BEML Limited (BEML) — Defensive Interval Ratio
BEML Limited (BEML) has a Defensive Interval Ratio of 375 days as of September 2025. Defensive assets of Rs20.61 Billion (cash Rs-, short-term investments Rs80.70 Million, receivables Rs20.53 Billion) cover 375 days of daily cash needs of Rs55.02 Million/day. Check how tangible is BEML Limited's equity to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BEML Limited Defensive Interval Ratio (2000–2025)
This chart shows how BEML Limited's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of September 2025, the ratio stands at 375 days, meaning defensive assets of Rs20.61 Billion can fund 375 days of operations without new revenue. Also explore BEML Limited net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for BEML Limited (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for BEML Limited 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 live market cap and the full company financial profile, see BEML Limited (BEML) market capitalisation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 435 days | Rs22.24 Billion | Rs51.16 Million/day | Rs- | Rs60.50 Million | ▲ +23 days |
| 2024 | 412 days | Rs21.30 Billion | Rs51.69 Million/day | Rs- | Rs35.00K | ▲ +20 days |
| 2023 | 392 days | Rs19.18 Billion | Rs48.94 Million/day | Rs- | Rs295.80 Million | ▼ -101 days |
| 2022 | 493 days | Rs27.39 Billion | Rs55.54 Million/day | Rs- | Rs17.75 Million | ▲ +40 days |
| 2021 | 453 days | Rs25.92 Billion | Rs57.25 Million/day | Rs- | Rs63.83 Million | ▼ -19 days |
| 2020 | 472 days | Rs18.72 Billion | Rs39.65 Million/day | Rs- | Rs65.99 Million | ▲ +89 days |
| 2019 | 384 days | Rs21.15 Billion | Rs55.13 Million/day | Rs- | Rs-631.55 Million | ▲ +24 days |
| 2018 | 359 days | Rs16.53 Billion | Rs46.02 Million/day | Rs- | Rs-1.28 Billion | ▲ +45 days |
| 2017 | 314 days | Rs14.71 Billion | Rs46.87 Million/day | Rs- | Rs-1.12 Billion | ▼ -10 days |
| 2016 | 324 days | Rs11.85 Billion | Rs36.53 Million/day | Rs- | Rs-2.14 Billion | ▲ +124 days |
| 2015 | 201 days | Rs8.94 Billion | Rs44.55 Million/day | Rs- | Rs-2.20 Billion | ▼ -15 days |
| 2014 | 216 days | Rs10.12 Billion | Rs46.80 Million/day | Rs- | Rs-2.87 Billion | ▲ +48 days |
| 2013 | 169 days | Rs9.65 Billion | Rs57.22 Million/day | Rs- | Rs-2.80 Billion | ▲ +31 days |
| 2012 | 137 days | Rs7.47 Billion | Rs54.44 Million/day | Rs- | Rs-2.77 Billion | ▼ -314 days |
| 2011 | 452 days | Rs16.26 Billion | Rs36.00 Million/day | Rs- | Rs- | ▲ +27 days |
| 2010 | 425 days | Rs16.96 Billion | Rs39.90 Million/day | Rs- | Rs- | ▲ +32 days |
| 2009 | 393 days | Rs17.98 Billion | Rs45.74 Million/day | Rs- | Rs- | ▼ -4 days |
| 2008 | 397 days | Rs14.97 Billion | Rs37.69 Million/day | Rs- | Rs- | ▲ +98 days |
| 2007 | 299 days | Rs9.87 Billion | Rs33.05 Million/day | Rs- | Rs- | ▲ +33 days |
| 2006 | 265 days | Rs8.87 Billion | Rs33.39 Million/day | Rs- | Rs- | ▲ +46 days |
| 2005 | 219 days | Rs7.97 Billion | Rs36.33 Million/day | Rs- | Rs- | ▲ +48 days |
| 2004 | 171 days | Rs5.44 Billion | Rs31.73 Million/day | Rs- | Rs- | ▼ -36 days |
| 2003 | 208 days | Rs6.91 Billion | Rs33.32 Million/day | Rs- | Rs- | ▼ -70 days |
| 2002 | 278 days | Rs6.72 Billion | Rs24.17 Million/day | Rs- | Rs- | ▲ +43 days |
| 2001 | 235 days | Rs5.27 Billion | Rs22.36 Million/day | Rs- | Rs49.58 Million | ▼ -228 days |
| 2000 | 463 days | Rs6.70 Billion | Rs14.46 Million/day | Rs- | Rs- | — |