Corning Incorporated (GLW) — Defensive Interval Ratio
Corning Incorporated (GLW) has a Defensive Interval Ratio of 165 days as of March 2026. Defensive assets of $2.68 Billion (cash $-, short-term investments $-, receivables $2.68 Billion) cover 165 days of daily cash needs of $16.21 Million/day. Check GLW 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
Corning Incorporated Defensive Interval Ratio (1985–2025)
This chart shows how Corning Incorporated's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 165 days, meaning defensive assets of $2.68 Billion can fund 165 days of operations without new revenue. Also explore GLW net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Corning Incorporated (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for Corning Incorporated from 1985 to 2025, covering 41 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 Corning Incorporated (GLW) total market value.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 279 days | $4.30 Billion | $15.42 Million/day | $1.53 Billion | $- | ▼ -4 days |
| 2024 | 284 days | $3.82 Billion | $13.48 Million/day | $1.77 Billion | $- | ▲ +0 days |
| 2023 | 283 days | $3.35 Billion | $11.83 Million/day | $1.78 Billion | $- | ▲ +44 days |
| 2022 | 239 days | $3.39 Billion | $14.18 Million/day | $1.67 Billion | $- | ▼ -76 days |
| 2021 | 315 days | $4.15 Billion | $13.17 Million/day | $2.15 Billion | $- | ▼ -150 days |
| 2020 | 466 days | $4.80 Billion | $10.32 Million/day | $2.67 Billion | $- | ▲ +23 days |
| 2019 | 443 days | $4.27 Billion | $9.65 Million/day | $2.43 Billion | $- | ▼ -31 days |
| 2018 | 473 days | $4.29 Billion | $9.07 Million/day | $2.35 Billion | $- | ▼ -223 days |
| 2017 | 697 days | $6.12 Billion | $8.79 Million/day | $4.32 Billion | $0.00 | ▼ -202 days |
| 2016 | 899 days | $6.77 Billion | $7.54 Million/day | $5.29 Billion | $0.00 | ▲ +708 days |
| 2015 | 191 days | $1.47 Billion | $7.71 Million/day | $- | $100.00 Million | ▼ -164 days |
| 2014 | 355 days | $2.26 Billion | $6.37 Million/day | $- | $759.00 Million | ▼ -18 days |
| 2013 | 373 days | $1.78 Billion | $4.78 Million/day | $- | $531.00 Million | ▼ -86 days |
| 2012 | 459 days | $2.46 Billion | $5.36 Million/day | $- | $1.16 Billion | ▲ +68 days |
| 2011 | 391 days | $2.25 Billion | $5.75 Million/day | $- | $1.16 Billion | ▼ -110 days |
| 2010 | 501 days | $2.73 Billion | $5.44 Million/day | $- | $1.75 Billion | ▲ +75 days |
| 2009 | 426 days | $1.79 Billion | $4.22 Million/day | $- | $1.04 Billion | ▲ +167 days |
| 2008 | 259 days | $1.46 Billion | $5.62 Million/day | $- | $943.00 Million | ▼ -54 days |
| 2007 | 313 days | $2.16 Billion | $6.88 Million/day | $- | $1.30 Billion | ▼ -121 days |
| 2006 | 434 days | $2.76 Billion | $6.35 Million/day | $- | $2.01 Billion | ▲ +150 days |
| 2005 | 283 days | $1.72 Billion | $6.07 Million/day | $- | $1.09 Billion | ▲ +56 days |
| 2004 | 228 days | $1.46 Billion | $6.40 Million/day | $- | $872.00 Million | ▼ -25 days |
| 2003 | 253 days | $1.07 Billion | $4.25 Million/day | $- | $433.00 Million | ▼ -62 days |
| 2002 | 314 days | $1.45 Billion | $4.60 Million/day | $- | $619.00 Million | ▼ -11 days |
| 2001 | 325 days | $1.77 Billion | $5.46 Million/day | $- | $1.18 Billion | ▼ -264 days |
| 2000 | 589 days | $3.15 Billion | $5.34 Million/day | $- | $1.66 Billion | ▲ +394 days |
| 1999 | 196 days | $797.50 Million | $4.08 Million/day | $- | $- | ▼ -20 days |
| 1998 | 216 days | $636.00 Million | $2.94 Million/day | $- | $- | ▼ -9 days |
| 1997 | 225 days | $628.00 Million | $2.79 Million/day | $- | $- | ▼ -31 days |
| 1996 | 256 days | $566.30 Million | $2.21 Million/day | $- | $- | ▼ -36 days |
| 1995 | 292 days | $932.40 Million | $3.19 Million/day | $- | $- | ▼ -60 days |
| 1994 | 352 days | $1.04 Billion | $2.94 Million/day | $- | $89.00 Million | ▲ +105 days |
| 1993 | 247 days | $691.10 Million | $2.80 Million/day | $- | $- | ▼ -46 days |
| 1992 | 293 days | $662.30 Million | $2.26 Million/day | $- | $- | ▼ -7 days |
| 1991 | 300 days | $582.80 Million | $1.94 Million/day | $- | $- | ▼ -1 days |
| 1990 | 301 days | $527.20 Million | $1.75 Million/day | $- | $- | ▲ +59 days |
| 1989 | 242 days | $452.40 Million | $1.87 Million/day | $- | $- | ▼ -43 days |
| 1988 | 285 days | $397.50 Million | $1.39 Million/day | $- | $- | ▲ +8 days |
| 1987 | 277 days | $364.80 Million | $1.31 Million/day | $- | $- | ▲ +40 days |
| 1986 | 238 days | $316.80 Million | $1.33 Million/day | $- | $- | ▼ -13 days |
| 1985 | 251 days | $275.00 Million | $1.10 Million/day | $- | $- | — |