Shah Alloys Limited (SHAHALLOYS) — Defensive Interval Ratio
Shah Alloys Limited (SHAHALLOYS) has a Defensive Interval Ratio of 94 days as of March 2026. Defensive assets of Rs231.90 Million (cash Rs-, short-term investments Rs221.10 Million, receivables Rs10.80 Million) cover 94 days of daily cash needs of Rs2.46 Million/day. See SHAHALLOYS net 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
Shah Alloys Limited Defensive Interval Ratio (2006–2026)
This chart shows how Shah Alloys Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2006 to 2026. As of March 2026, the ratio stands at 94 days, meaning defensive assets of Rs231.90 Million can fund 94 days of operations without new revenue. See Shah Alloys Limited balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Shah Alloys Limited (2006–2026)
The table below presents the year-by-year Defensive Interval Ratio for Shah Alloys Limited from 2006 to 2026, 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 market value of Shah Alloys Limited.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 94 days | Rs231.90 Million | Rs2.46 Million/day | Rs- | Rs221.10 Million | ▲ +92 days |
| 2025 | 2 days | Rs12.40 Million | Rs5.37 Million/day | Rs- | Rs- | ▼ -8 days |
| 2024 | 11 days | Rs68.94 Million | Rs6.54 Million/day | Rs- | Rs-2.15 Million | ▼ -23 days |
| 2023 | 33 days | Rs225.98 Million | Rs6.83 Million/day | Rs2.30 Million | Rs72.26 Million | ▲ +11 days |
| 2022 | 22 days | Rs154.85 Million | Rs7.01 Million/day | Rs2.45 Million | Rs14.29 Million | ▲ +1 days |
| 2021 | 21 days | Rs153.01 Million | Rs7.25 Million/day | Rs16.01 Million | Rs600.00K | ▼ -13 days |
| 2020 | 34 days | Rs246.17 Million | Rs7.17 Million/day | Rs2.38 Million | Rs600.00K | ▲ +14 days |
| 2019 | 21 days | Rs290.00 Million | Rs13.99 Million/day | Rs3.52 Million | Rs- | ▲ +15 days |
| 2018 | 5 days | Rs54.47 Million | Rs10.22 Million/day | Rs10.20 Million | Rs- | ▲ +0 days |
| 2017 | 5 days | Rs94.85 Million | Rs18.57 Million/day | Rs19.26 Million | Rs- | ▲ +0 days |
| 2016 | 5 days | Rs99.35 Million | Rs20.95 Million/day | Rs- | Rs- | ▼ -11 days |
| 2015 | 16 days | Rs527.89 Million | Rs32.54 Million/day | Rs- | Rs376.05 Million | ▼ -26 days |
| 2014 | 42 days | Rs1.28 Billion | Rs30.20 Million/day | Rs- | Rs967.45 Million | ▼ -7 days |
| 2013 | 50 days | Rs1.26 Billion | Rs25.39 Million/day | Rs- | Rs33.95 Million | ▼ -20 days |
| 2012 | 70 days | Rs1.48 Billion | Rs21.19 Million/day | Rs- | Rs- | ▼ -521 days |
| 2011 | 591 days | Rs2.00 Billion | Rs3.38 Million/day | Rs- | Rs- | ▲ +197 days |
| 2010 | 394 days | Rs2.04 Billion | Rs5.17 Million/day | Rs- | Rs- | ▲ +48 days |
| 2009 | 346 days | Rs1.52 Billion | Rs4.38 Million/day | Rs- | Rs- | ▼ -273 days |
| 2008 | 619 days | Rs1.55 Billion | Rs2.50 Million/day | Rs- | Rs- | ▲ +393 days |
| 2007 | 226 days | Rs2.32 Billion | Rs10.26 Million/day | Rs- | Rs387.60 Million | ▼ -68 days |
| 2006 | 295 days | Rs2.68 Billion | Rs9.10 Million/day | Rs- | Rs262.09 Million | — |