Golden Tobacco Limited (GOLDENTOBC) — Defensive Interval Ratio
Golden Tobacco Limited (GOLDENTOBC) has a Defensive Interval Ratio of 5 days as of September 2021. Defensive assets of Rs50.52 Million (cash Rs14.34 Million, short-term investments Rs24.02 Million, receivables Rs12.16 Million) cover 5 days of daily cash needs of Rs9.69 Million/day. Check Golden Tobacco Limited (GOLDENTOBC) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Golden Tobacco Limited Defensive Interval Ratio (2006–2021)
This chart shows how Golden Tobacco Limited's Defensive Interval Ratio has evolved across 16 annual periods from 2006 to 2021. As of September 2021, the ratio stands at 5 days, meaning defensive assets of Rs50.52 Million can fund 5 days of operations without new revenue. Also explore GOLDENTOBC net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Golden Tobacco Limited (2006–2021)
The table below presents the year-by-year Defensive Interval Ratio for Golden Tobacco Limited from 2006 to 2021, covering 16 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 Golden Tobacco Limited market cap and net worth.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2021 | 2 days | Rs21.40 Million | Rs9.66 Million/day | Rs11.60 Million | Rs3.61 Million | ▼ -4 days |
| 2020 | 6 days | Rs64.16 Million | Rs10.64 Million/day | Rs9.16 Million | Rs22.55 Million | ▼ -12 days |
| 2019 | 18 days | Rs196.13 Million | Rs11.00 Million/day | Rs3.52 Million | Rs113.70 Million | ▲ +6 days |
| 2018 | 12 days | Rs166.87 Million | Rs13.75 Million/day | Rs16.90 Million | Rs52.69 Million | ▲ +5 days |
| 2017 | 7 days | Rs106.01 Million | Rs14.66 Million/day | Rs9.99 Million | Rs1.05 Million | ▲ +5 days |
| 2016 | 3 days | Rs34.58 Million | Rs13.29 Million/day | Rs5.20 Million | Rs-59.87 Million | ▼ -8 days |
| 2015 | 11 days | Rs91.69 Million | Rs8.50 Million/day | Rs- | Rs1.00 | ▼ 0 days |
| 2014 | 11 days | Rs107.34 Million | Rs9.72 Million/day | Rs- | Rs1.00 | ▼ -3 days |
| 2013 | 14 days | Rs121.22 Million | Rs8.39 Million/day | Rs- | Rs1.00 | ▼ -85 days |
| 2012 | 100 days | Rs267.07 Million | Rs2.68 Million/day | Rs- | Rs62.82 Million | ▼ -291 days |
| 2011 | 391 days | Rs2.14 Billion | Rs5.48 Million/day | Rs- | Rs- | ▲ +51 days |
| 2010 | 339 days | Rs1.31 Billion | Rs3.85 Million/day | Rs- | Rs- | ▼ -144 days |
| 2009 | 483 days | Rs1.00 Billion | Rs2.07 Million/day | Rs- | Rs- | ▲ +40 days |
| 2008 | 443 days | Rs1.14 Billion | Rs2.58 Million/day | Rs- | Rs- | ▲ +205 days |
| 2007 | 238 days | Rs1.01 Billion | Rs4.27 Million/day | Rs- | Rs- | ▲ +40 days |
| 2006 | 197 days | Rs942.09 Million | Rs4.77 Million/day | Rs- | Rs19.25 Million | — |