Vaibhav Global Limited (VAIBHAVGBL) — Defensive Interval Ratio
Vaibhav Global Limited (VAIBHAVGBL) has a Defensive Interval Ratio of 216 days as of March 2026. Defensive assets of Rs3.63 Billion (cash Rs-, short-term investments Rs190.36 Million, receivables Rs3.44 Billion) cover 216 days of daily cash needs of Rs16.79 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Vaibhav Global Limited Defensive Interval Ratio (2005–2026)
This chart shows how Vaibhav Global Limited's Defensive Interval Ratio has evolved across 22 annual periods from 2005 to 2026. As of March 2026, the ratio stands at 216 days, meaning defensive assets of Rs3.63 Billion can fund 216 days of operations without new revenue. For the complete balance sheet picture, see VAIBHAVGBL total asset value.
Annual Defensive Interval Ratio for Vaibhav Global Limited (2005–2026)
The table below presents the year-by-year Defensive Interval Ratio for Vaibhav Global 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. See Vaibhav Global Limited (VAIBHAVGBL) working capital ratio 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) |
|---|---|---|---|---|---|---|
| 2026 | 216 days | Rs3.63 Billion | Rs16.79 Million/day | Rs- | Rs190.36 Million | ▼ -58 days |
| 2025 | 274 days | Rs4.40 Billion | Rs16.04 Million/day | Rs- | Rs1.16 Billion | ▼ -43 days |
| 2024 | 317 days | Rs4.55 Billion | Rs14.35 Million/day | Rs0.00 | Rs1.36 Billion | ▲ +2 days |
| 2023 | 315 days | Rs4.50 Billion | Rs14.29 Million/day | Rs446.47 Million | Rs1.65 Billion | ▲ +35 days |
| 2022 | 280 days | Rs3.87 Billion | Rs13.83 Million/day | Rs- | Rs1.48 Billion | ▼ -239 days |
| 2021 | 518 days | Rs5.79 Billion | Rs11.17 Million/day | Rs- | Rs3.96 Billion | ▲ +121 days |
| 2020 | 397 days | Rs3.38 Billion | Rs8.51 Million/day | Rs11.55 Million | Rs1.87 Billion | ▼ -39 days |
| 2019 | 436 days | Rs2.89 Billion | Rs6.63 Million/day | Rs1.51 Billion | Rs180.07 Million | ▲ +143 days |
| 2018 | 293 days | Rs1.68 Billion | Rs5.72 Million/day | Rs250.00 Million | Rs124.20 Million | ▲ +136 days |
| 2017 | 157 days | Rs1.02 Billion | Rs6.50 Million/day | Rs0.00 | Rs46.56 Million | ▲ +56 days |
| 2016 | 101 days | Rs681.72 Million | Rs6.78 Million/day | Rs- | Rs8.23 Million | ▲ +7 days |
| 2015 | 94 days | Rs512.37 Million | Rs5.47 Million/day | Rs- | Rs31.40 Million | ▼ -54 days |
| 2014 | 147 days | Rs863.49 Million | Rs5.87 Million/day | Rs- | Rs199.90 Million | ▲ +50 days |
| 2013 | 97 days | Rs514.02 Million | Rs5.28 Million/day | Rs- | Rs601.06K | ▼ -109 days |
| 2012 | 206 days | Rs1.03 Billion | Rs4.99 Million/day | Rs- | Rs130.74 Million | ▲ +81 days |
| 2011 | 125 days | Rs475.68 Million | Rs3.81 Million/day | Rs- | Rs- | ▲ +22 days |
| 2010 | 103 days | Rs363.20 Million | Rs3.51 Million/day | Rs- | Rs1.00 | ▲ +21 days |
| 2009 | 82 days | Rs549.61 Million | Rs6.67 Million/day | Rs- | Rs- | ▼ -46 days |
| 2008 | 129 days | Rs1.16 Billion | Rs9.02 Million/day | Rs- | Rs- | ▼ -352 days |
| 2007 | 481 days | Rs1.17 Billion | Rs2.44 Million/day | Rs- | Rs- | ▼ -235 days |
| 2006 | 716 days | Rs3.00 Billion | Rs4.20 Million/day | Rs- | Rs1.69 Billion | ▲ +321 days |
| 2005 | 394 days | Rs517.72 Million | Rs1.31 Million/day | Rs- | Rs19.70 Million | — |