Asahi India Glass Limited (ASAHIINDIA) — Defensive Interval Ratio
Asahi India Glass Limited (ASAHIINDIA) has a Defensive Interval Ratio of 282 days as of September 2025. Defensive assets of Rs14.22 Billion (cash Rs9.44 Billion, short-term investments Rs76.50 Million, receivables Rs4.71 Billion) cover 282 days of daily cash needs of Rs50.48 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Asahi India Glass Limited Defensive Interval Ratio (2005–2025)
This chart shows how Asahi India Glass Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of September 2025, the ratio stands at 282 days, meaning defensive assets of Rs14.22 Billion can fund 282 days of operations without new revenue. For the complete balance sheet picture, see Asahi India Glass Limited balance sheet assets.
Annual Defensive Interval Ratio for Asahi India Glass Limited (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for Asahi India Glass Limited from 2005 to 2025, covering 21 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See Asahi India Glass Limited short-term liquidity ratio to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 94 days | Rs4.80 Billion | Rs51.13 Million/day | Rs- | Rs61.60 Million | ▲ +17 days |
| 2024 | 77 days | Rs3.57 Billion | Rs46.42 Million/day | Rs- | Rs31.20 Million | ▼ -4 days |
| 2023 | 80 days | Rs3.57 Billion | Rs44.31 Million/day | Rs- | Rs33.20 Million | ▼ -11 days |
| 2022 | 92 days | Rs2.71 Billion | Rs29.61 Million/day | Rs- | Rs117.50 Million | ▲ +12 days |
| 2021 | 80 days | Rs2.81 Billion | Rs35.30 Million/day | Rs- | Rs73.90 Million | ▲ +10 days |
| 2020 | 69 days | Rs2.66 Billion | Rs38.26 Million/day | Rs- | Rs45.60 Million | ▼ -4 days |
| 2019 | 74 days | Rs2.74 Billion | Rs37.13 Million/day | Rs- | Rs46.70 Million | ▼ -26 days |
| 2018 | 100 days | Rs3.27 Billion | Rs32.59 Million/day | Rs- | Rs44.40 Million | ▲ +6 days |
| 2017 | 94 days | Rs2.46 Billion | Rs26.10 Million/day | Rs- | Rs46.70 Million | ▲ +1 days |
| 2016 | 93 days | Rs2.66 Billion | Rs28.60 Million/day | Rs- | Rs-617.40 Million | ▼ -49 days |
| 2015 | 142 days | Rs3.80 Billion | Rs26.71 Million/day | Rs- | Rs- | ▲ +65 days |
| 2014 | 77 days | Rs3.48 Billion | Rs45.20 Million/day | Rs- | Rs- | ▼ -1 days |
| 2013 | 79 days | Rs3.48 Billion | Rs44.35 Million/day | Rs- | Rs1.00 | ▲ +8 days |
| 2012 | 70 days | Rs2.63 Billion | Rs37.50 Million/day | Rs- | Rs-12.30 Million | ▼ -312 days |
| 2011 | 382 days | Rs3.08 Billion | Rs8.05 Million/day | Rs- | Rs- | ▼ -31 days |
| 2010 | 413 days | Rs2.51 Billion | Rs6.08 Million/day | Rs- | Rs-12.50 Million | ▲ +112 days |
| 2009 | 301 days | Rs2.36 Billion | Rs7.85 Million/day | Rs- | Rs-11.90 Million | ▼ 0 days |
| 2008 | 301 days | Rs1.72 Billion | Rs5.72 Million/day | Rs- | Rs- | ▲ +60 days |
| 2007 | 241 days | Rs1.50 Billion | Rs6.23 Million/day | Rs- | Rs- | ▲ +25 days |
| 2006 | 216 days | Rs804.40 Million | Rs3.73 Million/day | Rs- | Rs- | ▼ -111 days |
| 2005 | 326 days | Rs979.72 Million | Rs3.00 Million/day | Rs- | Rs- | — |