Chambal Fertilizers & Chemicals Limited (CHAMBLFERT) — Defensive Interval Ratio
Chambal Fertilizers & Chemicals Limited (CHAMBLFERT) has a Defensive Interval Ratio of 459 days as of September 2025. Defensive assets of Rs31.76 Billion (cash Rs4.99 Billion, short-term investments Rs4.17 Billion, receivables Rs22.60 Billion) cover 459 days of daily cash needs of Rs69.25 Million/day. Check Chambal Fertilizers & Chemicals Limited tangible book value ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chambal Fertilizers & Chemicals Limited Defensive Interval Ratio (2005–2025)
This chart shows how Chambal Fertilizers & Chemicals Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of September 2025, the ratio stands at 459 days, meaning defensive assets of Rs31.76 Billion can fund 459 days of operations without new revenue. Also explore CHAMBLFERT year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Chambal Fertilizers & Chemicals Limited (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for Chambal Fertilizers & Chemicals Limited from 2005 to 2025, covering 21 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 Chambal Fertilizers & Chemicals Limited (CHAMBLFERT) market capitalisation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 374 days | Rs12.03 Billion | Rs32.17 Million/day | Rs71.10 Million | Rs8.28 Billion | ▼ -41 days |
| 2024 | 415 days | Rs23.14 Billion | Rs55.80 Million/day | Rs733.40 Million | Rs19.36 Billion | ▼ -15 days |
| 2023 | 430 days | Rs37.13 Billion | Rs86.36 Million/day | Rs500.00K | Rs18.39 Billion | ▲ +187 days |
| 2022 | 243 days | Rs25.34 Billion | Rs104.16 Million/day | Rs3.50 Billion | Rs47.40 Million | ▼ -286 days |
| 2021 | 529 days | Rs22.12 Billion | Rs41.79 Million/day | Rs8.75 Billion | Rs44.90 Million | ▲ +203 days |
| 2020 | 327 days | Rs59.77 Billion | Rs182.96 Million/day | Rs1.22 Billion | Rs39.50 Million | ▲ +45 days |
| 2019 | 282 days | Rs50.41 Billion | Rs178.78 Million/day | Rs450.00 Million | Rs284.98 Million | ▼ -28 days |
| 2018 | 310 days | Rs28.24 Billion | Rs91.11 Million/day | Rs536.05 Million | Rs10.00K | ▲ +303 days |
| 2017 | 7 days | Rs800.01 Million | Rs120.31 Million/day | Rs800.00 Million | Rs105.11 Million | ▼ -295 days |
| 2016 | 302 days | Rs43.43 Billion | Rs143.76 Million/day | Rs- | Rs1.33 Billion | ▲ +4 days |
| 2015 | 298 days | Rs33.54 Billion | Rs112.54 Million/day | Rs- | Rs1.19 Billion | ▼ -12 days |
| 2014 | 310 days | Rs37.79 Billion | Rs121.85 Million/day | Rs- | Rs902.81 Million | ▲ +45 days |
| 2013 | 266 days | Rs37.82 Billion | Rs142.42 Million/day | Rs- | Rs830.26 Million | ▲ +13 days |
| 2012 | 253 days | Rs23.60 Billion | Rs93.33 Million/day | Rs- | Rs- | ▼ -70 days |
| 2011 | 323 days | Rs6.94 Billion | Rs21.48 Million/day | Rs- | Rs- | ▼ -155 days |
| 2010 | 478 days | Rs8.59 Billion | Rs17.97 Million/day | Rs- | Rs- | ▲ +280 days |
| 2009 | 198 days | Rs9.28 Billion | Rs46.96 Million/day | Rs- | Rs- | ▼ -67 days |
| 2008 | 265 days | Rs3.07 Billion | Rs11.62 Million/day | Rs- | Rs- | ▼ -384 days |
| 2007 | 649 days | Rs6.94 Billion | Rs10.69 Million/day | Rs- | Rs- | ▲ +344 days |
| 2006 | 305 days | Rs4.11 Billion | Rs13.48 Million/day | Rs- | Rs- | ▼ -181 days |
| 2005 | 486 days | Rs7.07 Billion | Rs14.53 Million/day | Rs- | Rs- | — |