Kirloskar Electric Company Limited (KECL) — Defensive Interval Ratio
Kirloskar Electric Company Limited (KECL) has a Defensive Interval Ratio of 447 days as of September 2025. Defensive assets of Rs4.91 Billion (cash Rs4.13 Billion, short-term investments Rs133.20 Million, receivables Rs645.20 Million) cover 447 days of daily cash needs of Rs10.99 Million/day. Check Kirloskar Electric Company 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
Kirloskar Electric Company Limited Defensive Interval Ratio (2006–2025)
This chart shows how Kirloskar Electric Company Limited's Defensive Interval Ratio has evolved across 20 annual periods from 2006 to 2025. As of September 2025, the ratio stands at 447 days, meaning defensive assets of Rs4.91 Billion can fund 447 days of operations without new revenue. Also explore net asset growth rate of Kirloskar Electric Company Limited to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Kirloskar Electric Company Limited (2006–2025)
The table below presents the year-by-year Defensive Interval Ratio for Kirloskar Electric Company Limited from 2006 to 2025, covering 20 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 KECL company net worth.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 57 days | Rs632.79 Million | Rs11.06 Million/day | Rs- | Rs47.49 Million | ▼ -85 days |
| 2024 | 143 days | Rs1.74 Billion | Rs12.21 Million/day | Rs824.60 Million | Rs44.02 Million | ▼ -204 days |
| 2023 | 346 days | Rs4.10 Billion | Rs11.85 Million/day | Rs3.44 Billion | Rs117.30 Million | ▲ +309 days |
| 2022 | 37 days | Rs475.20 Million | Rs12.75 Million/day | Rs59.90 Million | Rs31.40 Million | ▼ -12 days |
| 2021 | 49 days | Rs658.21 Million | Rs13.44 Million/day | Rs156.90 Million | Rs22.81 Million | ▼ -8 days |
| 2020 | 57 days | Rs690.05 Million | Rs12.09 Million/day | Rs130.80 Million | Rs12.61 Million | ▲ +7 days |
| 2019 | 50 days | Rs629.03 Million | Rs12.52 Million/day | Rs192.50 Million | Rs10.83 Million | ▼ -8 days |
| 2018 | 59 days | Rs832.82 Million | Rs14.19 Million/day | Rs106.80 Million | Rs14.47 Million | ▼ -78 days |
| 2017 | 137 days | Rs1.99 Billion | Rs14.51 Million/day | Rs52.87 Million | Rs5.95 Million | ▼ -7 days |
| 2016 | 144 days | Rs1.81 Billion | Rs12.50 Million/day | Rs- | Rs- | ▲ +5 days |
| 2015 | 139 days | Rs1.76 Billion | Rs12.61 Million/day | Rs- | Rs- | ▲ +35 days |
| 2014 | 104 days | Rs2.02 Billion | Rs19.33 Million/day | Rs- | Rs-177.31 Million | ▼ -29 days |
| 2013 | 133 days | Rs2.45 Billion | Rs18.42 Million/day | Rs- | Rs-183.97 Million | ▼ -5 days |
| 2012 | 138 days | Rs2.38 Billion | Rs17.20 Million/day | Rs- | Rs-144.96 Million | ▼ -2275 days |
| 2011 | 2413 days | Rs26.60 Billion | Rs11.02 Million/day | Rs- | Rs- | ▲ +442 days |
| 2010 | 1971 days | Rs20.01 Billion | Rs10.15 Million/day | Rs- | Rs- | ▲ +297 days |
| 2009 | 1674 days | Rs19.03 Billion | Rs11.37 Million/day | Rs- | Rs- | ▼ -93 days |
| 2008 | 1767 days | Rs14.49 Billion | Rs8.20 Million/day | Rs- | Rs- | ▲ +211 days |
| 2007 | 1556 days | Rs9.07 Billion | Rs5.83 Million/day | Rs- | Rs- | ▲ +1285 days |
| 2006 | 272 days | Rs7.33 Billion | Rs27.01 Million/day | Rs- | Rs- | — |