North Eastern Carrying Corporation Limited (NECCLTD) — Defensive Interval Ratio
North Eastern Carrying Corporation Limited (NECCLTD) has a Defensive Interval Ratio of 925 days as of March 2026. Defensive assets of Rs3.28 Billion (cash Rs-, short-term investments Rs-, receivables Rs3.28 Billion) cover 925 days of daily cash needs of Rs3.54 Million/day. See how liquid is North Eastern Carrying Corporation Limit's working capital to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
North Eastern Carrying Corporation Limited Defensive Interval Ratio (2008–2026)
This chart shows how North Eastern Carrying Corporation Limited's Defensive Interval Ratio has evolved across 19 annual periods from 2008 to 2026. As of March 2026, the ratio stands at 925 days, meaning defensive assets of Rs3.28 Billion can fund 925 days of operations without new revenue. See North Eastern Carrying Corporation Limit balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for North Eastern Carrying Corporation Limited (2008–2026)
The table below presents the year-by-year Defensive Interval Ratio for North Eastern Carrying Corporation Limited from 2008 to 2026, covering 19 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 North Eastern Carrying Corporation Limit stock valuation.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 925 days | Rs3.28 Billion | Rs3.54 Million/day | Rs- | Rs- | ▼ -61 days |
| 2025 | 987 days | Rs3.24 Billion | Rs3.28 Million/day | Rs155.04 Million | Rs- | ▲ +548 days |
| 2024 | 439 days | Rs1.33 Billion | Rs3.02 Million/day | Rs97.81 Million | Rs30.93 Million | ▲ +85 days |
| 2023 | 354 days | Rs1.24 Billion | Rs3.50 Million/day | Rs81.45 Million | Rs0.00 | ▼ -13 days |
| 2022 | 366 days | Rs1.14 Billion | Rs3.11 Million/day | Rs76.65 Million | Rs1.49 Million | ▼ -50 days |
| 2021 | 417 days | Rs1.14 Billion | Rs2.74 Million/day | Rs55.30 Million | Rs1.42 Million | ▼ -16 days |
| 2020 | 433 days | Rs1.22 Billion | Rs2.81 Million/day | Rs55.93 Million | Rs2.76 Million | ▼ -45 days |
| 2019 | 478 days | Rs1.16 Billion | Rs2.44 Million/day | Rs60.22 Million | Rs2.86 Million | ▼ -290 days |
| 2018 | 768 days | Rs1.31 Billion | Rs1.70 Million/day | Rs46.13 Million | Rs0.00 | ▲ +247 days |
| 2017 | 521 days | Rs1.30 Billion | Rs2.50 Million/day | Rs35.88 Million | Rs100.00K | ▲ +29 days |
| 2016 | 492 days | Rs1.20 Billion | Rs2.44 Million/day | Rs- | Rs100.00K | ▲ +43 days |
| 2015 | 450 days | Rs1.14 Billion | Rs2.53 Million/day | Rs- | Rs- | ▼ -13 days |
| 2014 | 463 days | Rs1.14 Billion | Rs2.47 Million/day | Rs- | Rs100.00K | ▲ +4 days |
| 2013 | 458 days | Rs991.95 Million | Rs2.16 Million/day | Rs- | Rs- | ▼ -16 days |
| 2012 | 475 days | Rs759.83 Million | Rs1.60 Million/day | Rs- | Rs- | ▼ -2253 days |
| 2011 | 2728 days | Rs728.58 Million | Rs267.11K/day | Rs- | Rs- | ▲ +172 days |
| 2010 | 2556 days | Rs633.80 Million | Rs247.96K/day | Rs- | Rs- | ▼ -517 days |
| 2009 | 3073 days | Rs564.47 Million | Rs183.71K/day | Rs- | Rs- | ▲ +29 days |
| 2008 | 3044 days | Rs422.51 Million | Rs138.80K/day | Rs- | Rs- | — |