Housing Development Finance 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 Housing Development Finance 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 | + | 0.528 * 1 | + | 0.404 * 1.0001 | + | 0.892 * 1.0689 | + | 0.115 * 0.801 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1.6498 | + | 4.679 * 0.067327 | - | 0.327 * 1.0978 |
| = | -2.27 |
* 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 (Mar23) TTM: | Last Year (Mar22) TTM: |
Total Receivables was ₹0 Mil.
Revenue was ₹1,160,071 Mil.
Gross Profit was ₹1,160,071 Mil.
Total Current Assets was ₹0 Mil.
Total Assets was ₹10,915,288 Mil.
Property, Plant and Equipment(Net PPE) was ₹20,309 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹5,968 Mil.
Selling, General, & Admin. Expense(SGA) was ₹2,082 Mil.
Total Current Liabilities was ₹0 Mil.
Long-Term Debt & Capital Lease Obligation was ₹4,196,590 Mil.
Net Income was ₹261,609 Mil.
Gross Profit was ₹0 Mil.
Cash Flow from Operations was ₹-473,285 Mil.
|
Total Receivables was ₹0 Mil.
Revenue was ₹1,085,258 Mil.
Gross Profit was ₹1,085,258 Mil.
Total Current Assets was ₹0 Mil.
Total Assets was ₹9,663,492 Mil.
Property, Plant and Equipment(Net PPE) was ₹18,837 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹4,189 Mil.
Selling, General, & Admin. Expense(SGA) was ₹1,181 Mil.
Total Current Liabilities was ₹0 Mil.
Long-Term Debt & Capital Lease Obligation was ₹3,384,210 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) |
| = | (0 / 1160070.9) | / | (0 / 1085258.2) |
| = | 0 | / | 0 |
| | = | 1 |
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) |
| = | (1085258.2 / 1085258.2) | / | (1160070.9 / 1160070.9) |
| = | 1 | / | 1 |
| | = | 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 - (0 + 20308.9) / 10915288.4) | / | (1 - (0 + 18837.4) / 9663492) |
| = | 0.998139 | / | 0.998051 |
| | = | 1.0001 |
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 |
| = | 1160070.9 | / | 1085258.2 |
| | = | 1.0689 |
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)) |
| = | (4189.2 / (4189.2 + 18837.4)) | / | (5968 / (5968 + 20308.9)) |
| = | 0.181929 | / | 0.22712 |
| | = | 0.801 |
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) |
| = | (2082.3 / 1160070.9) | / | (1180.6 / 1085258.2) |
| = | 0.001795 | / | 0.001088 |
| | = | 1.6498 |
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) |
| = | ((4196589.7 + 0) / 10915288.4) | / | ((3384209.7 + 0) / 9663492) |
| = | 0.384469 | / | 0.350206 |
| | = | 1.0978 |
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 |
| = | (261609.1 - 0 | - | -473284.5) | / | 10915288.4 |
| | = | 0.067327 |
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.
Housing Development Finance has a M-score of -2.27 suggests that the company is unlikely to be a manipulator.
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