Cyrela Brazil Realty S.A. Empreendimentos e Participações Defensive Interval Ratio
Cyrela Brazil Realty S.A. Empreendimentos e Participações defensive interval ratio. Cyrela Brazil Realty S.A. Empreendimentos e Participações (CYRE3) has a Defensive Interval Ratio of 703 days as of September 2025. Defensive assets of R$7.97 Billion (cash R$-, short-term investments R$4.02 Billion, receivables R$3.94 Billion) cover 703 days of daily cash needs of R$11.34 Million/day. See Cyrela Brazil Realty S.A. Empreendimento short-term liquidity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Cyrela Brazil Realty S.A. Empreendimentos e Participações (2005–2024)
Defensive interval ratio of Cyrela Brazil Realty S.A. Empreendimentos e Participações from 2005 to 2024. This chart shows how Cyrela Brazil Realty S.A. Empreendimentos e Participações's Defensive Interval Ratio has evolved across 20 annual periods from 2005 to 2024. As of September 2025, the ratio stands at 703 days, meaning defensive assets of R$7.97 Billion can fund 703 days of operations without new revenue. Check asset resilience ratio of Cyrela Brazil Realty S.A. Empreendimento to evaluate the company's liquid asset resilience ratio.
Cyrela Brazil Realty S.A. Empreendimentos e Participações Defensive Interval Ratio by Year (2005–2024)
Cyrela Brazil Realty S.A. Empreendimentos e Participações defensive interval ratio by year from 2005 to 2024. The table below presents the year-by-year Defensive Interval Ratio for Cyrela Brazil Realty S.A. Empreendimentos e Participações from 2005 to 2024, covering 20 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 the complete balance sheet picture, see Cyrela Brazil Realty S.A. Empreendimento assets under control.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 650 days | R$6.60 Billion | R$10.14 Million/day | R$374.95 Million | R$2.52 Billion | ▲ +82 days |
| 2023 | 568 days | R$5.37 Billion | R$9.46 Million/day | R$54.96 Million | R$2.46 Billion | ▲ +86 days |
| 2022 | 482 days | R$4.89 Billion | R$10.14 Million/day | R$7.29 Million | R$2.73 Billion | ▼ -99 days |
| 2021 | 580 days | R$4.07 Billion | R$7.02 Million/day | R$50.37 Million | R$2.30 Billion | ▲ +51 days |
| 2020 | 530 days | R$3.06 Billion | R$5.77 Million/day | R$58.88 Million | R$1.64 Billion | ▲ +116 days |
| 2019 | 413 days | R$2.48 Billion | R$6.00 Million/day | R$74.60 Million | R$1.15 Billion | ▼ -150 days |
| 2018 | 563 days | R$2.59 Billion | R$4.60 Million/day | R$26.48 Million | R$1.23 Billion | ▲ +31 days |
| 2017 | 532 days | R$3.21 Billion | R$6.04 Million/day | R$96.18 Million | R$1.05 Billion | ▼ -105 days |
| 2016 | 637 days | R$3.97 Billion | R$6.24 Million/day | R$342.22 Million | R$1.02 Billion | ▲ +131 days |
| 2015 | 506 days | R$4.21 Billion | R$8.32 Million/day | R$- | R$1.33 Billion | ▲ +102 days |
| 2014 | 404 days | R$4.49 Billion | R$11.12 Million/day | R$- | R$353.28 Million | ▼ -36 days |
| 2013 | 440 days | R$4.68 Billion | R$10.65 Million/day | R$- | R$230.02 Million | ▼ -12 days |
| 2012 | 451 days | R$4.98 Billion | R$11.03 Million/day | R$- | R$520.85 Million | ▲ +43 days |
| 2011 | 408 days | R$4.83 Billion | R$11.82 Million/day | R$- | R$589.08 Million | ▼ -297 days |
| 2010 | 705 days | R$7.57 Billion | R$10.74 Million/day | R$- | R$607.27 Million | ▼ -97 days |
| 2009 | 802 days | R$6.55 Billion | R$8.17 Million/day | R$- | R$1.36 Billion | ▲ +487 days |
| 2008 | 314 days | R$2.52 Billion | R$8.03 Million/day | R$- | R$732.62 Million | ▼ -102 days |
| 2007 | 417 days | R$1.05 Billion | R$2.52 Million/day | R$- | R$121.56 Million | ▲ +57 days |
| 2006 | 359 days | R$633.72 Million | R$1.76 Million/day | R$- | R$22.00 Million | ▲ +103 days |
| 2005 | 256 days | R$283.22 Million | R$1.10 Million/day | R$- | R$63.12 Million | — |