Cera Sanitaryware Limited (CERA) — Defensive Interval Ratio
Cera Sanitaryware Limited (CERA) has a Defensive Interval Ratio of 1072 days as of March 2026. Defensive assets of Rs10.75 Billion (cash Rs-, short-term investments Rs8.01 Billion, receivables Rs2.74 Billion) cover 1072 days of daily cash needs of Rs10.03 Million/day. Check CERA 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
Cera Sanitaryware Limited Defensive Interval Ratio (2003–2026)
This chart shows how Cera Sanitaryware Limited's Defensive Interval Ratio has evolved across 24 annual periods from 2003 to 2026. As of March 2026, the ratio stands at 1072 days, meaning defensive assets of Rs10.75 Billion can fund 1072 days of operations without new revenue. Also explore CERA net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Cera Sanitaryware Limited (2003–2026)
The table below presents the year-by-year Defensive Interval Ratio for Cera Sanitaryware Limited from 2003 to 2026, covering 24 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 CERA market cap.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 1072 days | Rs10.75 Billion | Rs10.03 Million/day | Rs- | Rs8.01 Billion | ▲ +124 days |
| 2025 | 948 days | Rs9.64 Billion | Rs10.17 Million/day | Rs0.00 | Rs6.91 Billion | ▼ -15 days |
| 2024 | 963 days | Rs10.04 Billion | Rs10.42 Million/day | Rs60.02 Million | Rs7.92 Billion | ▲ +183 days |
| 2023 | 780 days | Rs8.41 Billion | Rs10.78 Million/day | Rs- | Rs6.48 Billion | ▲ +195 days |
| 2022 | 586 days | Rs6.95 Billion | Rs11.87 Million/day | Rs- | Rs5.27 Billion | ▼ -74 days |
| 2021 | 659 days | Rs6.73 Billion | Rs10.21 Million/day | Rs- | Rs4.36 Billion | ▲ +114 days |
| 2020 | 546 days | Rs4.73 Billion | Rs8.67 Million/day | Rs- | Rs1.90 Billion | ▲ +34 days |
| 2019 | 512 days | Rs5.15 Billion | Rs10.06 Million/day | Rs0.00 | Rs1.60 Billion | ▲ +21 days |
| 2018 | 491 days | Rs4.37 Billion | Rs8.90 Million/day | Rs151.03 Million | Rs1.11 Billion | ▲ +36 days |
| 2017 | 455 days | Rs3.78 Billion | Rs8.32 Million/day | Rs137.03 Million | Rs870.61 Million | ▲ +42 days |
| 2016 | 413 days | Rs2.77 Billion | Rs6.71 Million/day | Rs- | Rs474.72 Million | ▲ +29 days |
| 2015 | 385 days | Rs2.27 Billion | Rs5.91 Million/day | Rs- | Rs477.56 Million | ▲ +120 days |
| 2014 | 264 days | Rs1.19 Billion | Rs4.51 Million/day | Rs- | Rs121.30 Million | ▲ +46 days |
| 2013 | 219 days | Rs851.87 Million | Rs3.90 Million/day | Rs- | Rs13.81 Million | ▲ +41 days |
| 2012 | 178 days | Rs526.71 Million | Rs2.96 Million/day | Rs- | Rs10.93 Million | ▼ -60 days |
| 2011 | 238 days | Rs491.17 Million | Rs2.07 Million/day | Rs- | Rs- | ▼ -3 days |
| 2010 | 240 days | Rs409.75 Million | Rs1.71 Million/day | Rs- | Rs- | ▼ -62 days |
| 2009 | 302 days | Rs360.15 Million | Rs1.19 Million/day | Rs- | Rs- | ▲ +6 days |
| 2008 | 296 days | Rs305.24 Million | Rs1.03 Million/day | Rs- | Rs- | ▲ +28 days |
| 2007 | 268 days | Rs264.57 Million | Rs986.85K/day | Rs- | Rs- | ▲ +79 days |
| 2006 | 189 days | Rs171.66 Million | Rs905.97K/day | Rs- | Rs7.07 Million | ▲ +28 days |
| 2005 | 162 days | Rs126.06 Million | Rs779.49K/day | Rs- | Rs- | ▼ -37 days |
| 2004 | 198 days | Rs125.26 Million | Rs631.28K/day | Rs- | Rs- | ▼ -5 days |
| 2003 | 203 days | Rs93.84 Million | Rs461.81K/day | Rs- | Rs- | — |