California Water Service Group Strategic Asset Allocation Index
California Water Service Group strategic asset allocation index. California Water Service Group (CWT) has a Strategic Asset Allocation Index of 229.6% as of September 2023. Strategic assets (PP&E of $3.25 Billion plus long-term investments of $-) total $3.25 Billion, measured against net assets of $1.41 Billion. A higher index reflects capital-intensive or investment-heavy strategies where strategic assets dominate the equity base. Check California Water Service Group (CWT) tangible equity ratio to evaluate the tangible quality of the company's equity base.
SAAI
Strategic Assets
PP&E
Net Assets
Strategic Asset Allocation Index of California Water Service Group (2000–2025)
Strategic asset allocation index of California Water Service Group from 2000 to 2025. This chart shows how California Water Service Group's Strategic Asset Allocation Index has evolved across 26 annual periods from 2000 to 2025. As of September 2023, the index stands at 229.6%, representing strategic assets of $3.25 Billion against net assets of $1.41 Billion USD.
California Water Service Group Strategic Asset Allocation Index by Year (2000–2025)
California Water Service Group strategic asset allocation index by year from 2000 to 2025. The table below presents the year-by-year Strategic Asset Allocation Index for California Water Service Group from 2000 to 2025, covering 26 annual filings. Each row shows PP&E, long-term investments, strategic assets combined, net assets, the index percentage, and the change in percentage points compared to the prior year. For live market cap and overall valuation, see market cap of California Water Service Group.
| Year | SAAI | Strategic Assets (USD) | PP&E | LT Investments | Net Assets | Change (pp) |
|---|---|---|---|---|---|---|
| 2025 | 20.5% | $346.05 Million | $346.05 Million | $- | $1.69 Billion | ▼ -0.5 pp |
| 2024 | 20.9% | $342.74 Million | $342.74 Million | $- | $1.64 Billion | ▼ -0.1 pp |
| 2023 | 21.0% | $300.98 Million | $300.98 Million | $- | $1.43 Billion | ▲ +1.2 pp |
| 2022 | 19.8% | $261.77 Million | $261.77 Million | $- | $1.32 Billion | ▼ -223.1 pp |
| 2021 | 242.9% | $2.85 Billion | $2.85 Billion | $- | $1.17 Billion | ▼ -44.8 pp |
| 2020 | 287.7% | $2.65 Billion | $2.65 Billion | $- | $921.34 Million | ▼ -21.3 pp |
| 2019 | 309.0% | $2.41 Billion | $2.41 Billion | $- | $779.91 Million | ▲ +4.8 pp |
| 2018 | 304.2% | $2.22 Billion | $2.22 Billion | $- | $730.16 Million | ▲ +10.4 pp |
| 2017 | 293.7% | $2.04 Billion | $2.04 Billion | $- | $693.46 Million | ▲ +13.6 pp |
| 2016 | 280.1% | $1.85 Billion | $1.85 Billion | $- | $659.47 Million | ▲ +17.1 pp |
| 2015 | 263.1% | $1.69 Billion | $1.69 Billion | $- | $642.15 Million | ▲ +11.1 pp |
| 2014 | 252.0% | $1.58 Billion | $1.58 Billion | $- | $626.63 Million | ▲ +0.9 pp |
| 2013 | 251.1% | $1.50 Billion | $1.50 Billion | $- | $598.76 Million | ▼ -53.5 pp |
| 2012 | 304.6% | $1.44 Billion | $1.44 Billion | $- | $473.71 Million | ▲ +0.4 pp |
| 2011 | 304.2% | $1.37 Billion | $1.37 Billion | $- | $449.83 Million | ▲ +10.0 pp |
| 2010 | 294.2% | $1.28 Billion | $1.28 Billion | $- | $435.53 Million | ▲ +12.7 pp |
| 2009 | 281.4% | $1.18 Billion | $1.18 Billion | $- | $420.63 Million | ▲ +7.9 pp |
| 2008 | 273.6% | $1.10 Billion | $1.10 Billion | $- | $402.95 Million | ▲ +16.2 pp |
| 2007 | 257.3% | $1.00 Billion | $1.00 Billion | $- | $389.18 Million | ▲ +13.0 pp |
| 2006 | 244.3% | $932.72 Million | $932.72 Million | $- | $381.78 Million | ▼ -45.8 pp |
| 2005 | 290.1% | $862.73 Million | $862.73 Million | $- | $297.42 Million | ▲ +15.1 pp |
| 2004 | 274.9% | $800.30 Million | $800.30 Million | $- | $291.08 Million | ▼ -31.3 pp |
| 2003 | 306.3% | $759.50 Million | $759.50 Million | $- | $248.00 Million | ▼ -37.6 pp |
| 2002 | 343.9% | $696.99 Million | $696.99 Million | $- | $202.69 Million | ▲ +31.8 pp |
| 2001 | 312.0% | $624.34 Million | $624.34 Million | $- | $200.09 Million | ▲ +24.3 pp |
| 2000 | 287.7% | $582.01 Million | $582.01 Million | $- | $202.31 Million | — |