Waste Management Beneish M-Score Historical Data
The historical data trend for Waste Management's Beneish M-Score can be seen below:
* 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.
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Waste Management Annual Data
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Trend |
Dec14 |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-2.89 |
-2.52 |
-2.84 |
-2.74 |
-2.76 |
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Waste Management Quarterly Data
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Mar19 |
Jun19 |
Sep19 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
| Beneish M-Score |
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-2.74 |
-2.73 |
-2.70 |
-2.70 |
-2.76 |
Competitive Comparison
For the Waste Management subindustry, Waste Management's Beneish M-Score, along with its competitors' market caps and Beneish M-Score data, can be viewed below:
* Competitive companies are chosen from companies within the same industry, with headquarter located in same country, with closest market capitalization; x-axis shows the market cap, and y-axis shows the term value; the bigger the dot, the larger the market cap. Note that "N/A" values will not show up in the chart.
Waste Management Beneish M-Score Distribution
For the Waste Management industry and Industrials sector, Waste Management's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Waste Management's Beneish M-Score falls into.
Waste Management 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 Waste Management 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 * 1.0057 | + | 0.528 * 0.9818 | + | 0.404 * 0.952 | + | 0.892 * 1.037 | + | 0.115 * 1.0551 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.9552 | + | 4.679 * -0.064376 | - | 0.327 * 1.0139 |
| = | -2.76 |
* 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 $2,870 Mil.
Revenue was 5217 + 5198 + 5119 + 4892 = $20,426 Mil.
Gross Profit was 2071 + 2010 + 1933 + 1806 = $7,820 Mil.
Total Current Assets was $3,804 Mil.
Total Assets was $32,823 Mil.
Property, Plant and Equipment(Net PPE) was $16,968 Mil.
Depreciation, Depletion and Amortization(DDA) was $2,071 Mil.
Selling, General, & Admin. Expense(SGA) was $1,870 Mil.
Total Current Liabilities was $4,226 Mil.
Long-Term Debt & Capital Lease Obligation was $15,895 Mil.
Net Income was 493 + 663 + 615 + 533 = $2,304 Mil.
Non Operating Income was -260 + -22 + -11 + -9 = $-302 Mil.
Cash Flow from Operations was 1382 + 1263 + 1030 + 1044 = $4,719 Mil.
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Total Receivables was $2,752 Mil.
Revenue was 4935 + 5075 + 5027 + 4661 = $19,698 Mil.
Gross Profit was 1842 + 1919 + 1885 + 1758 = $7,404 Mil.
Total Current Assets was $3,551 Mil.
Total Assets was $31,367 Mil.
Property, Plant and Equipment(Net PPE) was $15,719 Mil.
Depreciation, Depletion and Amortization(DDA) was $2,038 Mil.
Selling, General, & Admin. Expense(SGA) was $1,888 Mil.
Total Current Liabilities was $4,394 Mil.
Long-Term Debt & Capital Lease Obligation was $14,570 Mil.
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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) |
| = | (2870 / 20426) | / | (2752 / 19698) |
| = | 0.140507 | / | 0.13971 |
| | = | 1.0057 |
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) |
| = | (7404 / 19698) | / | (7820 / 20426) |
| = | 0.375876 | / | 0.382845 |
| | = | 0.9818 |
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 - (3804 + 16968) / 32823) | / | (1 - (3551 + 15719) / 31367) |
| = | 0.367151 | / | 0.38566 |
| | = | 0.952 |
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 |
| = | 20426 | / | 19698 |
| | = | 1.037 |
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)) |
| = | (2038 / (2038 + 15719)) | / | (2071 / (2071 + 16968)) |
| = | 0.114772 | / | 0.108777 |
| | = | 1.0551 |
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) |
| = | (1870 / 20426) | / | (1888 / 19698) |
| = | 0.09155 | / | 0.095847 |
| | = | 0.9552 |
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) |
| = | ((15895 + 4226) / 32823) | / | ((14570 + 4394) / 31367) |
| = | 0.613015 | / | 0.604584 |
| | = | 1.0139 |
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 |
| = | (2304 - -302 | - | 4719) | / | 32823 |
| | = | -0.064376 |
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.
Waste Management has a M-score of -2.76 suggests that the company is unlikely to be a manipulator.
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