Kajaria Ceramics Limited (KAJARIACER) — Defensive Interval Ratio
Kajaria Ceramics Limited (KAJARIACER) has a Defensive Interval Ratio of 560 days as of September 2025. Defensive assets of Rs11.41 Billion (cash Rs5.39 Billion, short-term investments Rs26.10 Million, receivables Rs5.99 Billion) cover 560 days of daily cash needs of Rs20.37 Million/day. Check Kajaria Ceramics Limited tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Kajaria Ceramics Limited Defensive Interval Ratio (2005–2025)
This chart shows how Kajaria Ceramics Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of September 2025, the ratio stands at 560 days, meaning defensive assets of Rs11.41 Billion can fund 560 days of operations without new revenue. Also explore KAJARIACER year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Kajaria Ceramics Limited (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for Kajaria Ceramics 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 KAJARIACER market cap.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 878 days | Rs17.02 Billion | Rs19.39 Million/day | Rs5.64 Billion | Rs5.61 Billion | ▲ +279 days |
| 2024 | 599 days | Rs10.94 Billion | Rs18.26 Million/day | Rs- | Rs4.13 Billion | ▲ +226 days |
| 2023 | 373 days | Rs7.65 Billion | Rs20.50 Million/day | Rs- | Rs1.53 Billion | ▼ -31 days |
| 2022 | 404 days | Rs7.30 Billion | Rs18.06 Million/day | Rs- | Rs1.97 Billion | ▼ -242 days |
| 2021 | 646 days | Rs8.13 Billion | Rs12.59 Million/day | Rs- | Rs3.67 Billion | ▲ +215 days |
| 2020 | 431 days | Rs6.11 Billion | Rs14.16 Million/day | Rs0.00 | Rs2.09 Billion | ▲ +14 days |
| 2019 | 418 days | Rs6.71 Billion | Rs16.07 Million/day | Rs211.70 Million | Rs1.68 Billion | ▲ +65 days |
| 2018 | 352 days | Rs5.30 Billion | Rs15.03 Million/day | Rs630.00 Million | Rs61.20 Million | ▲ +103 days |
| 2017 | 249 days | Rs3.77 Billion | Rs15.14 Million/day | Rs300.00 Million | Rs36.20 Million | ▲ +99 days |
| 2016 | 150 days | Rs2.74 Billion | Rs18.27 Million/day | Rs- | Rs-105.30 Million | ▲ +17 days |
| 2015 | 133 days | Rs2.07 Billion | Rs15.62 Million/day | Rs- | Rs- | ▼ -4 days |
| 2014 | 137 days | Rs1.65 Billion | Rs12.05 Million/day | Rs- | Rs10.00K | ▲ +30 days |
| 2013 | 107 days | Rs1.45 Billion | Rs13.58 Million/day | Rs- | Rs-12.33 Million | ▼ -7 days |
| 2012 | 115 days | Rs1.46 Billion | Rs12.73 Million/day | Rs- | Rs- | ▼ -180 days |
| 2011 | 294 days | Rs2.07 Billion | Rs7.02 Million/day | Rs- | Rs811.03 Million | ▼ -230 days |
| 2010 | 525 days | Rs2.03 Billion | Rs3.87 Million/day | Rs- | Rs755.76 Million | ▼ -15 days |
| 2009 | 539 days | Rs1.17 Billion | Rs2.17 Million/day | Rs- | Rs459.97 Million | ▼ -23 days |
| 2008 | 562 days | Rs1.03 Billion | Rs1.84 Million/day | Rs- | Rs407.91 Million | ▼ -93 days |
| 2007 | 656 days | Rs1.26 Billion | Rs1.92 Million/day | Rs- | Rs451.58 Million | ▲ +59 days |
| 2006 | 596 days | Rs886.71 Million | Rs1.49 Million/day | Rs- | Rs276.98 Million | ▲ +470 days |
| 2005 | 126 days | Rs431.02 Million | Rs3.41 Million/day | Rs- | Rs20.00K | — |