Oriental Kopi Holdings Berhad (0338) — Tangible Net Worth Ratio
Oriental Kopi Holdings Berhad (0338) has a Tangible Net Worth Ratio of 100.0% as of December 2025. This metric is calculated by deducting intangible assets (RM0.00) from net assets (RM310.54 Million) and expressing it as a percentage of total net assets. A higher ratio means that more of the company's equity is backed by tangible, balance-sheet-verifiable assets rather than goodwill, patents, or brand value. See how liquid is Oriental Kopi Holdings Berhad's working capital to evaluate short-term liquidity relative to the company's equity base.
Tangible NW Ratio
Net Assets (Equity)
Intangible Assets
Total Assets
Oriental Kopi Holdings Berhad Tangible Net Worth Ratio (2022–2025)
This chart shows how Oriental Kopi Holdings Berhad's Tangible Net Worth Ratio has changed across 4 annual periods from 2022 to 2025. As of December 2025, the ratio stands at 100.0%, reflecting net assets of RM310.54 Million with intangible assets of RM0.00 MYR. See Oriental Kopi Holdings Berhad (0338) liquidity interval to measure how many days the company can operate on defensive assets alone.
Annual Tangible Net Worth Ratio for Oriental Kopi Holdings Berhad (2022–2025)
The table below presents the year-by-year Tangible Net Worth Ratio for Oriental Kopi Holdings Berhad from 2022 to 2025, covering 4 annual filings. Each row shows net assets, intangible assets, total assets, the tangible net worth ratio, and the change in percentage points versus the prior year. For the full company profile including market capitalisation, see market value of Oriental Kopi Holdings Berhad.
| Year | Tangible NW Ratio | Net Assets (MYR) | Intangible Assets | Total Assets | Change (pp) |
|---|---|---|---|---|---|
| 2025 | 100.0% | RM293.50 Million | RM0.00 | RM430.94 Million | ▲ +0.0 pp |
| 2024 | 100.0% | RM53.52 Million | RM0.00 | RM181.48 Million | ▲ +0.0 pp |
| 2023 | 100.0% | RM33.98 Million | RM0.00 | RM110.72 Million | ▲ +0.0 pp |
| 2022 | 100.0% | RM17.67 Million | RM0.00 | RM48.40 Million | — |