Hero MotoCorp Limited (HEROMOTOCO) — Defensive Interval Ratio
Hero MotoCorp Limited (HEROMOTOCO) has a Defensive Interval Ratio of 537 days as of March 2026. Defensive assets of Rs145.73 Billion (cash Rs-, short-term investments Rs122.05 Billion, receivables Rs23.68 Billion) cover 537 days of daily cash needs of Rs271.35 Million/day. Check HEROMOTOCO goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Hero MotoCorp Limited Defensive Interval Ratio (2004–2026)
This chart shows how Hero MotoCorp Limited's Defensive Interval Ratio has evolved across 23 annual periods from 2004 to 2026. As of March 2026, the ratio stands at 537 days, meaning defensive assets of Rs145.73 Billion can fund 537 days of operations without new revenue. Also explore HEROMOTOCO year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Hero MotoCorp Limited (2004–2026)
The table below presents the year-by-year Defensive Interval Ratio for Hero MotoCorp 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. For live market cap and the full company financial profile, see how much is Hero MotoCorp Limited worth.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 537 days | Rs145.73 Billion | Rs271.35 Million/day | Rs- | Rs122.05 Billion | ▲ +38 days |
| 2025 | 499 days | Rs102.13 Billion | Rs204.82 Million/day | Rs- | Rs68.04 Billion | ▲ +124 days |
| 2024 | 374 days | Rs72.30 Billion | Rs193.11 Million/day | Rs- | Rs43.69 Billion | ▼ -74 days |
| 2023 | 448 days | Rs73.80 Billion | Rs164.73 Million/day | Rs2.26 Billion | Rs38.34 Billion | ▼ -129 days |
| 2022 | 577 days | Rs87.22 Billion | Rs151.17 Million/day | Rs- | Rs59.53 Billion | ▲ +96 days |
| 2021 | 481 days | Rs85.73 Billion | Rs178.21 Million/day | Rs- | Rs62.98 Billion | ▼ -84 days |
| 2020 | 566 days | Rs66.30 Billion | Rs117.23 Million/day | Rs- | Rs47.09 Billion | ▲ +76 days |
| 2019 | 490 days | Rs59.19 Billion | Rs120.80 Million/day | Rs- | Rs31.74 Billion | ▼ -129 days |
| 2018 | 619 days | Rs76.03 Billion | Rs122.78 Million/day | Rs- | Rs55.91 Billion | ▲ +87 days |
| 2017 | 533 days | Rs60.96 Billion | Rs114.43 Million/day | Rs- | Rs45.44 Billion | ▲ +47 days |
| 2016 | 486 days | Rs47.54 Billion | Rs97.85 Million/day | Rs- | Rs34.72 Billion | ▲ +265 days |
| 2015 | 221 days | Rs24.08 Billion | Rs109.21 Million/day | Rs- | Rs22.97 Billion | ▼ -126 days |
| 2014 | 346 days | Rs41.96 Billion | Rs121.20 Million/day | Rs- | Rs32.76 Billion | ▲ +81 days |
| 2013 | 266 days | Rs30.37 Billion | Rs114.27 Million/day | Rs- | Rs30.09 Billion | ▼ -64 days |
| 2012 | 330 days | Rs39.26 Billion | Rs118.94 Million/day | Rs- | Rs32.90 Billion | ▲ +301 days |
| 2011 | 29 days | Rs4.96 Billion | Rs168.35 Million/day | Rs- | Rs237.70 Million | ▼ -11 days |
| 2010 | 40 days | Rs5.35 Billion | Rs132.37 Million/day | Rs- | Rs437.30 Million | ▼ -96 days |
| 2009 | 136 days | Rs7.67 Billion | Rs56.24 Million/day | Rs- | Rs3.11 Billion | ▲ +3 days |
| 2008 | 134 days | Rs6.68 Billion | Rs49.99 Million/day | Rs- | Rs1.85 Billion | ▲ +70 days |
| 2007 | 64 days | Rs2.59 Billion | Rs40.52 Million/day | Rs- | Rs2.63 Billion | ▲ +1 days |
| 2006 | 63 days | Rs2.71 Billion | Rs42.82 Million/day | Rs- | Rs2.74 Billion | ▲ +6 days |
| 2005 | 58 days | Rs2.37 Billion | Rs41.11 Million/day | Rs- | Rs2.40 Billion | ▼ -23 days |
| 2004 | 81 days | Rs2.80 Billion | Rs34.52 Million/day | Rs- | Rs2.36 Billion | — |