United Spirits Limited (MCDOWELL-N) — Defensive Interval Ratio
United Spirits Limited (MCDOWELL-N) has a Defensive Interval Ratio of 406 days as of September 2025. Defensive assets of Rs52.15 Billion (cash Rs5.22 Billion, short-term investments Rs13.81 Billion, receivables Rs33.12 Billion) cover 406 days of daily cash needs of Rs128.33 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
United Spirits Limited Defensive Interval Ratio (2004–2025)
This chart shows how United Spirits Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2004 to 2025. As of September 2025, the ratio stands at 406 days, meaning defensive assets of Rs52.15 Billion can fund 406 days of operations without new revenue. For the complete balance sheet picture, see MCDOWELL-N asset base.
Annual Defensive Interval Ratio for United Spirits Limited (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for United Spirits 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. See working capital position of United Spirits Limited to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 387 days | Rs50.07 Billion | Rs129.37 Million/day | Rs7.02 Billion | Rs8.73 Billion | ▲ +7 days |
| 2024 | 380 days | Rs40.63 Billion | Rs106.93 Million/day | Rs3.98 Billion | Rs5.99 Billion | ▼ -61 days |
| 2023 | 441 days | Rs43.78 Billion | Rs99.30 Million/day | Rs7.68 Billion | Rs11.60 Billion | ▲ +187 days |
| 2022 | 254 days | Rs26.73 Billion | Rs105.16 Million/day | Rs- | Rs2.46 Billion | ▲ +50 days |
| 2021 | 204 days | Rs24.21 Billion | Rs118.84 Million/day | Rs- | Rs171.00 Million | ▲ +13 days |
| 2020 | 190 days | Rs26.05 Billion | Rs136.82 Million/day | Rs- | Rs127.00 Million | ▼ -8 days |
| 2019 | 198 days | Rs28.14 Billion | Rs142.13 Million/day | Rs- | Rs893.00 Million | ▲ +7 days |
| 2018 | 191 days | Rs29.91 Billion | Rs156.39 Million/day | Rs- | Rs1.68 Billion | ▲ +12 days |
| 2017 | 179 days | Rs30.39 Billion | Rs169.83 Million/day | Rs- | Rs1.00 Million | ▲ +43 days |
| 2016 | 136 days | Rs22.09 Billion | Rs161.95 Million/day | Rs- | Rs1.23 Billion | ▲ +67 days |
| 2015 | 70 days | Rs11.32 Billion | Rs162.27 Million/day | Rs- | Rs1.26 Billion | ▼ -16 days |
| 2014 | 86 days | Rs24.59 Billion | Rs285.64 Million/day | Rs- | Rs1.74 Billion | ▼ -63 days |
| 2013 | 149 days | Rs26.43 Billion | Rs177.43 Million/day | Rs- | Rs17.35 Million | ▼ -2 days |
| 2012 | 151 days | Rs23.06 Billion | Rs153.19 Million/day | Rs- | Rs189.17 Million | ▼ -165 days |
| 2011 | 315 days | Rs17.37 Billion | Rs55.07 Million/day | Rs- | Rs- | ▼ -143 days |
| 2010 | 458 days | Rs22.25 Billion | Rs48.58 Million/day | Rs- | Rs- | ▲ +50 days |
| 2009 | 408 days | Rs18.42 Billion | Rs45.10 Million/day | Rs- | Rs- | ▼ -49 days |
| 2008 | 457 days | Rs14.42 Billion | Rs31.54 Million/day | Rs- | Rs- | ▲ +36 days |
| 2007 | 421 days | Rs8.38 Billion | Rs19.90 Million/day | Rs- | Rs- | ▲ +85 days |
| 2006 | 336 days | Rs6.78 Billion | Rs20.21 Million/day | Rs- | Rs- | ▼ -87 days |
| 2005 | 423 days | Rs4.49 Billion | Rs10.61 Million/day | Rs- | Rs- | ▼ -121 days |
| 2004 | 544 days | Rs4.15 Billion | Rs7.64 Million/day | Rs- | Rs- | — |