Procter & Gamble Company Defensive Interval Ratio
Procter & Gamble Company defensive interval ratio. Procter & Gamble Company (PG) has a Defensive Interval Ratio of 170 days as of December 2025. Defensive assets of $17.10 Billion (cash $10.82 Billion, short-term investments $-, receivables $6.28 Billion) cover 170 days of daily cash needs of $100.55 Million/day. Explore PG long-term investments to assets to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Procter & Gamble Company (1986–2025)
Defensive interval ratio of Procter & Gamble Company from 1986 to 2025. This chart shows how Procter & Gamble Company's Defensive Interval Ratio has evolved across 40 annual periods from 1986 to 2025. As of December 2025, the ratio stands at 170 days, meaning defensive assets of $17.10 Billion can fund 170 days of operations without new revenue. Read PG total debt and obligations for a breakdown of total debt and financial obligations.
Procter & Gamble Company Defensive Interval Ratio by Year (1986–2025)
Procter & Gamble Company defensive interval ratio by year from 1986 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Procter & Gamble Company 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 the complete balance sheet picture, see PG total assets.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 159 days | $15.74 Billion | $98.79 Million/day | $9.56 Billion | $- | ▼ -10 days |
| 2024 | 169 days | $15.60 Billion | $92.13 Million/day | $9.48 Billion | $- | ▲ +29 days |
| 2023 | 140 days | $13.72 Billion | $97.96 Million/day | $8.25 Billion | $- | ▲ +4 days |
| 2022 | 136 days | $12.36 Billion | $90.63 Million/day | $7.21 Billion | $- | ▼ -29 days |
| 2021 | 165 days | $15.01 Billion | $90.77 Million/day | $10.29 Billion | $- | ▼ -60 days |
| 2020 | 225 days | $20.36 Billion | $90.35 Million/day | $16.18 Billion | $0.00 | ▲ +40 days |
| 2019 | 185 days | $15.24 Billion | $82.22 Million/day | $4.24 Billion | $6.05 Billion | ▼ -28 days |
| 2018 | 214 days | $16.54 Billion | $77.36 Million/day | $2.57 Billion | $9.28 Billion | ▼ -25 days |
| 2017 | 238 days | $19.73 Billion | $82.77 Million/day | $5.57 Billion | $9.57 Billion | ▲ +112 days |
| 2016 | 126 days | $10.62 Billion | $84.30 Million/day | $- | $6.25 Billion | ▲ +12 days |
| 2015 | 114 days | $9.34 Billion | $81.62 Million/day | $- | $4.77 Billion | ▲ +22 days |
| 2014 | 92 days | $8.51 Billion | $92.40 Million/day | $- | $2.13 Billion | ▲ +13 days |
| 2013 | 79 days | $6.51 Billion | $82.29 Million/day | $- | $0.00 | ▼ -10 days |
| 2012 | 89 days | $6.07 Billion | $68.24 Million/day | $- | $0.00 | ▲ +5 days |
| 2011 | 84 days | $6.28 Billion | $74.78 Million/day | $- | $0.00 | ▲ +4 days |
| 2010 | 80 days | $5.33 Billion | $66.53 Million/day | $- | $0.00 | ▲ +11 days |
| 2009 | 69 days | $5.84 Billion | $84.66 Million/day | $- | $- | ▼ -13 days |
| 2008 | 82 days | $6.99 Billion | $84.82 Million/day | $- | $228.00 Million | ▲ +1 days |
| 2007 | 81 days | $6.83 Billion | $84.16 Million/day | $- | $202.00 Million | ▼ -44 days |
| 2006 | 125 days | $6.86 Billion | $54.75 Million/day | $- | $1.13 Billion | ▲ +39 days |
| 2005 | 86 days | $5.93 Billion | $68.60 Million/day | $- | $1.74 Billion | ▲ +13 days |
| 2004 | 74 days | $4.49 Billion | $60.68 Million/day | $- | $423.00 Million | ▼ -25 days |
| 2003 | 99 days | $3.34 Billion | $33.86 Million/day | $- | $300.00 Million | ▲ +4 days |
| 2002 | 94 days | $3.29 Billion | $34.81 Million/day | $- | $196.00 Million | ▼ -22 days |
| 2001 | 117 days | $3.14 Billion | $26.98 Million/day | $- | $212.00 Million | ▲ +4 days |
| 2000 | 112 days | $3.10 Billion | $27.58 Million/day | $- | $185.00 Million | ▼ -5 days |
| 1999 | 117 days | $3.45 Billion | $29.48 Million/day | $- | $506.00 Million | ▼ -27 days |
| 1998 | 144 days | $3.64 Billion | $25.34 Million/day | $- | $857.00 Million | ▼ -20 days |
| 1997 | 164 days | $3.50 Billion | $21.36 Million/day | $- | $760.00 Million | ▲ +10 days |
| 1996 | 153 days | $3.29 Billion | $21.44 Million/day | $- | $446.00 Million | ▲ +20 days |
| 1995 | 133 days | $3.16 Billion | $23.69 Million/day | $- | $150.00 Million | ▼ -8 days |
| 1994 | 141 days | $3.12 Billion | $22.03 Million/day | $- | $- | ▲ +4 days |
| 1993 | 137 days | $3.11 Billion | $22.70 Million/day | $- | $- | ▼ -23 days |
| 1992 | 160 days | $3.34 Billion | $20.94 Million/day | $- | $- | ▼ -4 days |
| 1991 | 164 days | $3.02 Billion | $18.45 Million/day | $- | $- | ▼ -14 days |
| 1990 | 178 days | $2.65 Billion | $14.84 Million/day | $- | $- | ▲ +15 days |
| 1989 | 164 days | $2.09 Billion | $12.76 Million/day | $- | $- | ▲ +12 days |
| 1988 | 152 days | $1.76 Billion | $11.57 Million/day | $- | $- | ▼ -12 days |
| 1987 | 164 days | $1.56 Billion | $9.47 Million/day | $- | $- | ▼ -1 days |
| 1986 | 166 days | $1.60 Billion | $9.65 Million/day | $- | $- | — |