $- | $- | ▲ +17 days |
| 2020 | 198 days | $2.58 Billion | $13.01 Million/day | $- | $9.00 Million | ▼ -40 days |
| 2019 | 238 days | $2.73 Billion | $11.45 Million/day | $- | $9.00 Million | ▲ +19 days |
| 2018 | 219 days | $2.41 Billion | $11.00 Million/day | $- | $-345.00 Million | ▲ +80 days |
| 2017 | 139 days | $2.47 Billion | $17.76 Million/day | $- | $6.57 Million | ▼ -66 days |
| 2016 | 205 days | $2.64 Billion | $12.85 Million/day | $- | $14.60 Million | ▲ +35 days |
| 2015 | 170 days | $2.59 Billion | $15.25 Million/day | $- | $15.60 Million | ▼ -80 days |
| 2014 | 250 days | $3.01 Billion | $12.05 Million/day | $- | $18.60 Million | ▲ +44 days |
| 2013 | 206 days | $2.36 Billion | $11.46 Million/day | $- | $24.26 Million | ▼ -23 days |
| 2012 | 229 days | $2.54 Billion | $11.09 Million/day | $- | $21.94 Million | ▼ -8 days |
| 2011 | 237 days | $2.89 Billion | $12.17 Million/day | $- | $8.21 Million | ▲ +52 days |
| 2010 | 186 days | $2.65 Billion | $14.28 Million/day | $- | $15.70 Million | ▼ -66 days |
| 2009 | 252 days | $3.64 Billion | $14.45 Million/day | $- | $258.96 Million | ▼ -13 days |
| 2008 | 265 days | $5.46 Billion | $20.63 Million/day | $- | $9.91 Million | ▲ +24 days |
| 2007 | 241 days | $5.15 Billion | $21.38 Million/day | $- | $8.14 Million | ▼ -49 days |
| 2006 | 290 days | $4.44 Billion | $15.33 Million/day | $- | $7.47 Million | ▲ +16 days |
| 2005 | 274 days | $3.65 Billion | $13.32 Million/day | $- | $8.77 Million | ▼ -30 days |
| 2004 | 304 days | $3.68 Billion | $12.10 Million/day | $- | $11.30 Million | ▲ +273 days |
| 2003 | 31 days | $294.93 Million | $9.38 Million/day | $- | $11.11 Million | ▼ -8 days |
| 2002 | 40 days | $282.65 Million | $7.15 Million/day | $- | $14.55 Million | ▼ -213 days |
| 2001 | 253 days | $1.71 Billion | $6.78 Million/day | $- | $20.37 Million | ▼ -5 days |
| 2000 | 258 days | $1.54 Billion | $5.95 Million/day | $- | $12.45 Million | ▼ -28 days |
| 1999 | 286 days | $1.85 Billion | $6.47 Million/day | $- | $3.89 Million | ▼ -14 days |
| 1998 | 300 days | $1.58 Billion | $5.28 Million/day | $- | $4.25 Million | ▲ +51 days |
| 1997 | 248 days | $1.22 Billion | $4.90 Million/day | $- | $4.10 Million | ▼ -14 days |
| 1996 | 262 days | $1.11 Billion | $4.22 Million/day | $- | $9.03 Million | ▲ +256 days |
| 1995 | 6 days | $25.14 Million | $4.08 Million/day | $- | $25.14 Million | ▼ -284 days |
| 1994 | 290 days | $1.02 Billion | $3.53 Million/day | $- | $24.85 Million | ▲ +25 days |
| 1993 | 265 days | $649.95 Million | $2.45 Million/day | $- | $24.66 Million | ▲ +33 days |
| 1992 | 232 days | $755.38 Million | $3.25 Million/day | $- | $13.59 Million | ▼ -94 days |
| 1991 | 326 days | $477.43 Million | $1.46 Million/day | $- | $2.50 Million | ▲ +25 days |
| 1990 | 301 days | $531.17 Million | $1.77 Million/day | $- | $1.86 Million | ▲ +11 days |
| 1989 | 290 days | $461.33 Million | $1.59 Million/day | $- | $1.66 Million | ▼ -5 days |
| 1988 | 296 days | $413.55 Million | $1.40 Million/day | $- | $1.64 Million | ▼ -47 days |
| 1987 | 343 days | $303.13 Million | $883.90K/day | $- | $168.83K | ▼ -18 days |
| 1986 | 361 days | $297.75 Million | $823.76K/day | $- | $228.05K | — |