Companhia Energética de Minas Gerais - CEMIG (CMIG3) — Defensive Interval Ratio
Companhia Energética de Minas Gerais - CEMIG (CMIG3) has a Defensive Interval Ratio of 185 days as of September 2025. Defensive assets of R$7.56 Billion (cash R$-, short-term investments R$865.36 Million, receivables R$6.69 Billion) cover 185 days of daily cash needs of R$40.78 Million/day. Check Companhia Energética de Minas Gerais - C tangible equity quality to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Companhia Energética de Minas Gerais - CEMIG Defensive Interval Ratio (2000–2024)
This chart shows how Companhia Energética de Minas Gerais - CEMIG's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 185 days, meaning defensive assets of R$7.56 Billion can fund 185 days of operations without new revenue. Also explore CMIG3 year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Companhia Energética de Minas Gerais - CEMIG (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Companhia Energética de Minas Gerais - CEMIG from 2000 to 2024, covering 25 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 cap of Companhia Energética de Minas Gerais - C.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 272 days | R$10.54 Billion | R$38.75 Million/day | R$1.63 Billion | R$1.55 Billion | ▼ -15 days |
| 2023 | 287 days | R$10.31 Billion | R$35.87 Million/day | R$1.34 Billion | R$1.59 Billion | ▼ -119 days |
| 2022 | 407 days | R$12.48 Billion | R$30.70 Million/day | R$1.35 Billion | R$2.80 Billion | ▼ -2 days |
| 2021 | 409 days | R$11.97 Billion | R$29.28 Million/day | R$708.25 Million | R$3.23 Billion | ▼ -79 days |
| 2020 | 488 days | R$12.95 Billion | R$26.55 Million/day | R$1.59 Billion | R$3.62 Billion | ▲ +123 days |
| 2019 | 365 days | R$7.96 Billion | R$21.82 Million/day | R$326.35 Million | R$1.63 Billion | ▲ +248 days |
| 2018 | 117 days | R$7.52 Billion | R$64.09 Million/day | R$890.80 Million | R$1.77 Billion | ▼ -195 days |
| 2017 | 312 days | R$7.40 Billion | R$23.73 Million/day | R$916.76 Million | R$2.01 Billion | ▲ +80 days |
| 2016 | 232 days | R$7.27 Billion | R$31.36 Million/day | R$893.71 Million | R$2.11 Billion | ▲ +19 days |
| 2015 | 212 days | R$7.61 Billion | R$35.82 Million/day | R$- | R$3.30 Billion | ▲ +48 days |
| 2014 | 165 days | R$4.57 Billion | R$27.73 Million/day | R$- | R$1.84 Billion | ▼ -57 days |
| 2013 | 222 days | R$3.59 Billion | R$16.22 Million/day | R$- | R$935.00 Million | ▲ +57 days |
| 2012 | 165 days | R$5.78 Billion | R$35.06 Million/day | R$- | R$945.00 Million | ▲ +27 days |
| 2011 | 138 days | R$4.60 Billion | R$33.34 Million/day | R$- | R$1.48 Billion | ▼ -94 days |
| 2010 | 232 days | R$4.07 Billion | R$17.54 Million/day | R$- | R$947.00 Million | ▲ +120 days |
| 2009 | 112 days | R$3.17 Billion | R$28.16 Million/day | R$- | R$- | ▼ -104 days |
| 2008 | 217 days | R$2.90 Billion | R$13.39 Million/day | R$- | R$- | ▼ -16 days |
| 2007 | 233 days | R$2.88 Billion | R$12.36 Million/day | R$- | R$- | ▲ +44 days |
| 2006 | 189 days | R$2.25 Billion | R$11.86 Million/day | R$- | R$- | ▲ +44 days |
| 2005 | 146 days | R$1.97 Billion | R$13.53 Million/day | R$- | R$- | ▲ +28 days |
| 2004 | 117 days | R$1.22 Billion | R$10.39 Million/day | R$- | R$- | ▼ -18 days |
| 2003 | 135 days | R$1.24 Billion | R$9.16 Million/day | R$- | R$- | ▲ +10 days |
| 2002 | 125 days | R$983.00 Million | R$7.84 Million/day | R$- | R$- | ▼ -64 days |
| 2001 | 189 days | R$968.10 Million | R$5.11 Million/day | R$- | R$466.72 Million | ▲ +15 days |
| 2000 | 174 days | R$712.00 Million | R$4.10 Million/day | R$- | R$- | — |