Procter & Gamble Company (PG) — 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. Check PG 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
Procter & Gamble Company Defensive Interval Ratio (1986–2025)
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. Also explore how fast is Procter & Gamble Company growing its equity to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Procter & Gamble Company (1986–2025)
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 live market cap and the full company financial profile, see Procter & Gamble Company (PG) market capitalisation.
| 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 | $- | $- | — |