HeidelbergCement India Limited (HEIDELBERG) — Defensive Interval Ratio
HeidelbergCement India Limited (HEIDELBERG) has a Defensive Interval Ratio of 184 days as of September 2025. Defensive assets of Rs4.60 Billion (cash Rs3.81 Billion, short-term investments Rs113.80 Million, receivables Rs678.70 Million) cover 184 days of daily cash needs of Rs25.04 Million/day. Check HeidelbergCement India 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
HeidelbergCement India Limited Defensive Interval Ratio (2004–2025)
This chart shows how HeidelbergCement India Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of September 2025, the ratio stands at 184 days, meaning defensive assets of Rs4.60 Billion can fund 184 days of operations without new revenue. Also explore HeidelbergCement India Limited annual equity growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for HeidelbergCement India Limited (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for HeidelbergCement India Limited from 2004 to 2025, covering 22 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 HeidelbergCement India Limited market capitalisation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 205 days | Rs5.21 Billion | Rs25.43 Million/day | Rs4.54 Billion | Rs98.40 Million | ▼ -41 days |
| 2024 | 246 days | Rs6.10 Billion | Rs24.79 Million/day | Rs5.27 Billion | Rs278.40 Million | ▼ -42 days |
| 2023 | 288 days | Rs6.70 Billion | Rs23.29 Million/day | Rs4.73 Billion | Rs1.11 Billion | ▲ +104 days |
| 2022 | 184 days | Rs4.21 Billion | Rs22.92 Million/day | Rs- | Rs1.30 Billion | ▲ +138 days |
| 2021 | 46 days | Rs1.16 Billion | Rs25.15 Million/day | Rs- | Rs822.60 Million | ▲ +7 days |
| 2020 | 38 days | Rs979.60 Million | Rs25.45 Million/day | Rs- | Rs8.80 Million | ▼ -131 days |
| 2019 | 169 days | Rs4.23 Billion | Rs25.02 Million/day | Rs- | Rs3.28 Billion | ▲ +160 days |
| 2018 | 9 days | Rs218.00 Million | Rs23.49 Million/day | Rs- | Rs19.10 Million | ▲ +3 days |
| 2017 | 6 days | Rs133.30 Million | Rs20.60 Million/day | Rs- | Rs7.70 Million | ▼ -147 days |
| 2016 | 154 days | Rs4.09 Billion | Rs26.59 Million/day | Rs- | Rs808.10 Million | ▲ +117 days |
| 2015 | 37 days | Rs944.50 Million | Rs25.60 Million/day | Rs- | Rs11.00 Million | ▼ -120 days |
| 2014 | 157 days | Rs2.61 Billion | Rs16.65 Million/day | Rs- | Rs- | ▲ +124 days |
| 2013 | 33 days | Rs505.40 Million | Rs15.51 Million/day | Rs- | Rs- | ▼ -212 days |
| 2012 | 245 days | Rs3.56 Billion | Rs14.52 Million/day | Rs- | Rs2.53 Billion | ▲ +78 days |
| 2011 | 167 days | Rs1.87 Billion | Rs11.19 Million/day | Rs- | Rs1.47 Billion | ▼ -10 days |
| 2010 | 177 days | Rs1.55 Billion | Rs8.80 Million/day | Rs- | Rs1.15 Billion | ▼ -27 days |
| 2009 | 204 days | Rs1.33 Billion | Rs6.54 Million/day | Rs- | Rs960.03 Million | ▲ +5 days |
| 2008 | 199 days | Rs659.63 Million | Rs3.32 Million/day | Rs- | Rs425.81 Million | ▲ +91 days |
| 2007 | 108 days | Rs284.61 Million | Rs2.64 Million/day | Rs- | Rs- | ▼ -41 days |
| 2006 | 149 days | Rs510.45 Million | Rs3.42 Million/day | Rs- | Rs- | ▲ +19 days |
| 2005 | 131 days | Rs446.40 Million | Rs3.42 Million/day | Rs- | Rs9.40 Million | ▲ +20 days |
| 2004 | 111 days | Rs368.03 Million | Rs3.33 Million/day | Rs- | Rs9.25 Million | — |