Power of Canada Beneish M-Score Calculation
The M-score was created by Professor Messod Beneish. Instead of measuring the bankruptcy risk (Altman Z-Score) or business trend (Piotroski F-Score), M-score can be used to detect the risk of earnings manipulation. This is the original research paper on M-score.
The M-Score Variables:
The M-score of Power of Canada for today is based on a combination of the following eight different indices:
| M | = | -4.84 | + | 0.92 * DSRI | + | 0.528 * GMI | + | 0.404 * AQI | + | 0.892 * SGI | + | 0.115 * DEPI |
| = | -4.84 | + | 0.92 * | + | 0.528 * | + | 0.404 * | + | 0.892 * | + | 0.115 * |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * | + | 4.679 * | - | 0.327 * |
| = | |
* For Operating Data section: All numbers are indicated by the unit behind each term and all currency related amount are in USD.
* For other sections: All numbers are in millions except for per share data, ratio, and percentage. All currency related amount are indicated in the company's associated stock exchange currency.
| This Year (Dec23) TTM: | Last Year (Dec22) TTM: |
Total Receivables was C$6,608 Mil.
Revenue was 1861 + 2071 + 5136 + 14851 = C$23,919 Mil.
Gross Profit was 1861 + 2071 + 5136 + 14851 = C$23,919 Mil.
Total Current Assets was C$28,491 Mil.
Total Assets was C$749,478 Mil.
Property, Plant and Equipment(Net PPE) was C$5,082 Mil.
Depreciation, Depletion and Amortization(DDA) was C$409 Mil.
Selling, General, & Admin. Expense(SGA) was C$10,309 Mil.
Total Current Liabilities was C$8,085 Mil.
Long-Term Debt & Capital Lease Obligation was C$17,491 Mil.
Net Income was 419 + 988 + 514 + 326 = C$2,247 Mil.
Non Operating Income was 168 + 194 + 187 + 141 = C$690 Mil.
Cash Flow from Operations was 5276 + 731 + 922 + -996 = C$5,933 Mil.
|
Total Receivables was C$5,806 Mil.
Revenue was -8935 + -338 + -11504 + -4353 = C$-25,130 Mil.
Gross Profit was -8935 + -338 + -11504 + -4353 = C$-25,130 Mil.
Total Current Assets was C$29,317 Mil.
Total Assets was C$704,401 Mil.
Property, Plant and Equipment(Net PPE) was C$4,409 Mil.
Depreciation, Depletion and Amortization(DDA) was C$418 Mil.
Selling, General, & Admin. Expense(SGA) was C$8,885 Mil.
Total Current Liabilities was C$7,489 Mil.
Long-Term Debt & Capital Lease Obligation was C$18,067 Mil.
|
1. DSRI = Days Sales in Receivables Index
Measured as the ratio of Revenue in Total Receivables in year t to year t-1.
A large increase in DSR could be indicative of revenue inflation.
| DSRI | = | (Receivables_t / Revenue_t) | / | (Receivables_t-1 / Revenue_t-1) |
| = | (6608 / 23919) | / | (5806 / -25130) |
| = | 0.276266 | / | |
| | = | |
2. GMI = Gross Margin Index
Measured as the ratio of gross margin in year t-1 to gross margin in year t.
Gross margin has deteriorated when this index is above 1. A firm with poorer prospects is more likely to manipulate earnings.
| GMI | = | GrossMargin_t-1 | / | GrossMargin_t |
| = | (GrossProfit_t-1 / Revenue_t-1) | / | (GrossProfit_t / Revenue_t) |
| = | (-25130 / -25130) | / | (23919 / 23919) |
| = | | / | 1 |
| | = | |
3. AQI = Asset Quality Index
AQI is the ratio of asset quality in year t to year t-1.
Asset quality is measured as the ratio of non-current assets other than Property, Plant and Equipment to Total Assets.
| AQI | = | (1 - (CurrentAssets_t + PPE_t) / TotalAssets_t) | / | (1 - (CurrentAssets_t-1 + PPE_t-1) / TotalAssets_t-1) |
| = | (1 - (28491 + 5082) / 749478) | / | (1 - (29317 + 4409) / 704401) |
| = | 0.955205 | / | 0.952121 |
| | = | |
4. SGI = Sales Growth Index
Ratio of Revenue in year t to sales in year t-1.
Sales growth is not itself a measure of manipulation. However, growth companies are likely to find themselves under pressure to manipulate in order to keep up appearances.
| SGI | = | Sales_t | / | Sales_t-1 |
| = | Revenue_t | / | Revenue_t-1 |
| = | 23919 | / | -25130 |
| | = | |
5. DEPI = Depreciation Index
Measured as the ratio of the rate of Depreciation, Depletion and Amortization in year t-1 to the corresponding rate in year t.
DEPI greater than 1 indicates that assets are being depreciated at a slower rate. This suggests that the firm might be revising useful asset life assumptions upwards, or adopting a new method that is income friendly.
| DEPI | = | (Depreciation_t-1 / (Depreciaton_t-1 + PPE_t-1)) | / | (Depreciation_t / (Depreciaton_t + PPE_t)) |
| = | (418 / (418 + 4409)) | / | (409 / (409 + 5082)) |
| = | 0.086596 | / | 0.074486 |
| | = | |
Note: If the Depreciation, Depletion and Amortization data is not available, we assume that the depreciation rate is constant and set the Depreciation Index to 1.
6. SGAI = Sales, General and Administrative expenses Index
The ratio of Selling, General, & Admin. Expense(SGA) to Sales in year t relative to year t-1.
SGA expenses index > 1 means that the company is becoming less efficient in generate sales.
| SGAI | = | (SGA_t / Sales_t) | / | (SGA_t-1 /Sales_t-1) |
| = | (10309 / 23919) | / | (8885 / -25130) |
| = | 0.430996 | / | |
| | = | |
7. LVGI = Leverage Index
The ratio of total debt to Total Assets in year t relative to yeat t-1.
An LVGI > 1 indicates an increase in leverage
| LVGI | = | ((LTD_t + CurrentLiabilities_t) / TotalAssets_t) | / | ((LTD_t-1 + CurrentLiabilities_t-1) / TotalAssets_t-1) |
| = | ((17491 + 8085) / 749478) | / | ((18067 + 7489) / 704401) |
| = | 0.034125 | / | 0.03628 |
| | = | |
8. TATA = Total Accruals to Total Assets
Total accruals calculated as the change in working capital accounts other than cash less depreciation.
| TATA | = | (IncomefromContinuingOperations_t | - | CashFlowsfromOperations_t) | / | TotalAssets_t |
| = | (NetIncome_t - NonOperatingIncome_t | - | CashFlowsfromOperations_t) | / | TotalAssets_t |
| = | (2247 - 690 | - | 5933) | / | 749478 |
| | = | -0.005839 |
An M-Score of equal or less than -1.78 suggests that the company is unlikely to be a manipulator. An M-Score of greater than -1.78 signals that the company is likely to be a manipulator.
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