Telefônica Brasil S.A. (VIVT3) — Defensive Interval Ratio
Telefônica Brasil S.A. (VIVT3) has a Defensive Interval Ratio of 303 days as of September 2025. Defensive assets of R$19.80 Billion (cash R$6.73 Billion, short-term investments R$-, receivables R$13.07 Billion) cover 303 days of daily cash needs of R$65.42 Million/day. Check VIVT3 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Telefônica Brasil S.A. Defensive Interval Ratio (1998–2024)
This chart shows how Telefônica Brasil S.A.'s Defensive Interval Ratio has evolved across 27 annual periods from 1998 to 2024. As of September 2025, the ratio stands at 303 days, meaning defensive assets of R$19.80 Billion can fund 303 days of operations without new revenue. Also explore Telefônica Brasil S.A. net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Telefônica Brasil S.A. (1998–2024)
The table below presents the year-by-year Defensive Interval Ratio for Telefônica Brasil 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 Telefônica Brasil S.A. market capitalisation.
| Year | DIR (days) | Defensive Assets (BRL) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 288 days | R$19.17 Billion | R$66.46 Million/day | R$6.54 Billion | R$0.00 | ▼ -8 days |
| 2023 | 296 days | R$16.30 Billion | R$55.03 Million/day | R$4.29 Billion | R$1.15 Million | ▲ +64 days |
| 2022 | 232 days | R$14.11 Billion | R$60.74 Million/day | R$2.22 Billion | R$1.02 Million | ▼ -3 days |
| 2021 | 235 days | R$14.48 Billion | R$61.53 Million/day | R$6.34 Billion | R$30.11 Million | ▼ -108 days |
| 2020 | 344 days | R$16.83 Billion | R$48.97 Million/day | R$5.57 Billion | R$46.28 Million | ▲ +5 days |
| 2019 | 339 days | R$16.45 Billion | R$48.58 Million/day | R$3.14 Billion | R$- | ▼ -9 days |
| 2018 | 348 days | R$16.35 Billion | R$47.02 Million/day | R$3.18 Billion | R$-76.94 Million | ▲ +38 days |
| 2017 | 310 days | R$15.17 Billion | R$48.94 Million/day | R$3.93 Billion | R$87.64 Million | ▲ +12 days |
| 2016 | 298 days | R$16.70 Billion | R$56.00 Million/day | R$4.91 Billion | R$68.94 Million | ▲ +77 days |
| 2015 | 221 days | R$10.89 Billion | R$49.26 Million/day | R$- | R$81.31 Million | ▲ +18 days |
| 2014 | 204 days | R$8.93 Billion | R$43.87 Million/day | R$- | R$- | ▼ -10 days |
| 2013 | 213 days | R$8.03 Billion | R$37.62 Million/day | R$- | R$- | ▲ +9 days |
| 2012 | 205 days | R$7.60 Billion | R$37.09 Million/day | R$- | R$- | ▼ -14 days |
| 2011 | 218 days | R$7.63 Billion | R$34.90 Million/day | R$- | R$1.84 Million | ▲ +8 days |
| 2010 | 211 days | R$3.30 Billion | R$15.67 Million/day | R$- | R$- | ▼ -8 days |
| 2009 | 219 days | R$3.82 Billion | R$17.46 Million/day | R$- | R$- | ▼ -66 days |
| 2008 | 285 days | R$4.56 Billion | R$16.02 Million/day | R$- | R$1.41 Billion | ▲ +106 days |
| 2007 | 179 days | R$2.83 Billion | R$15.82 Million/day | R$- | R$- | ▼ -22 days |
| 2006 | 201 days | R$3.44 Billion | R$17.11 Million/day | R$- | R$172.75 Million | ▲ +14 days |
| 2005 | 187 days | R$2.78 Billion | R$14.88 Million/day | R$- | R$- | ▼ -129 days |
| 2004 | 316 days | R$3.60 Billion | R$11.41 Million/day | R$- | R$62.88K | ▲ +87 days |
| 2003 | 229 days | R$3.73 Billion | R$16.32 Million/day | R$- | R$172.71 Million | ▲ +91 days |
| 2002 | 137 days | R$1.98 Billion | R$14.42 Million/day | R$- | R$- | ▲ +33 days |
| 2001 | 104 days | R$1.78 Billion | R$17.13 Million/day | R$- | R$- | ▼ -24 days |
| 2000 | 128 days | R$1.62 Billion | R$12.59 Million/day | R$- | R$- | ▼ -24 days |
| 1999 | 153 days | R$1.29 Billion | R$8.42 Million/day | R$- | R$60.35 Million | ▲ +38 days |
| 1998 | 115 days | R$794.51 Million | R$6.92 Million/day | R$- | R$- | — |