EcoRodovias Infraestrutura e Logística S.A (ECOR3) — Defensive Interval Ratio
EcoRodovias Infraestrutura e Logística S.A (ECOR3) has a Defensive Interval Ratio of 518 days as of September 2025. Defensive assets of R$4.92 Billion (cash R$1.38 Billion, short-term investments R$2.71 Billion, receivables R$827.10 Million) cover 518 days of daily cash needs of R$9.50 Million/day. Check EcoRodovias Infraestrutura e Logística S (ECOR3) tangible equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
EcoRodovias Infraestrutura e Logística S.A Defensive Interval Ratio (2001–2024)
This chart shows how EcoRodovias Infraestrutura e Logística S.A's Defensive Interval Ratio has evolved across 24 annual periods from 2001 to 2024. As of September 2025, the ratio stands at 518 days, meaning defensive assets of R$4.92 Billion can fund 518 days of operations without new revenue. Also explore EcoRodovias Infraestrutura e Logística S (ECOR3) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for EcoRodovias Infraestrutura e Logística S.A (2001–2024)
The table below presents the year-by-year Defensive Interval Ratio for EcoRodovias Infraestrutura e Logística S.A from 2001 to 2024, covering 24 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 EcoRodovias Infraestrutura e Logística S (ECOR3) market capitalisation.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 234 days | R$4.52 Billion | R$19.33 Million/day | R$2.31 Billion | R$1.53 Billion | ▼ -113 days |
| 2023 | 347 days | R$5.02 Billion | R$14.46 Million/day | R$3.48 Billion | R$898.07 Million | ▲ +136 days |
| 2022 | 211 days | R$1.91 Billion | R$9.04 Million/day | R$1.35 Billion | R$119.29 Million | ▼ -11 days |
| 2021 | 222 days | R$2.48 Billion | R$11.18 Million/day | R$2.05 Billion | R$168.27 Million | ▼ -16 days |
| 2020 | 238 days | R$1.64 Billion | R$6.90 Million/day | R$1.32 Billion | R$114.32 Million | ▲ +55 days |
| 2019 | 183 days | R$2.01 Billion | R$10.98 Million/day | R$1.64 Billion | R$162.29 Million | ▼ -357 days |
| 2018 | 540 days | R$2.97 Billion | R$5.50 Million/day | R$2.62 Billion | R$61.52 Million | ▲ +170 days |
| 2017 | 369 days | R$1.78 Billion | R$4.82 Million/day | R$1.57 Billion | R$60.23 Million | ▲ +196 days |
| 2016 | 173 days | R$785.59 Million | R$4.54 Million/day | R$556.70 Million | R$61.75 Million | ▲ +116 days |
| 2015 | 57 days | R$268.48 Million | R$4.73 Million/day | R$- | R$49.67 Million | ▼ -14 days |
| 2014 | 71 days | R$248.05 Million | R$3.49 Million/day | R$- | R$54.96 Million | ▼ -19 days |
| 2013 | 90 days | R$288.97 Million | R$3.19 Million/day | R$- | R$70.74 Million | ▲ +41 days |
| 2012 | 49 days | R$194.22 Million | R$3.93 Million/day | R$- | R$28.50 Million | ▼ -63 days |
| 2011 | 112 days | R$264.58 Million | R$2.36 Million/day | R$- | R$30.11 Million | ▲ +50 days |
| 2010 | 62 days | R$188.83 Million | R$3.05 Million/day | R$- | R$29.80 Million | ▲ +20 days |
| 2009 | 42 days | R$127.80 Million | R$3.08 Million/day | R$- | R$30.07 Million | ▼ -19 days |
| 2008 | 61 days | R$105.07 Million | R$1.73 Million/day | R$- | R$27.83 Million | ▼ -224 days |
| 2007 | 285 days | R$121.84 Million | R$428.06K/day | R$- | R$83.74 Million | ▲ +18 days |
| 2006 | 267 days | R$104.74 Million | R$392.40K/day | R$- | R$76.18 Million | ▼ -21 days |
| 2005 | 288 days | R$169.30 Million | R$587.90K/day | R$- | R$152.36 Million | ▲ +54 days |
| 2004 | 234 days | R$149.06 Million | R$637.07K/day | R$- | R$134.49 Million | ▲ +184 days |
| 2003 | 50 days | R$4.63 Million | R$92.88K/day | R$- | R$3.24 Million | ▲ +37 days |
| 2002 | 13 days | R$1.58 Million | R$125.21K/day | R$- | R$174.00K | ▼ -8 days |
| 2001 | 20 days | R$777.00K | R$38.53K/day | R$- | R$- | — |