Stantec Beneish M-Score Historical Data
The historical data trend for Stantec'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.
Stantec Beneish M-Score Chart
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Stantec Annual Data
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Trend |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
Dec24 |
| Beneish M-Score |
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-2.89 |
-2.51 |
-2.38 |
-2.58 |
-2.44 |
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Stantec Quarterly Data
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Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
Mar24 |
Jun24 |
Sep24 |
Dec24 |
| Beneish M-Score |
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-2.58 |
-2.48 |
-2.50 |
-2.52 |
-2.44 |
Competitive Comparison of Stantec's Beneish M-Score
For the Engineering & Construction subindustry, Stantec'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.
Stantec's Beneish M-Score Distribution in the Construction Industry
For the Construction industry and Industrials sector, Stantec's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Stantec's Beneish M-Score falls into.
Stantec 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 Stantec 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 * 1.0415 | + | 0.528 * 0.9941 | + | 0.404 * 1.0822 | + | 0.892 * 1.1575 | + | 0.115 * 0.9778 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1.0086 | + | 4.679 * -0.033985 | - | 0.327 * 1.0038 |
| = | -2.44 |
* 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 (Dec24) TTM: | Last Year (Dec23) TTM: |
Total Receivables was C$2,229 Mil.
Revenue was 1959.5 + 1929.4 + 1889.7 + 1721.4 = C$7,500 Mil.
Gross Profit was 813.4 + 828.1 + 811.7 + 742.5 = C$3,196 Mil.
Total Current Assets was C$2,549 Mil.
Total Assets was C$6,956 Mil.
Property, Plant and Equipment(Net PPE) was C$773 Mil.
Depreciation, Depletion and Amortization(DDA) was C$319 Mil.
Selling, General, & Admin. Expense(SGA) was C$2,281 Mil.
Total Current Liabilities was C$1,979 Mil.
Long-Term Debt & Capital Lease Obligation was C$1,737 Mil.
Net Income was 98 + 103.2 + 84.6 + 79.4 = C$365 Mil.
Non Operating Income was 2.4 + -11.6 + -17.4 + 5.3 = C$-21 Mil.
Cash Flow from Operations was 306.8 + 178.9 + 80.3 + 56.9 = C$623 Mil.
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Total Receivables was C$1,849 Mil.
Revenue was 1609 + 1693.2 + 1638.2 + 1539.2 = C$6,480 Mil.
Gross Profit was 669.6 + 721.1 + 694 + 660 = C$2,745 Mil.
Total Current Assets was C$2,273 Mil.
Total Assets was C$5,766 Mil.
Property, Plant and Equipment(Net PPE) was C$710 Mil.
Depreciation, Depletion and Amortization(DDA) was C$284 Mil.
Selling, General, & Admin. Expense(SGA) was C$1,954 Mil.
Total Current Liabilities was C$1,617 Mil.
Long-Term Debt & Capital Lease Obligation was C$1,452 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) |
| = | (2228.7 / 7500) | / | (1848.7 / 6479.6) |
| = | 0.29716 | / | 0.285311 |
| | = | 1.0415 |
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) |
| = | (2744.7 / 6479.6) | / | (3195.7 / 7500) |
| = | 0.423591 | / | 0.426093 |
| | = | 0.9941 |
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 - (2549 + 773.3) / 6956.1) | / | (1 - (2272.5 + 710.4) / 5766.3) |
| = | 0.52239 | / | 0.482701 |
| | = | 1.0822 |
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 |
| = | 7500 | / | 6479.6 |
| | = | 1.1575 |
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)) |
| = | (283.6 / (283.6 + 710.4)) | / | (318.6 / (318.6 + 773.3)) |
| = | 0.285312 | / | 0.291785 |
| | = | 0.9778 |
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) |
| = | (2281.4 / 7500) | / | (1954.2 / 6479.6) |
| = | 0.304187 | / | 0.301593 |
| | = | 1.0086 |
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) |
| = | ((1737.1 + 1979) / 6956.1) | / | ((1452 + 1616.9) / 5766.3) |
| = | 0.534222 | / | 0.532213 |
| | = | 1.0038 |
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 |
| = | (365.2 - -21.3 | - | 622.9) | / | 6956.1 |
| | = | -0.033985 |
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.
Stantec has a M-score of -2.44 suggests that the company is unlikely to be a manipulator.
Stantec Business Description
Traded in Other Exchanges
Address
10220 - 103 Avenue NW, Suite 300, Edmonton, AB, CAN, T5J 0K4
Stantec Inc is a sustainable engineering, architecture, and environmental consulting company. It offers services through the following business operating units; Environmental Services, Infrastructure, Water, Buildings, and Energy & Resources. Maximum revenue is derived from its Infrastructure business unit, which is engaged in evaluating, planning, and designing infrastructure solutions for transportation, community development, and urban spaces. The company's reportable segments are the United States, which derives maximum revenue, Canada, and Global. These segments provide consulting in engineering, architecture, interior design, landscape architecture, surveying, environmental sciences, project management, and project economics services in the area of infrastructure and facilities.
Executives
| Vito Culmone |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| Asifa Samji |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| Shelley Ann Marie Brown |
Director |
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| Steve Marvin Fleck |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| Robert Gomes |
Director |
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| Leonardo De Oliveira Castro |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Michael Aloysius Kennedy |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Stuart Lerner |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| John David Take |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| Ryan Roberts |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Jeffrey Philip Stone |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Bjorn Morisbak |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Paul Jeremy David Alpern |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6), Senior Officer |
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| Valentino Dimanno |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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| Robert Harold Seager |
Director or Senior Officer of Insider or Subsidiary (other than in 4,5,6) |
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