Tokyo Plast Intl Ltd.
Ratios
Returns X-Ray — ROE vs ROCE vs ROA
| Year | ROE | ROCE | ROA |
|---|---|---|---|
| FY2026 | 1.0% | 3.5% | 0.5% |
| FY2025 | 2.1% | 4.3% | 1.3% |
| FY2024 | 1.7% | 3.2% | 1.1% |
| FY2022 | -0.3% | 1.4% | -0.2% |
| FY2021 | 0.2% | 1.2% | 0.1% |
| FY2020 | 1.2% | 1.6% | 0.9% |
ROE and ROCE are close: returns come mainly from the business, with little help from leverage.
Computed from reported annual figures: ROE = net profit ÷ year-end equity; ROCE = (PBT + interest) ÷ (equity + borrowings); ROA = net profit ÷ total assets. Year-end balances, so values can differ slightly from sites that use averages. Educational data only.
Working-Capital Days
Number of daysDebtor DaysInventory DaysDays Payable
How to read this: these lines track how the company manages day-to-day cash. Debtor days is how long customers take to pay; inventory days is how long stock sits before selling; days payable is how long the company takes to pay its own suppliers. Fewer debtor and inventory days generally means cash comes in faster; more days payable means the company holds its cash longer. The right level varies a lot by industry, so the trend over time matters more than any single number.
Return on Capital Employed
ROCE, in %How to read this: return on capital employed (ROCE) shows how much operating profit the company earns from every unit of capital it uses, as a percentage. A higher, steady line over the years suggests the business uses its capital efficiently. As with most ratios, the multi-year trend tells you more than any single year.
| Period | Debtor Days | Inventory Days | Days Payable | Cash Conversion Cycle | Working Capital Days | ROCE % |
|---|---|---|---|---|---|---|
| FY2013 | 73.11 | 103 | 106 | 70.23 | 1.99 | — |
| FY2014 | 71.72 | 89.94 | 75.61 | 86.05 | 33.91 | 9.36 |
| FY2016 | 67.82 | 93.37 | 64.23 | 96.96 | 52.64 | — |
| FY2017 | 99.92 | 51.27 | 65.33 | 85.86 | 99.16 | 15.78 |
| FY2018 | 117 | 65.80 | 56.23 | 127 | 142 | 8.74 |
| FY2019 | 131 | 159 | 74.60 | 216 | 181 | -2.69 |
| FY2020 | 102 | 252 | 37.42 | 316 | 200 | 1.50 |
| FY2021 | 124 | 219 | 49.86 | 293 | 195 | 1.22 |
| FY2022 | 75.80 | 201 | 27.06 | 249 | 154 | 1.45 |
| FY2024 | 88.71 | 170 | 27.63 | 231 | 91.57 | — |
| FY2025 | 74.69 | 165 | 29.59 | 210 | 42.91 | 4.53 |
| FY2026 | 68.53 | 188 | 85.73 | 171 | -4 | 3.94 |
Understanding these terms
Plain-English explanations of each figure in the table above, and what a beginner typically looks at. These are educational descriptions only, not advice.
- Debtor Days
- The average number of days the company takes to collect payment from its customers after a sale.How a beginner reads it: A beginner reads fewer days as cash coming in faster. A rising trend can mean customers are taking longer to pay, which ties up cash; readers compare it to the company's own past and to peers.
- Inventory Days
- The average number of days goods sit as inventory before being sold.How a beginner reads it: A beginner reads lower inventory days as stock moving quickly. A rising trend can signal slowing sales or overstocking; the right level varies a lot by industry, so comparison matters.
- Days Payable
- The average number of days the company takes to pay its own suppliers.How a beginner reads it: A beginner reads more days as the company holding onto cash longer — useful, within reason. Reading it next to debtor days shows whether the company collects from customers faster than it pays suppliers.
- Cash Conversion Cycle
- The number of days it takes to turn money spent on inventory back into cash from customers: inventory days plus debtor days minus days payable.How a beginner reads it: A beginner reads a shorter cycle as cash being tied up for less time. A negative cycle — paying suppliers after collecting from customers — is generally a sign of strong working-capital efficiency.
- Working Capital Days
- How many days of sales are tied up in the day-to-day running of the business (receivables and inventory, net of payables).How a beginner reads it: A beginner watches the trend: fewer days means less cash locked into operations. A steadily rising figure can mean growth is consuming more and more cash to sustain.
- ROCE %
- Return on Capital Employed — operating profit as a percentage of the total capital (equity plus debt) the business uses. It measures how efficiently the company turns all its capital into operating profit.How a beginner reads it: A beginner uses ROCE to judge how well a company uses every rupee of capital, regardless of how it is financed. Consistency over many years often matters more to readers than a single high year.