BF Utilities Limited (BFUTILITIE) — Defensive Interval Ratio
BF Utilities Limited (BFUTILITIE) has a Defensive Interval Ratio of 430 days as of March 2025. Defensive assets of Rs4.51 Billion (cash Rs2.12 Billion, short-term investments Rs2.08 Billion, receivables Rs309.25 Million) cover 430 days of daily cash needs of Rs10.48 Million/day. Check BF Utilities Limited tangible equity quality to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BF Utilities Limited Defensive Interval Ratio (2003–2025)
This chart shows how BF Utilities Limited's Defensive Interval Ratio has evolved across 23 annual periods from 2003 to 2025. As of March 2025, the ratio stands at 430 days, meaning defensive assets of Rs4.51 Billion can fund 430 days of operations without new revenue. Also explore BFUTILITIE net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for BF Utilities Limited (2003–2025)
The table below presents the year-by-year Defensive Interval Ratio for BF Utilities Limited from 2003 to 2025, covering 23 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 BF Utilities Limited stock valuation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 427 days | Rs4.47 Billion | Rs10.48 Million/day | Rs2.08 Billion | Rs2.08 Billion | ▲ +202 days |
| 2024 | 225 days | Rs2.30 Billion | Rs10.21 Million/day | Rs- | Rs1.99 Billion | ▼ -106 days |
| 2023 | 331 days | Rs3.48 Billion | Rs10.53 Million/day | Rs1.66 Billion | Rs1.81 Billion | ▲ +50 days |
| 2022 | 281 days | Rs2.53 Billion | Rs8.99 Million/day | Rs461.21 Million | Rs2.05 Billion | ▼ -57 days |
| 2021 | 338 days | Rs3.01 Billion | Rs8.92 Million/day | Rs411.86 Million | Rs2.60 Billion | ▲ +54 days |
| 2020 | 284 days | Rs2.50 Billion | Rs8.82 Million/day | Rs167.14 Million | Rs2.33 Billion | ▼ -59 days |
| 2019 | 343 days | Rs2.10 Billion | Rs6.13 Million/day | Rs0.00 | Rs2.05 Billion | ▲ +178 days |
| 2018 | 165 days | Rs710.97 Million | Rs4.32 Million/day | Rs2.00 Million | Rs531.80 Million | ▲ +69 days |
| 2017 | 96 days | Rs418.06 Million | Rs4.37 Million/day | Rs80.00 Million | Rs231.89 Million | ▼ -45 days |
| 2016 | 141 days | Rs614.33 Million | Rs4.36 Million/day | Rs- | Rs268.61 Million | ▲ +136 days |
| 2015 | 5 days | Rs29.14 Million | Rs5.60 Million/day | Rs- | Rs664.12K | ▼ -31 days |
| 2014 | 36 days | Rs305.95 Million | Rs8.56 Million/day | Rs- | Rs297.27 Million | ▼ -270 days |
| 2013 | 306 days | Rs1.64 Billion | Rs5.36 Million/day | Rs- | Rs350.71 Million | ▲ +95 days |
| 2012 | 211 days | Rs745.24 Million | Rs3.54 Million/day | Rs- | Rs742.40 Million | ▼ -423 days |
| 2011 | 633 days | Rs2.47 Billion | Rs3.91 Million/day | Rs- | Rs1.42 Million | ▲ +633 days |
| 2010 | 0 days | Rs656.05K | Rs4.28 Million/day | Rs- | Rs- | ▼ -106 days |
| 2009 | 106 days | Rs430.04 Million | Rs4.05 Million/day | Rs- | Rs346.62 Million | ▼ -468 days |
| 2008 | 574 days | Rs3.16 Billion | Rs5.50 Million/day | Rs- | Rs2.55 Billion | ▲ +141 days |
| 2007 | 432 days | Rs2.38 Billion | Rs5.49 Million/day | Rs- | Rs1.37 Billion | ▲ +110 days |
| 2006 | 323 days | Rs1.48 Billion | Rs4.60 Million/day | Rs- | Rs944.15 Million | ▲ +32 days |
| 2005 | 291 days | Rs1.49 Billion | Rs5.11 Million/day | Rs- | Rs1.06 Billion | ▼ -199 days |
| 2004 | 490 days | Rs1.80 Billion | Rs3.68 Million/day | Rs- | Rs1.46 Billion | ▲ +134 days |
| 2003 | 356 days | Rs1.40 Billion | Rs3.92 Million/day | Rs- | Rs24.72 Million | — |