Castrol India Limited (CASTROLIND) — Defensive Interval Ratio
Castrol India Limited (CASTROLIND) has a Defensive Interval Ratio of 615 days as of December 2025. Defensive assets of Rs23.71 Billion (cash Rs11.41 Billion, short-term investments Rs7.56 Billion, receivables Rs4.74 Billion) cover 615 days of daily cash needs of Rs38.58 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Castrol India Limited Defensive Interval Ratio (2004–2025)
This chart shows how Castrol India Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of December 2025, the ratio stands at 615 days, meaning defensive assets of Rs23.71 Billion can fund 615 days of operations without new revenue. For the complete balance sheet picture, see total assets of Castrol India Limited.
Annual Defensive Interval Ratio for Castrol India Limited (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Castrol India Limited from 2004 to 2025, covering 22 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 Castrol India Limited working capital to net assets 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) |
|---|---|---|---|---|---|---|
| 2025 | 365 days | Rs14.10 Billion | Rs38.58 Million/day | Rs1.95 Billion | Rs6.97 Billion | ▼ -108 days |
| 2024 | 474 days | Rs16.49 Billion | Rs34.80 Million/day | Rs2.20 Billion | Rs9.30 Billion | ▲ +41 days |
| 2023 | 433 days | Rs14.41 Billion | Rs33.30 Million/day | Rs2.73 Billion | Rs6.90 Billion | ▼ -21 days |
| 2022 | 453 days | Rs13.90 Billion | Rs30.66 Million/day | Rs3.69 Billion | Rs6.45 Billion | ▼ -118 days |
| 2021 | 571 days | Rs16.18 Billion | Rs28.34 Million/day | Rs1.73 Billion | Rs10.97 Billion | ▲ +12 days |
| 2020 | 559 days | Rs14.51 Billion | Rs25.94 Million/day | Rs1.76 Billion | Rs10.59 Billion | ▼ -63 days |
| 2019 | 623 days | Rs14.34 Billion | Rs23.03 Million/day | Rs631.90 Million | Rs8.60 Billion | ▲ +176 days |
| 2018 | 446 days | Rs11.31 Billion | Rs25.35 Million/day | Rs2.46 Billion | Rs4.65 Billion | ▲ +33 days |
| 2017 | 413 days | Rs10.64 Billion | Rs25.78 Million/day | Rs1.91 Billion | Rs5.57 Billion | ▲ +104 days |
| 2016 | 309 days | Rs10.82 Billion | Rs35.00 Million/day | Rs1.01 Billion | Rs7.00 Billion | ▲ +209 days |
| 2015 | 100 days | Rs2.94 Billion | Rs29.34 Million/day | Rs- | Rs- | ▼ -22 days |
| 2014 | 122 days | Rs3.27 Billion | Rs26.89 Million/day | Rs- | Rs- | ▼ -8 days |
| 2013 | 130 days | Rs3.03 Billion | Rs23.30 Million/day | Rs- | Rs- | ▲ +20 days |
| 2012 | 110 days | Rs2.47 Billion | Rs22.43 Million/day | Rs- | Rs- | ▼ -36 days |
| 2011 | 147 days | Rs3.21 Billion | Rs21.89 Million/day | Rs- | Rs- | ▲ +16 days |
| 2010 | 131 days | Rs2.75 Billion | Rs21.07 Million/day | Rs- | Rs- | ▼ -8 days |
| 2009 | 138 days | Rs2.58 Billion | Rs18.66 Million/day | Rs- | Rs- | ▼ -51 days |
| 2008 | 189 days | Rs2.43 Billion | Rs12.85 Million/day | Rs- | Rs- | ▲ +33 days |
| 2007 | 156 days | Rs2.18 Billion | Rs14.02 Million/day | Rs- | Rs- | ▼ -113 days |
| 2006 | 268 days | Rs2.66 Billion | Rs9.92 Million/day | Rs- | Rs- | ▲ +15 days |
| 2005 | 254 days | Rs2.25 Billion | Rs8.87 Million/day | Rs- | Rs- | ▲ +19 days |
| 2004 | 234 days | Rs1.82 Billion | Rs7.75 Million/day | Rs- | Rs- | — |