Kirloskar Brothers Limited Defensive Interval Ratio
Kirloskar Brothers Limited defensive interval ratio. Kirloskar Brothers Limited (KIRLOSBROS) has a Defensive Interval Ratio of 237 days as of March 2026. Defensive assets of Rs11.12 Billion (cash Rs-, short-term investments Rs4.49 Billion, receivables Rs6.63 Billion) cover 237 days of daily cash needs of Rs46.86 Million/day. See Kirloskar Brothers Limited (KIRLOSBROS) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Kirloskar Brothers Limited (2005–2026)
Defensive interval ratio of Kirloskar Brothers Limited from 2005 to 2026. This chart shows how Kirloskar Brothers Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2005 to 2026. As of March 2026, the ratio stands at 237 days, meaning defensive assets of Rs11.12 Billion can fund 237 days of operations without new revenue. Check Kirloskar Brothers Limited liquid asset ratio to evaluate the company's liquid asset resilience ratio.
Kirloskar Brothers Limited Defensive Interval Ratio by Year (2005–2026)
Kirloskar Brothers Limited defensive interval ratio by year from 2005 to 2026. The table below presents the year-by-year Defensive Interval Ratio for Kirloskar Brothers Limited from 2005 to 2026, 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 the complete balance sheet picture, see KIRLOSBROS current and non-current assets.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 293 days | Rs13.71 Billion | Rs46.86 Million/day | Rs- | Rs4.82 Billion | ▲ +54 days |
| 2025 | 239 days | Rs8.87 Billion | Rs37.19 Million/day | Rs- | Rs3.81 Billion | ▼ -23 days |
| 2024 | 262 days | Rs10.08 Billion | Rs38.48 Million/day | Rs- | Rs3.28 Billion | ▲ +35 days |
| 2023 | 227 days | Rs8.56 Billion | Rs37.68 Million/day | Rs- | Rs3.62 Billion | ▲ +21 days |
| 2022 | 206 days | Rs8.14 Billion | Rs39.53 Million/day | Rs- | Rs1.87 Billion | ▼ -18 days |
| 2021 | 224 days | Rs8.95 Billion | Rs39.96 Million/day | Rs- | Rs1.27 Billion | ▲ +48 days |
| 2020 | 176 days | Rs8.21 Billion | Rs46.66 Million/day | Rs- | Rs453.75 Million | ▼ -74 days |
| 2019 | 250 days | Rs11.09 Billion | Rs44.43 Million/day | Rs- | Rs121.52 Million | ▼ -9 days |
| 2018 | 259 days | Rs10.30 Billion | Rs39.80 Million/day | Rs- | Rs112.31 Million | ▲ +49 days |
| 2017 | 210 days | Rs7.93 Billion | Rs37.81 Million/day | Rs- | Rs86.42 Million | ▲ +56 days |
| 2016 | 154 days | Rs5.77 Billion | Rs37.43 Million/day | Rs- | Rs-1.55 Billion | ▼ -82 days |
| 2015 | 236 days | Rs9.25 Billion | Rs39.14 Million/day | Rs- | Rs-1.56 Billion | ▼ -68 days |
| 2014 | 305 days | Rs10.68 Billion | Rs35.05 Million/day | Rs- | Rs104.57 Million | ▲ +86 days |
| 2013 | 219 days | Rs7.83 Billion | Rs35.80 Million/day | Rs- | Rs27.50 Million | ▼ -115 days |
| 2012 | 334 days | Rs12.18 Billion | Rs36.53 Million/day | Rs- | Rs2.88 Billion | ▼ -181 days |
| 2011 | 515 days | Rs18.14 Billion | Rs35.24 Million/day | Rs- | Rs4.41 Billion | ▼ -3 days |
| 2010 | 518 days | Rs17.96 Billion | Rs34.69 Million/day | Rs- | Rs3.65 Billion | ▲ +24 days |
| 2009 | 494 days | Rs16.40 Billion | Rs33.22 Million/day | Rs- | Rs2.92 Billion | ▲ +12 days |
| 2008 | 482 days | Rs12.89 Billion | Rs26.75 Million/day | Rs- | Rs2.53 Billion | ▼ -4 days |
| 2007 | 486 days | Rs9.09 Billion | Rs18.71 Million/day | Rs- | Rs1.69 Billion | ▲ +119 days |
| 2006 | 367 days | Rs6.59 Billion | Rs17.94 Million/day | Rs- | Rs19.89 Million | ▲ +48 days |
| 2005 | 319 days | Rs4.74 Billion | Rs14.86 Million/day | Rs- | Rs143.77 Million | — |