Companhia de Gás de São Paulo - COMGÁS (CGAS3) — Defensive Interval Ratio
Companhia de Gás de São Paulo - COMGÁS (CGAS3) has a Defensive Interval Ratio of 462 days as of September 2025. Defensive assets of R$3.78 Billion (cash R$1.52 Billion, short-term investments R$1.04 Billion, receivables R$1.22 Billion) cover 462 days of daily cash needs of R$8.18 Million/day. Check Companhia de Gás de São Paulo - COMGÁS (CGAS3) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Companhia de Gás de São Paulo - COMGÁS Defensive Interval Ratio (2003–2024)
This chart shows how Companhia de Gás de São Paulo - COMGÁS's Defensive Interval Ratio has evolved across 22 annual periods from 2003 to 2024. As of September 2025, the ratio stands at 462 days, meaning defensive assets of R$3.78 Billion can fund 462 days of operations without new revenue. Also explore CGAS3 year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Companhia de Gás de São Paulo - COMGÁS (2003–2024)
The table below presents the year-by-year Defensive Interval Ratio for Companhia de Gás de São Paulo - COMGÁS from 2003 to 2024, 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. For live market cap and the full company financial profile, see market value of Companhia de Gás de São Paulo - COMGÁS.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 436 days | R$4.39 Billion | R$10.07 Million/day | R$1.97 Billion | R$1.02 Billion | ▲ +54 days |
| 2023 | 382 days | R$4.06 Billion | R$10.62 Million/day | R$1.77 Billion | R$983.32 Million | ▲ +54 days |
| 2022 | 327 days | R$3.45 Billion | R$10.53 Million/day | R$1.15 Billion | R$697.82 Million | ▲ +66 days |
| 2021 | 262 days | R$3.26 Billion | R$12.43 Million/day | R$851.61 Million | R$1.03 Billion | ▼ -121 days |
| 2020 | 383 days | R$3.79 Billion | R$9.89 Million/day | R$1.58 Billion | R$1.23 Billion | ▲ +100 days |
| 2019 | 283 days | R$2.18 Billion | R$7.69 Million/day | R$1.00 Billion | R$200.23 Million | ▼ -167 days |
| 2018 | 450 days | R$2.36 Billion | R$5.25 Million/day | R$562.64 Million | R$1.12 Billion | ▲ +121 days |
| 2017 | 329 days | R$2.82 Billion | R$8.57 Million/day | R$1.70 Billion | R$509.54 Million | ▼ -191 days |
| 2016 | 521 days | R$2.83 Billion | R$5.44 Million/day | R$2.07 Billion | R$202.49 Million | ▲ +424 days |
| 2015 | 97 days | R$542.17 Million | R$5.61 Million/day | R$- | R$26.95 Million | ▼ -52 days |
| 2014 | 149 days | R$609.53 Million | R$4.10 Million/day | R$- | R$- | ▼ -4 days |
| 2013 | 153 days | R$587.32 Million | R$3.84 Million/day | R$- | R$- | ▲ +41 days |
| 2012 | 112 days | R$582.59 Million | R$5.22 Million/day | R$- | R$- | ▼ -7 days |
| 2011 | 119 days | R$420.20 Million | R$3.53 Million/day | R$- | R$- | ▼ -18 days |
| 2010 | 137 days | R$418.54 Million | R$3.06 Million/day | R$- | R$- | ▼ -130 days |
| 2009 | 267 days | R$911.02 Million | R$3.41 Million/day | R$- | R$- | ▲ +144 days |
| 2008 | 123 days | R$566.76 Million | R$4.60 Million/day | R$- | R$-4.33 Million | ▼ -90 days |
| 2007 | 213 days | R$498.87 Million | R$2.34 Million/day | R$- | R$- | ▲ +5 days |
| 2006 | 209 days | R$483.06 Million | R$2.31 Million/day | R$- | R$- | ▲ +43 days |
| 2005 | 166 days | R$370.95 Million | R$2.24 Million/day | R$- | R$- | ▲ +4 days |
| 2004 | 162 days | R$302.30 Million | R$1.87 Million/day | R$- | R$- | ▲ +160 days |
| 2003 | 2 days | R$3.03 Million | R$1.93 Million/day | R$- | R$- | — |