Bombay Burmah Trading Corporation Limited (BBTC) — Defensive Interval Ratio
Bombay Burmah Trading Corporation Limited (BBTC) has a Defensive Interval Ratio of 210 days as of September 2025. Defensive assets of Rs30.39 Billion (cash Rs7.56 Billion, short-term investments Rs16.56 Billion, receivables Rs6.27 Billion) cover 210 days of daily cash needs of Rs144.44 Million/day. Check BBTC tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Bombay Burmah Trading Corporation Limited Defensive Interval Ratio (2006–2025)
This chart shows how Bombay Burmah Trading Corporation Limited's Defensive Interval Ratio has evolved across 20 annual periods from 2006 to 2025. As of September 2025, the ratio stands at 210 days, meaning defensive assets of Rs30.39 Billion can fund 210 days of operations without new revenue. Also explore BBTC net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Bombay Burmah Trading Corporation Limited (2006–2025)
The table below presents the year-by-year Defensive Interval Ratio for Bombay Burmah Trading Corporation Limited from 2006 to 2025, covering 20 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 BBTC market cap overview.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 235 days | Rs26.06 Billion | Rs110.94 Million/day | Rs1.55 Billion | Rs12.57 Billion | ▲ +22 days |
| 2024 | 213 days | Rs24.85 Billion | Rs116.86 Million/day | Rs2.06 Billion | Rs18.16 Billion | ▼ -14 days |
| 2023 | 226 days | Rs33.65 Billion | Rs148.69 Million/day | Rs442.38 Million | Rs18.91 Billion | ▲ +27 days |
| 2022 | 200 days | Rs26.27 Billion | Rs131.65 Million/day | Rs766.47 Million | Rs8.89 Billion | ▼ -100 days |
| 2021 | 300 days | Rs31.94 Billion | Rs106.54 Million/day | Rs151.59 Million | Rs14.84 Billion | ▼ -43 days |
| 2020 | 343 days | Rs29.67 Billion | Rs86.54 Million/day | Rs158.48 Million | Rs11.40 Billion | ▼ -113 days |
| 2019 | 456 days | Rs28.97 Billion | Rs63.57 Million/day | Rs133.73 Million | Rs8.34 Billion | ▼ -17 days |
| 2018 | 472 days | Rs26.09 Billion | Rs55.22 Million/day | Rs104.64 Million | Rs9.48 Billion | ▲ +77 days |
| 2017 | 396 days | Rs18.90 Billion | Rs47.77 Million/day | Rs112.67 Million | Rs3.16 Billion | ▲ +130 days |
| 2016 | 265 days | Rs13.68 Billion | Rs51.55 Million/day | Rs- | Rs5.66 Billion | ▼ -4 days |
| 2015 | 270 days | Rs12.23 Billion | Rs45.35 Million/day | Rs- | Rs5.88 Billion | ▲ +128 days |
| 2014 | 142 days | Rs5.34 Billion | Rs37.61 Million/day | Rs- | Rs2.81 Billion | ▼ -14 days |
| 2013 | 156 days | Rs5.60 Billion | Rs35.87 Million/day | Rs- | Rs1.83 Billion | ▼ -34 days |
| 2012 | 190 days | Rs6.76 Billion | Rs35.68 Million/day | Rs- | Rs3.46 Billion | ▼ -28 days |
| 2011 | 218 days | Rs3.93 Billion | Rs18.01 Million/day | Rs- | Rs- | ▲ +9 days |
| 2010 | 209 days | Rs3.37 Billion | Rs16.16 Million/day | Rs- | Rs- | ▼ -631 days |
| 2009 | 840 days | Rs1.64 Billion | Rs1.95 Million/day | Rs- | Rs- | ▲ +300 days |
| 2008 | 540 days | Rs1.25 Billion | Rs2.32 Million/day | Rs- | Rs- | ▼ -49 days |
| 2007 | 589 days | Rs1.23 Billion | Rs2.08 Million/day | Rs- | Rs- | ▲ +406 days |
| 2006 | 183 days | Rs1.45 Billion | Rs7.92 Million/day | Rs- | Rs665.56 Million | — |