Duke Energy Beneish M-Score Historical Data
The historical data trend for Duke Energy'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.
Duke Energy Beneish M-Score Chart
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Duke Energy Annual Data
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Dec14 |
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Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-2.70 |
-2.63 |
-2.47 |
-2.35 |
-2.82 |
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Duke Energy Quarterly Data
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Dec19 |
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| Beneish M-Score |
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-2.82 |
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Competitive Comparison of Duke Energy's Beneish M-Score
For the Utilities - Regulated Electric subindustry, Duke Energy'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.
Duke Energy's Beneish M-Score Distribution in the Utilities - Regulated Industry
For the Utilities - Regulated industry and Utilities sector, Duke Energy's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Duke Energy's Beneish M-Score falls into.
Duke Energy 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 Duke Energy 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 * 0.9263 | + | 0.528 * 0.9529 | + | 0.404 * 0.9225 | + | 0.892 * 0.9813 | + | 0.115 * 0.9916 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1 | + | 4.679 * -0.04345 | - | 0.327 * 1.0659 |
| = | -2.85 |
* 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 €3,788 Mil.
Revenue was €26,648 Mil.
Gross Profit was €12,614 Mil.
Total Current Assets was €11,709 Mil.
Total Assets was €162,211 Mil.
Property, Plant and Equipment(Net PPE) was €106,745 Mil.
Depreciation, Depletion and Amortization(DDA) was €5,579 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €15,849 Mil.
Long-Term Debt & Capital Lease Obligation was €67,279 Mil.
Net Income was €2,605 Mil.
Gross Profit was €595 Mil.
Cash Flow from Operations was €9,058 Mil.
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Total Receivables was €4,168 Mil.
Revenue was €27,157 Mil.
Gross Profit was €12,249 Mil.
Total Current Assets was €12,482 Mil.
Total Assets was €168,113 Mil.
Property, Plant and Equipment(Net PPE) was €106,474 Mil.
Depreciation, Depletion and Amortization(DDA) was €5,516 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €17,816 Mil.
Long-Term Debt & Capital Lease Obligation was €63,011 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) |
| = | (3788.127 / 26648.02) | / | (4167.76 / 27156.992) |
| = | 0.142154 | / | 0.153469 |
| | = | 0.9263 |
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) |
| = | (12249.344 / 27156.992) | / | (12614.252 / 26648.02) |
| = | 0.451057 | / | 0.473365 |
| | = | 0.9529 |
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 - (11709.173 + 106745.219) / 162210.881) | / | (1 - (12481.568 + 106473.76) / 168113.184) |
| = | 0.269751 | / | 0.292409 |
| | = | 0.9225 |
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 |
| = | 26648.02 | / | 27156.992 |
| | = | 0.9813 |
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)) |
| = | (5515.792 / (5515.792 + 106473.76)) | / | (5579.028 / (5579.028 + 106745.219)) |
| = | 0.049253 | / | 0.049669 |
| | = | 0.9916 |
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) |
| = | (0 / 26648.02) | / | (0 / 27156.992) |
| = | 0 | / | 0 |
| | = | 1 |
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) |
| = | ((67279.373 + 15848.511) / 162210.881) | / | ((63011.056 + 17816.112) / 168113.184) |
| = | 0.512468 | / | 0.48079 |
| | = | 1.0659 |
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 |
| = | (2605.197 - 595.133 | - | 9058.126) | / | 162210.881 |
| | = | -0.04345 |
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.
Duke Energy has a M-score of -2.85 suggests that the company is unlikely to be a manipulator.
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