CG Power and Industrial Solutions Limited (CGPOWER) — Defensive Interval Ratio
CG Power and Industrial Solutions Limited (CGPOWER) has a Defensive Interval Ratio of 289 days as of March 2026. Defensive assets of Rs33.26 Billion (cash Rs-, short-term investments Rs4.02 Billion, receivables Rs29.24 Billion) cover 289 days of daily cash needs of Rs115.01 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CG Power and Industrial Solutions Limited Defensive Interval Ratio (2004–2026)
This chart shows how CG Power and Industrial Solutions Limited's Defensive Interval Ratio has evolved across 23 annual periods from 2004 to 2026. As of March 2026, the ratio stands at 289 days, meaning defensive assets of Rs33.26 Billion can fund 289 days of operations without new revenue. For the complete balance sheet picture, see CG Power and Industrial Solutions Limite balance sheet assets.
Annual Defensive Interval Ratio for CG Power and Industrial Solutions Limited (2004–2026)
The table below presents the year-by-year Defensive Interval Ratio for CG Power and Industrial Solutions Limited from 2004 to 2026, 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. See CG Power and Industrial Solutions Limite current assets vs equity 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) |
|---|---|---|---|---|---|---|
| 2026 | 488 days | Rs56.15 Billion | Rs115.01 Million/day | Rs- | Rs26.91 Billion | ▲ +208 days |
| 2025 | 280 days | Rs24.46 Billion | Rs87.40 Million/day | Rs0.00 | Rs4.37 Billion | ▼ -132 days |
| 2024 | 412 days | Rs28.77 Billion | Rs69.81 Million/day | Rs930.00 Million | Rs12.50 Billion | ▲ +139 days |
| 2023 | 274 days | Rs21.27 Billion | Rs77.76 Million/day | Rs5.37 Billion | Rs317.50 Million | ▲ +78 days |
| 2022 | 195 days | Rs15.28 Billion | Rs78.31 Million/day | Rs2.39 Billion | Rs1.35 Billion | ▲ +62 days |
| 2021 | 133 days | Rs13.15 Billion | Rs98.60 Million/day | Rs2.80 Billion | Rs319.50 Million | ▲ +65 days |
| 2020 | 68 days | Rs10.77 Billion | Rs158.10 Million/day | Rs0.00 | Rs28.00 Million | ▼ -71 days |
| 2019 | 139 days | Rs23.19 Billion | Rs166.62 Million/day | Rs5.70 Million | Rs156.60 Million | ▼ -256 days |
| 2018 | 395 days | Rs59.20 Billion | Rs149.72 Million/day | Rs- | Rs100.00K | ▼ -64 days |
| 2017 | 460 days | Rs65.94 Billion | Rs143.48 Million/day | Rs- | Rs52.20 Million | ▲ +300 days |
| 2016 | 159 days | Rs23.62 Billion | Rs148.50 Million/day | Rs- | Rs37.80 Million | ▼ -112 days |
| 2015 | 271 days | Rs36.62 Billion | Rs135.16 Million/day | Rs- | Rs1.61 Billion | ▼ -15 days |
| 2014 | 286 days | Rs42.15 Billion | Rs147.39 Million/day | Rs- | Rs208.90 Million | ▼ -14 days |
| 2013 | 300 days | Rs38.30 Billion | Rs127.71 Million/day | Rs- | Rs5.01 Billion | ▼ -65 days |
| 2012 | 364 days | Rs41.45 Billion | Rs113.74 Million/day | Rs- | Rs5.01 Billion | ▲ +44 days |
| 2011 | 320 days | Rs29.73 Billion | Rs92.86 Million/day | Rs- | Rs- | ▲ +39 days |
| 2010 | 281 days | Rs23.21 Billion | Rs82.66 Million/day | Rs- | Rs- | ▲ +4 days |
| 2009 | 276 days | Rs24.24 Billion | Rs87.69 Million/day | Rs- | Rs- | ▼ -5 days |
| 2008 | 281 days | Rs20.34 Billion | Rs72.39 Million/day | Rs- | Rs- | ▲ +49 days |
| 2007 | 232 days | Rs14.21 Billion | Rs61.23 Million/day | Rs- | Rs- | ▼ -66 days |
| 2006 | 298 days | Rs12.64 Billion | Rs42.40 Million/day | Rs- | Rs- | ▼ -97 days |
| 2005 | 395 days | Rs6.37 Billion | Rs16.12 Million/day | Rs- | Rs- | ▲ +97 days |
| 2004 | 298 days | Rs5.37 Billion | Rs18.01 Million/day | Rs- | Rs- | — |