Ecos India Mobility & Hospitality Ltd (ECOSMOBLTY) — Defensive Interval Ratio
Ecos India Mobility & Hospitality Ltd (ECOSMOBLTY) has a Defensive Interval Ratio of 725 days as of September 2025. Defensive assets of Rs2.48 Billion (cash Rs-, short-term investments Rs1.52 Billion, receivables Rs965.96 Million) cover 725 days of daily cash needs of Rs3.43 Million/day. See ECOSMOBLTY working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Ecos India Mobility & Hospitality Ltd Defensive Interval Ratio (2022–2025)
This chart shows how Ecos India Mobility & Hospitality Ltd's Defensive Interval Ratio has evolved across 4 annual periods from 2022 to 2025. As of September 2025, the ratio stands at 725 days, meaning defensive assets of Rs2.48 Billion can fund 725 days of operations without new revenue. See Ecos India Mobility & Hospitality Ltd balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Ecos India Mobility & Hospitality Ltd (2022–2025)
The table below presents the year-by-year Defensive Interval Ratio for Ecos India Mobility & Hospitality Ltd from 2022 to 2025, covering 4 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 Ecos India Mobility & Hospitality Ltd (ECOSMOBLTY) market capitalisation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 756 days | Rs2.22 Billion | Rs2.94 Million/day | Rs- | Rs850.10 Million | ▲ +179 days |
| 2024 | 577 days | Rs1.63 Billion | Rs2.82 Million/day | Rs- | Rs914.54 Million | ▲ +159 days |
| 2023 | 418 days | Rs1.06 Billion | Rs2.54 Million/day | Rs- | Rs408.43 Million | ▼ -64 days |
| 2022 | 483 days | Rs505.83 Million | Rs1.05 Million/day | Rs- | Rs292.12 Million | — |