BP Castrol KK Beneish M-Score Historical Data
The historical data trend for BP Castrol KK'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.
BP Castrol KK Beneish M-Score Chart
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BP Castrol KK Annual Data
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Trend |
Dec14 |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-2.51 |
-2.53 |
-2.30 |
-2.33 |
-2.37 |
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BP Castrol KK Quarterly Data
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Dec19 |
Mar20 |
Jun20 |
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Dec21 |
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Dec23 |
Mar24 |
Jun24 |
Sep24 |
| Beneish M-Score |
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-2.37 |
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Competitive Comparison of BP Castrol KK's Beneish M-Score
For the Oil & Gas Refining & Marketing subindustry, BP Castrol KK'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.
BP Castrol KK's Beneish M-Score Distribution in the Oil & Gas Industry
For the Oil & Gas industry and Energy sector, BP Castrol KK's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where BP Castrol KK's Beneish M-Score falls into.
BP Castrol KK 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 BP Castrol KK 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 * 0.9118 | + | 0.528 * 1.0473 | + | 0.404 * 1.2071 | + | 0.892 * 1.0759 | + | 0.115 * 0.8157 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1 | + | 4.679 * 0.010623 | - | 0.327 * 1.0388 |
| = | -2.37 |
* 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 円10,153 Mil.
Revenue was 円12,037 Mil.
Gross Profit was 円4,743 Mil.
Total Current Assets was 円11,463 Mil.
Total Assets was 円12,813 Mil.
Property, Plant and Equipment(Net PPE) was 円402 Mil.
Depreciation, Depletion and Amortization(DDA) was 円143 Mil.
Selling, General, & Admin. Expense(SGA) was 円0 Mil.
Total Current Liabilities was 円2,739 Mil.
Long-Term Debt & Capital Lease Obligation was 円0 Mil.
Net Income was 円782 Mil.
Gross Profit was 円0 Mil.
Cash Flow from Operations was 円645 Mil.
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Total Receivables was 円10,349 Mil.
Revenue was 円11,188 Mil.
Gross Profit was 円4,617 Mil.
Total Current Assets was 円11,514 Mil.
Total Assets was 円12,749 Mil.
Property, Plant and Equipment(Net PPE) was 円453 Mil.
Depreciation, Depletion and Amortization(DDA) was 円123 Mil.
Selling, General, & Admin. Expense(SGA) was 円0 Mil.
Total Current Liabilities was 円2,624 Mil.
Long-Term Debt & Capital Lease Obligation was 円0 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) |
| = | (10152.512 / 12037.024) | / | (10348.876 / 11188.033) |
| = | 0.84344 | / | 0.924995 |
| | = | 0.9118 |
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) |
| = | (4616.981 / 11188.033) | / | (4743.001 / 12037.024) |
| = | 0.412671 | / | 0.394034 |
| | = | 1.0473 |
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 - (11462.602 + 401.611) / 12812.876) | / | (1 - (11513.917 + 452.845) / 12748.753) |
| = | 0.07404 | / | 0.061339 |
| | = | 1.2071 |
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 |
| = | 12037.024 | / | 11188.033 |
| | = | 1.0759 |
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)) |
| = | (123.482 / (123.482 + 452.845)) | / | (143.059 / (143.059 + 401.611)) |
| = | 0.214257 | / | 0.262653 |
| | = | 0.8157 |
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 / 12037.024) | / | (0 / 11188.033) |
| = | 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) |
| = | ((0 + 2739.009) / 12812.876) | / | ((0 + 2623.556) / 12748.753) |
| = | 0.21377 | / | 0.205789 |
| | = | 1.0388 |
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 |
| = | (781.5 - 0 | - | 645.395) | / | 12812.876 |
| | = | 0.010623 |
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.
BP Castrol KK has a M-score of -2.37 suggests that the company is unlikely to be a manipulator.
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