BASF India Limited (BASF) — Defensive Interval Ratio
BASF India Limited (BASF) has a Defensive Interval Ratio of 242 days as of March 2026. Defensive assets of Rs28.36 Billion (cash Rs-, short-term investments Rs1.02 Billion, receivables Rs27.34 Billion) cover 242 days of daily cash needs of Rs117.13 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BASF India Limited Defensive Interval Ratio (1999–2026)
This chart shows how BASF India Limited's Defensive Interval Ratio has evolved across 28 annual periods from 1999 to 2026. As of March 2026, the ratio stands at 242 days, meaning defensive assets of Rs28.36 Billion can fund 242 days of operations without new revenue. For the complete balance sheet picture, see BASF India Limited balance sheet assets.
Annual Defensive Interval Ratio for BASF India Limited (1999–2026)
The table below presents the year-by-year Defensive Interval Ratio for BASF India Limited from 1999 to 2026, covering 28 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 BASF India Limited (BASF) liquidity to equity 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) |
|---|---|---|---|---|---|---|
| 2026 | 242 days | Rs28.36 Billion | Rs117.13 Million/day | Rs- | Rs1.02 Billion | ▼ -19 days |
| 2025 | 262 days | Rs33.15 Billion | Rs126.75 Million/day | Rs6.81 Billion | Rs404.30 Million | ▼ -91 days |
| 2024 | 352 days | Rs36.94 Billion | Rs104.84 Million/day | Rs6.01 Billion | Rs200.00K | ▲ +87 days |
| 2023 | 265 days | Rs26.95 Billion | Rs101.68 Million/day | Rs3.51 Billion | Rs300.00K | ▼ -11 days |
| 2022 | 276 days | Rs27.51 Billion | Rs99.57 Million/day | Rs1.02 Billion | Rs300.00K | ▲ +27 days |
| 2021 | 249 days | Rs21.79 Billion | Rs87.55 Million/day | Rs1.20 Billion | Rs200.00K | ▲ +68 days |
| 2020 | 181 days | Rs14.21 Billion | Rs78.59 Million/day | Rs- | Rs200.00K | ▼ -29 days |
| 2019 | 209 days | Rs11.85 Billion | Rs56.61 Million/day | Rs- | Rs744.40 Million | ▲ +17 days |
| 2018 | 193 days | Rs10.93 Billion | Rs56.70 Million/day | Rs- | Rs41.10 Million | ▼ -26 days |
| 2017 | 219 days | Rs11.70 Billion | Rs53.42 Million/day | Rs- | Rs100.00K | ▼ -10 days |
| 2016 | 229 days | Rs10.44 Billion | Rs45.49 Million/day | Rs- | Rs600.00K | ▲ +38 days |
| 2015 | 191 days | Rs9.32 Billion | Rs48.83 Million/day | Rs- | Rs600.00K | ▲ +14 days |
| 2014 | 177 days | Rs8.65 Billion | Rs48.84 Million/day | Rs- | Rs600.00K | ▼ -13 days |
| 2013 | 190 days | Rs6.90 Billion | Rs36.28 Million/day | Rs- | Rs600.00K | ▼ -37 days |
| 2012 | 227 days | Rs6.57 Billion | Rs28.91 Million/day | Rs- | Rs- | ▼ -154 days |
| 2011 | 381 days | Rs6.58 Billion | Rs17.29 Million/day | Rs- | Rs- | ▼ -68 days |
| 2010 | 449 days | Rs5.72 Billion | Rs12.73 Million/day | Rs- | Rs1.50 Billion | ▲ +27 days |
| 2009 | 422 days | Rs3.36 Billion | Rs7.97 Million/day | Rs- | Rs845.30 Million | ▼ -182 days |
| 2008 | 604 days | Rs3.49 Billion | Rs5.79 Million/day | Rs- | Rs830.70 Million | ▼ -38 days |
| 2007 | 642 days | Rs3.00 Billion | Rs4.68 Million/day | Rs- | Rs696.40 Million | ▼ -59 days |
| 2006 | 701 days | Rs2.43 Billion | Rs3.47 Million/day | Rs- | Rs509.70 Million | ▲ +111 days |
| 2005 | 589 days | Rs2.03 Billion | Rs3.44 Million/day | Rs- | Rs- | ▼ -410 days |
| 2004 | 1000 days | Rs2.10 Billion | Rs2.10 Million/day | Rs- | Rs- | ▲ +149 days |
| 2003 | 851 days | Rs2.01 Billion | Rs2.37 Million/day | Rs- | Rs- | ▲ +851 days |
| 2002 | 0 days | Rs-58.00K | Rs2.56 Million/day | Rs- | Rs- | ▼ -772 days |
| 2001 | 772 days | Rs1.29 Billion | Rs1.67 Million/day | Rs- | Rs- | ▲ +126 days |
| 2000 | 646 days | Rs1.14 Billion | Rs1.77 Million/day | Rs- | Rs- | ▼ -103 days |
| 1999 | 749 days | Rs1.10 Billion | Rs1.47 Million/day | Rs- | Rs- | — |