H2O Retailing Beneish M-Score Historical Data
The historical data trend for H2O Retailing'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.
H2O Retailing Beneish M-Score Chart
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H2O Retailing Annual Data
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Trend |
Mar15 |
Mar16 |
Mar17 |
Mar18 |
Mar19 |
Mar20 |
Mar21 |
Mar22 |
Mar23 |
Mar24 |
| Beneish M-Score |
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-2.76 |
-2.54 |
-2.36 |
-2.47 |
-2.54 |
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H2O Retailing Quarterly Data
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Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
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Sep21 |
Dec21 |
Mar22 |
Jun22 |
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Dec23 |
Mar24 |
Jun24 |
Sep24 |
| Beneish M-Score |
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-2.54 |
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Competitive Comparison of H2O Retailing's Beneish M-Score
For the Grocery Stores subindustry, H2O Retailing'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.
H2O Retailing's Beneish M-Score Distribution in the Retail - Defensive Industry
For the Retail - Defensive industry and Consumer Defensive sector, H2O Retailing's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where H2O Retailing's Beneish M-Score falls into.
H2O Retailing 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 H2O Retailing 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 * 1.0914 | + | 0.528 * 0.966 | + | 0.404 * 1.0313 | + | 0.892 * 0.9198 | + | 0.115 * 0.9318 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1 | + | 4.679 * -0.038673 | - | 0.327 * 0.9774 |
| = | -2.65 |
* 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 (Mar24) TTM: | Last Year (Mar23) TTM: |
Total Receivables was €538 Mil.
Revenue was €4,037 Mil.
Gross Profit was €1,766 Mil.
Total Current Assets was €1,106 Mil.
Total Assets was €4,355 Mil.
Property, Plant and Equipment(Net PPE) was €1,798 Mil.
Depreciation, Depletion and Amortization(DDA) was €126 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €1,171 Mil.
Long-Term Debt & Capital Lease Obligation was €1,001 Mil.
Net Income was €135 Mil.
Gross Profit was €0 Mil.
Cash Flow from Operations was €303 Mil.
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Total Receivables was €535 Mil.
Revenue was €4,389 Mil.
Gross Profit was €1,855 Mil.
Total Current Assets was €1,128 Mil.
Total Assets was €4,796 Mil.
Property, Plant and Equipment(Net PPE) was €2,119 Mil.
Depreciation, Depletion and Amortization(DDA) was €137 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €1,230 Mil.
Long-Term Debt & Capital Lease Obligation was €1,217 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) |
| = | (537.507 / 4036.935) | / | (535.443 / 4388.869) |
| = | 0.133147 | / | 0.122 |
| | = | 1.0914 |
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) |
| = | (1854.852 / 4388.869) | / | (1766.132 / 4036.935) |
| = | 0.422626 | / | 0.437493 |
| | = | 0.966 |
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 - (1105.92 + 1798.18) / 4355.1) | / | (1 - (1127.863 + 2119.02) / 4796.487) |
| = | 0.333173 | / | 0.323071 |
| | = | 1.0313 |
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 |
| = | 4036.935 | / | 4388.869 |
| | = | 0.9198 |
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)) |
| = | (137.419 / (137.419 + 2119.02)) | / | (125.744 / (125.744 + 1798.18)) |
| = | 0.060901 | / | 0.065358 |
| | = | 0.9318 |
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 / 4036.935) | / | (0 / 4388.869) |
| = | 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) |
| = | ((1001.349 + 1170.724) / 4355.1) | / | ((1217.229 + 1230.212) / 4796.487) |
| = | 0.498742 | / | 0.510257 |
| | = | 0.9774 |
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 |
| = | (134.513 - 0 | - | 302.936) | / | 4355.1 |
| | = | -0.038673 |
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.
H2O Retailing has a M-score of -2.65 suggests that the company is unlikely to be a manipulator.
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