Western Carriers India Ltd (WCIL) — Tangible Net Worth Ratio
Western Carriers India Ltd (WCIL) has a Tangible Net Worth Ratio of 100.0% as of March 2026. This metric is calculated by deducting intangible assets (Rs700.00K) from net assets (Rs8.67 Billion) 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 Western Carriers India Ltd (WCIL) net assets for net asset value and shareholders' equity analysis.
Tangible NW Ratio
Net Assets (Equity)
Intangible Assets
Total Assets
Western Carriers India Ltd Tangible Net Worth Ratio (2022–2026)
This chart shows how Western Carriers India Ltd's Tangible Net Worth Ratio has changed across 5 annual periods from 2022 to 2026. As of March 2026, the ratio stands at 100.0%, reflecting net assets of Rs8.67 Billion with intangible assets of Rs700.00K INR. Also explore Western Carriers India Ltd (WCIL) net asset momentum to track the company's year-over-year net asset growth rate.
Annual Tangible Net Worth Ratio for Western Carriers India Ltd (2022–2026)
The table below presents the year-by-year Tangible Net Worth Ratio for Western Carriers India Ltd from 2022 to 2026, covering 5 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 WCIL market cap.
| Year | Tangible NW Ratio | Net Assets (INR) | Intangible Assets | Total Assets | Change (pp) |
|---|---|---|---|---|---|
| 2026 | 100.0% | Rs8.67 Billion | Rs700.00K | Rs12.05 Billion | ▲ +0.0 pp |
| 2025 | 100.0% | Rs8.28 Billion | Rs1.06 Million | Rs11.04 Billion | ▲ +0.0 pp |
| 2024 | 100.0% | Rs3.98 Billion | Rs1.61 Million | Rs7.54 Billion | ▼ 0.0 pp |
| 2023 | 100.0% | Rs3.19 Billion | Rs1.19 Million | Rs6.04 Billion | ▲ +0.0 pp |
| 2022 | 99.9% | Rs2.58 Billion | Rs1.45 Million | Rs4.90 Billion | — |