Gerdau S.A (GGBR3) — Defensive Interval Ratio
Gerdau S.A (GGBR3) has a Defensive Interval Ratio of 237 days as of September 2025. Defensive assets of R$8.02 Billion (cash R$-, short-term investments R$484.01 Million, receivables R$7.54 Billion) cover 237 days of daily cash needs of R$33.85 Million/day. Check Gerdau S.A (GGBR3) tangible equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Gerdau S.A Defensive Interval Ratio (1998–2024)
This chart shows how Gerdau S.A's Defensive Interval Ratio has evolved across 27 annual periods from 1998 to 2024. As of September 2025, the ratio stands at 237 days, meaning defensive assets of R$8.02 Billion can fund 237 days of operations without new revenue. Also explore Gerdau S.A (GGBR3) equity growth momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Gerdau S.A (1998–2024)
The table below presents the year-by-year Defensive Interval Ratio for Gerdau S.A from 1998 to 2024, covering 27 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 Gerdau S.A.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 261 days | R$7.75 Billion | R$29.73 Million/day | R$- | R$509.03 Million | ▼ -37 days |
| 2023 | 298 days | R$9.21 Billion | R$30.92 Million/day | R$- | R$2.34 Billion | ▲ +22 days |
| 2022 | 276 days | R$10.17 Billion | R$36.88 Million/day | R$- | R$2.96 Billion | ▼ -9 days |
| 2021 | 284 days | R$10.94 Billion | R$38.46 Million/day | R$- | R$2.63 Billion | ▼ -3 days |
| 2020 | 287 days | R$9.03 Billion | R$31.46 Million/day | R$- | R$3.04 Billion | ▼ -72 days |
| 2019 | 360 days | R$7.31 Billion | R$20.34 Million/day | R$- | R$3.65 Billion | ▲ +161 days |
| 2018 | 199 days | R$4.63 Billion | R$23.30 Million/day | R$- | R$459.47 Million | ▼ -14 days |
| 2017 | 213 days | R$4.51 Billion | R$21.13 Million/day | R$- | R$821.52 Million | ▼ -29 days |
| 2016 | 243 days | R$5.73 Billion | R$23.62 Million/day | R$- | R$1.02 Billion | ▼ -94 days |
| 2015 | 337 days | R$7.26 Billion | R$21.54 Million/day | R$- | R$1.27 Billion | ▼ -57 days |
| 2014 | 394 days | R$8.39 Billion | R$21.30 Million/day | R$- | R$2.80 Billion | ▲ +27 days |
| 2013 | 368 days | R$7.29 Billion | R$19.83 Million/day | R$- | R$2.12 Billion | ▲ +90 days |
| 2012 | 278 days | R$5.95 Billion | R$21.43 Million/day | R$- | R$1.06 Billion | ▼ -141 days |
| 2011 | 419 days | R$7.78 Billion | R$18.57 Million/day | R$- | R$3.10 Billion | ▲ +49 days |
| 2010 | 370 days | R$5.09 Billion | R$13.76 Million/day | R$- | R$1.12 Billion | ▼ -104 days |
| 2009 | 473 days | R$6.25 Billion | R$13.20 Million/day | R$- | R$2.68 Billion | ▲ +118 days |
| 2008 | 355 days | R$8.25 Billion | R$23.22 Million/day | R$- | R$3.39 Billion | ▼ -32 days |
| 2007 | 387 days | R$7.14 Billion | R$18.44 Million/day | R$- | R$3.13 Billion | ▼ -84 days |
| 2006 | 471 days | R$8.04 Billion | R$17.09 Million/day | R$- | R$4.76 Billion | ▼ -98 days |
| 2005 | 569 days | R$6.12 Billion | R$10.76 Million/day | R$- | R$4.11 Billion | ▲ +304 days |
| 2004 | 264 days | R$3.29 Billion | R$12.46 Million/day | R$- | R$1.07 Billion | ▲ +89 days |
| 2003 | 176 days | R$2.03 Billion | R$11.53 Million/day | R$- | R$681.30 Million | ▲ +8 days |
| 2002 | 168 days | R$2.58 Billion | R$15.40 Million/day | R$- | R$1.30 Billion | ▼ -79 days |
| 2001 | 247 days | R$1.38 Billion | R$5.60 Million/day | R$- | R$710.77 Million | ▲ +12 days |
| 2000 | 234 days | R$1.21 Billion | R$5.18 Million/day | R$- | R$566.34 Million | ▼ -18 days |
| 1999 | 252 days | R$1.32 Billion | R$5.22 Million/day | R$- | R$676.85 Million | ▼ -180 days |
| 1998 | 433 days | R$671.16 Million | R$1.55 Million/day | R$- | R$409.46 Million | — |