CCL Products (India) Limited (CCL) — Defensive Interval Ratio
CCL Products (India) Limited (CCL) has a Defensive Interval Ratio of 201 days as of March 2026. Defensive assets of Rs8.19 Billion (cash Rs-, short-term investments Rs22.50 Million, receivables Rs8.17 Billion) cover 201 days of daily cash needs of Rs40.71 Million/day. Check tangible equity quality of CCL Products (India) Limited to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CCL Products (India) Limited Defensive Interval Ratio (2005–2026)
This chart shows how CCL Products (India) Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2005 to 2026. As of March 2026, the ratio stands at 201 days, meaning defensive assets of Rs8.19 Billion can fund 201 days of operations without new revenue. Also explore CCL year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for CCL Products (India) Limited (2005–2026)
The table below presents the year-by-year Defensive Interval Ratio for CCL Products (India) Limited from 2005 to 2026, 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. For live market cap and the full company financial profile, see CCL Products (India) Limited market capitalisation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 201 days | Rs8.19 Billion | Rs40.71 Million/day | Rs- | Rs22.50 Million | ▲ +28 days |
| 2025 | 173 days | Rs7.78 Billion | Rs44.84 Million/day | Rs- | Rs47.06 Million | ▼ -16 days |
| 2024 | 190 days | Rs6.64 Billion | Rs34.99 Million/day | Rs- | Rs52.13 Million | ▼ -13 days |
| 2023 | 203 days | Rs4.64 Billion | Rs22.91 Million/day | Rs- | Rs111.55 Million | ▲ +10 days |
| 2022 | 193 days | Rs3.33 Billion | Rs17.26 Million/day | Rs- | Rs32.81 Million | ▼ -44 days |
| 2021 | 237 days | Rs3.05 Billion | Rs12.84 Million/day | Rs-1.00K | Rs828.00K | ▼ -169 days |
| 2020 | 406 days | Rs3.07 Billion | Rs7.57 Million/day | Rs- | Rs828.00K | ▲ +131 days |
| 2019 | 275 days | Rs2.62 Billion | Rs9.51 Million/day | Rs- | Rs- | ▼ -111 days |
| 2018 | 386 days | Rs1.83 Billion | Rs4.73 Million/day | Rs- | Rs-2.72 Million | ▲ +53 days |
| 2017 | 333 days | Rs1.63 Billion | Rs4.90 Million/day | Rs- | Rs-2.84 Million | ▲ +110 days |
| 2016 | 223 days | Rs1.33 Billion | Rs5.98 Million/day | Rs- | Rs-2.50 Million | ▲ +38 days |
| 2015 | 185 days | Rs1.14 Billion | Rs6.18 Million/day | Rs- | Rs- | ▲ +2 days |
| 2014 | 183 days | Rs1.07 Billion | Rs5.86 Million/day | Rs- | Rs600.00K | ▲ +50 days |
| 2013 | 133 days | Rs876.39 Million | Rs6.59 Million/day | Rs- | Rs- | ▲ +3 days |
| 2012 | 130 days | Rs722.41 Million | Rs5.57 Million/day | Rs- | Rs- | ▼ -631 days |
| 2011 | 761 days | Rs740.01 Million | Rs972.36K/day | Rs- | Rs- | ▼ -377 days |
| 2010 | 1138 days | Rs1.05 Billion | Rs922.15K/day | Rs- | Rs- | ▼ -157 days |
| 2009 | 1295 days | Rs1.05 Billion | Rs813.49K/day | Rs- | Rs- | ▲ +430 days |
| 2008 | 865 days | Rs1.06 Billion | Rs1.22 Million/day | Rs- | Rs- | ▼ -302 days |
| 2007 | 1167 days | Rs1.02 Billion | Rs877.75K/day | Rs- | Rs- | ▲ +727 days |
| 2006 | 440 days | Rs899.98 Million | Rs2.04 Million/day | Rs- | Rs84.15 Million | ▼ -17 days |
| 2005 | 457 days | Rs637.79 Million | Rs1.39 Million/day | Rs- | Rs37.60 Million | — |