BPL Limited (BPL) — Defensive Interval Ratio
BPL Limited (BPL) has a Defensive Interval Ratio of 33 days as of December 2025. Defensive assets of Rs278.38 Million (cash Rs13.76 Million, short-term investments Rs13.76 Million, receivables Rs250.86 Million) cover 33 days of daily cash needs of Rs8.40 Million/day. Check BPL goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BPL Limited Defensive Interval Ratio (2002–2025)
This chart shows how BPL Limited's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 33 days, meaning defensive assets of Rs278.38 Million can fund 33 days of operations without new revenue. Also explore BPL Limited equity growth rate to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for BPL Limited (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for BPL Limited from 2002 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 BPL Limited stock valuation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 43 days | Rs242.62 Million | Rs5.68 Million/day | Rs- | Rs3.07 Million | ▲ +0 days |
| 2024 | 43 days | Rs246.35 Million | Rs5.77 Million/day | Rs- | Rs32.46 Million | ▲ +15 days |
| 2023 | 27 days | Rs153.39 Million | Rs5.63 Million/day | Rs7.19 Million | Rs7.19 Million | ▼ -86 days |
| 2022 | 114 days | Rs661.48 Million | Rs5.82 Million/day | Rs1.51 Million | Rs1.51 Million | ▲ +83 days |
| 2021 | 30 days | Rs168.77 Million | Rs5.54 Million/day | Rs- | Rs11.14 Million | ▼ -202 days |
| 2020 | 232 days | Rs1.28 Billion | Rs5.53 Million/day | Rs- | Rs7.58 Million | ▲ +191 days |
| 2019 | 41 days | Rs226.19 Million | Rs5.47 Million/day | Rs- | Rs28.23 Million | ▼ -216 days |
| 2018 | 257 days | Rs1.37 Billion | Rs5.32 Million/day | Rs- | Rs110.42 Million | ▼ -1702 days |
| 2017 | 1960 days | Rs2.43 Billion | Rs1.24 Million/day | Rs- | Rs133.77 Million | ▲ +1086 days |
| 2016 | 874 days | Rs1.29 Billion | Rs1.48 Million/day | Rs- | Rs-122.09 Million | ▲ +724 days |
| 2015 | 150 days | Rs52.05 Million | Rs346.92K/day | Rs- | Rs- | ▲ +173 days |
| 2014 | -23 days | Rs-34.55 Million | Rs1.47 Million/day | Rs- | Rs-302.14 Million | ▼ -2200 days |
| 2013 | 2176 days | Rs1.93 Billion | Rs888.72K/day | Rs- | Rs1.75 Billion | ▲ +2013 days |
| 2012 | 163 days | Rs130.61 Million | Rs800.84K/day | Rs- | Rs- | ▲ +67 days |
| 2011 | 96 days | Rs177.49 Million | Rs1.85 Million/day | Rs- | Rs- | ▲ +34 days |
| 2010 | 62 days | Rs157.95 Million | Rs2.57 Million/day | Rs- | Rs- | ▼ -287 days |
| 2009 | 348 days | Rs997.30 Million | Rs2.86 Million/day | Rs- | Rs- | ▼ -4 days |
| 2008 | 353 days | Rs1.60 Billion | Rs4.53 Million/day | Rs- | Rs- | ▼ -1 days |
| 2007 | 354 days | Rs1.75 Billion | Rs4.93 Million/day | Rs- | Rs- | ▼ -3 days |
| 2006 | 357 days | Rs1.92 Billion | Rs5.37 Million/day | Rs- | Rs241.39 Million | ▼ -419 days |
| 2005 | 776 days | Rs6.56 Billion | Rs8.45 Million/day | Rs- | Rs37.83 Million | ▼ -425 days |
| 2003 | 1201 days | Rs8.38 Billion | Rs6.98 Million/day | Rs- | Rs22.91 Million | ▲ +718 days |
| 2002 | 483 days | Rs5.45 Billion | Rs11.30 Million/day | Rs- | Rs24.05 Million | — |