Grupo Cementos de Chihuahua S.A.B. de C.V Defensive Interval Ratio
Grupo Cementos de Chihuahua S.A.B. de C.V defensive interval ratio. Grupo Cementos de Chihuahua S.A.B. de C.V (GCC) has a Defensive Interval Ratio of 204 days as of March 2026. Defensive assets of MX$158.57 Million (cash MX$-, short-term investments MX$-, receivables MX$158.57 Million) cover 204 days of daily cash needs of MX$776.62K/day. Explore GCC long-term investment intensity 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 Grupo Cementos de Chihuahua S.A.B. de C.V (2000–2025)
Defensive interval ratio of Grupo Cementos de Chihuahua S.A.B. de C.V from 2000 to 2025. This chart shows how Grupo Cementos de Chihuahua S.A.B. de C.V's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 204 days, meaning defensive assets of MX$158.57 Million can fund 204 days of operations without new revenue. Read total liabilities of Grupo Cementos de Chihuahua S.A.B. de C. for a breakdown of total debt and financial obligations.
Grupo Cementos de Chihuahua S.A.B. de C.V Defensive Interval Ratio by Year (2000–2025)
Grupo Cementos de Chihuahua S.A.B. de C.V defensive interval ratio by year from 2000 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Grupo Cementos de Chihuahua S.A.B. de C.V from 2000 to 2025, covering 26 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 GCC current and non-current assets.
| Year | DIR (days) | Defensive Assets (MXN) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 159 days | MX$126.52 Million | MX$796.07K/day | MX$- | MX$- | ▲ +17 days |
| 2024 | 142 days | MX$118.91 Million | MX$835.63K/day | MX$- | MX$- | ▼ -39 days |
| 2023 | 181 days | MX$142.46 Million | MX$786.96K/day | MX$- | MX$- | ▲ +29 days |
| 2022 | 152 days | MX$105.13 Million | MX$691.09K/day | MX$- | MX$- | ▲ +53 days |
| 2021 | 99 days | MX$102.88 Million | MX$1.04 Million/day | MX$- | MX$- | ▲ +3 days |
| 2020 | 96 days | MX$75.21 Million | MX$786.06K/day | MX$- | MX$- | ▼ -173 days |
| 2019 | 269 days | MX$152.51 Million | MX$566.87K/day | MX$- | MX$- | ▼ -45 days |
| 2018 | 314 days | MX$139.61 Million | MX$444.45K/day | MX$- | MX$- | ▲ +40 days |
| 2017 | 274 days | MX$137.01 Million | MX$499.24K/day | MX$- | MX$- | ▲ +1 days |
| 2016 | 273 days | MX$115.17 Million | MX$421.26K/day | MX$- | MX$- | ▼ -31 days |
| 2015 | 304 days | MX$1.88 Billion | MX$6.17 Million/day | MX$- | MX$- | ▲ +83 days |
| 2014 | 221 days | MX$1.62 Billion | MX$7.34 Million/day | MX$- | MX$- | ▼ -68 days |
| 2013 | 290 days | MX$1.28 Billion | MX$4.43 Million/day | MX$- | MX$- | ▲ +226 days |
| 2012 | 63 days | MX$1.34 Billion | MX$21.19 Million/day | MX$- | MX$- | ▼ -229 days |
| 2011 | 292 days | MX$1.45 Billion | MX$4.97 Million/day | MX$- | MX$- | ▲ +63 days |
| 2010 | 230 days | MX$1.28 Billion | MX$5.55 Million/day | MX$- | MX$- | ▲ +59 days |
| 2009 | 171 days | MX$1.38 Billion | MX$8.11 Million/day | MX$- | MX$- | ▼ -70 days |
| 2008 | 241 days | MX$1.57 Billion | MX$6.51 Million/day | MX$- | MX$- | ▼ -181 days |
| 2007 | 421 days | MX$1.26 Billion | MX$3.00 Million/day | MX$- | MX$- | ▼ -36 days |
| 2006 | 457 days | MX$1.15 Billion | MX$2.52 Million/day | MX$- | MX$- | ▲ +70 days |
| 2005 | 387 days | MX$810.76 Million | MX$2.09 Million/day | MX$- | MX$- | ▼ -361 days |
| 2004 | 748 days | MX$813.20 Million | MX$1.09 Million/day | MX$- | MX$- | ▲ +351 days |
| 2003 | 397 days | MX$633.91 Million | MX$1.60 Million/day | MX$- | MX$- | ▼ -164 days |
| 2002 | 561 days | MX$710.24 Million | MX$1.27 Million/day | MX$- | MX$- | ▲ +72 days |
| 2001 | 489 days | MX$635.19 Million | MX$1.30 Million/day | MX$- | MX$- | ▲ +84 days |
| 2000 | 405 days | MX$490.84 Million | MX$1.21 Million/day | MX$- | MX$- | — |