NCC Limited (NCC) — Defensive Interval Ratio
NCC Limited (NCC) has a Defensive Interval Ratio of 111 days as of September 2025. Defensive assets of Rs44.69 Billion (cash Rs7.64 Billion, short-term investments Rs41.80 Million, receivables Rs37.01 Billion) cover 111 days of daily cash needs of Rs401.47 Million/day. Check NCC tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
NCC Limited Defensive Interval Ratio (2005–2025)
This chart shows how NCC Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of September 2025, the ratio stands at 111 days, meaning defensive assets of Rs44.69 Billion can fund 111 days of operations without new revenue. Also explore NCC shareholders equity momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for NCC Limited (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for NCC 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 NCC company net worth.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 94 days | Rs33.78 Billion | Rs359.67 Million/day | Rs37.30 Million | Rs199.70 Million | ▼ -167 days |
| 2024 | 261 days | Rs79.44 Billion | Rs304.54 Million/day | Rs8.90 Million | Rs761.30 Million | ▼ -93 days |
| 2023 | 354 days | Rs95.87 Billion | Rs270.98 Million/day | Rs1.80 Million | Rs470.30 Million | ▲ +141 days |
| 2022 | 213 days | Rs48.71 Billion | Rs228.99 Million/day | Rs231.30 Million | Rs337.30 Million | ▼ -156 days |
| 2021 | 369 days | Rs78.99 Billion | Rs214.36 Million/day | Rs1.80 Million | Rs1.55 Billion | ▲ +28 days |
| 2020 | 340 days | Rs76.07 Billion | Rs223.59 Million/day | Rs1.60 Million | Rs1.65 Billion | ▲ +10 days |
| 2019 | 330 days | Rs81.26 Billion | Rs246.17 Million/day | Rs301.50 Million | Rs2.00 Billion | ▲ +73 days |
| 2018 | 257 days | Rs51.63 Billion | Rs200.56 Million/day | Rs73.54 Million | Rs1.47 Billion | ▲ +1 days |
| 2017 | 256 days | Rs46.12 Billion | Rs179.94 Million/day | Rs19.65 Million | Rs4.16 Billion | ▲ +42 days |
| 2016 | 214 days | Rs44.12 Billion | Rs205.86 Million/day | Rs- | Rs6.62 Billion | ▲ +84 days |
| 2015 | 131 days | Rs26.41 Billion | Rs202.26 Million/day | Rs- | Rs9.45 Billion | ▼ -20 days |
| 2014 | 151 days | Rs31.79 Billion | Rs210.45 Million/day | Rs- | Rs8.75 Billion | ▼ -108 days |
| 2013 | 259 days | Rs48.90 Billion | Rs188.76 Million/day | Rs- | Rs1.07 Billion | ▼ -7 days |
| 2012 | 266 days | Rs43.94 Billion | Rs165.21 Million/day | Rs- | Rs203.41 Million | ▼ -243 days |
| 2011 | 509 days | Rs43.47 Billion | Rs85.33 Million/day | Rs- | Rs26.18 Billion | ▼ -84 days |
| 2010 | 593 days | Rs45.90 Billion | Rs77.41 Million/day | Rs- | Rs21.76 Billion | ▲ +16 days |
| 2009 | 578 days | Rs36.32 Billion | Rs62.90 Million/day | Rs- | Rs17.64 Billion | ▲ +68 days |
| 2008 | 510 days | Rs30.78 Billion | Rs60.38 Million/day | Rs- | Rs15.77 Billion | ▼ -249 days |
| 2007 | 759 days | Rs18.66 Billion | Rs24.60 Million/day | Rs- | Rs9.36 Billion | ▼ -226 days |
| 2006 | 985 days | Rs11.78 Billion | Rs11.96 Million/day | Rs- | Rs6.25 Billion | ▲ +962 days |
| 2005 | 23 days | Rs224.09 Million | Rs9.91 Million/day | Rs- | Rs- | — |