Waste Connections Beneish M-Score Historical Data
The historical data trend for Waste Connections'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.
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Waste Connections Annual Data
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Trend |
Dec13 |
Dec14 |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
| Beneish M-Score |
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-2.71 |
-2.69 |
-2.70 |
-2.67 |
-2.71 |
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Waste Connections Quarterly Data
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Jun18 |
Sep18 |
Dec18 |
Mar19 |
Jun19 |
Sep19 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
| Beneish M-Score |
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-2.63 |
-2.59 |
-2.67 |
-2.71 |
-2.69 |
Competitive Comparison
For the Waste Management subindustry, Waste Connections'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.
Waste Connections Beneish M-Score Distribution
For the Waste Management industry and Industrials sector, Waste Connections's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Waste Connections's Beneish M-Score falls in comparison to its industry or sector. The grey bar indicates the Beneish M-Score's extreme value range as defined by GuruFocus.
Waste Connections 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 Waste Connections 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 * 0.9599 | + | 0.528 * 1.0138 | + | 0.404 * 0.9916 | + | 0.892 * 1.1663 | + | 0.115 * 1.064 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.9823 | + | 4.679 * -0.067474 | - | 0.327 * 1.0517 |
| = | -2.69 |
* 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 $815 Mil.
Revenue was 1900.503 + 1869.301 + 1879.868 + 1816.435 = $7,466 Mil.
Gross Profit was 753.562 + 731.328 + 759.239 + 728.543 = $2,973 Mil.
Total Current Assets was $1,134 Mil.
Total Assets was $17,227 Mil.
Property, Plant and Equipment(Net PPE) was $7,152 Mil.
Depreciation, Depletion and Amortization(DDA) was $945 Mil.
Selling, General, & Admin. Expense(SGA) was $727 Mil.
Total Current Liabilities was $1,383 Mil.
Long-Term Debt & Capital Lease Obligation was $7,091 Mil.
Net Income was 197.813 + 194.352 + 236.912 + 224.074 = $853 Mil.
Non Operating Income was 1.309 + 2.018 + -4.951 + -6.799 = $-8 Mil.
Cash Flow from Operations was 442.358 + 522.355 + 526.459 + 532.781 = $2,024 Mil.
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Total Receivables was $728 Mil.
Revenue was 1646.255 + 1624.319 + 1597.168 + 1533.931 = $6,402 Mil.
Gross Profit was 656.737 + 643.454 + 651.07 + 632.74 = $2,584 Mil.
Total Current Assets was $1,413 Mil.
Total Assets was $15,414 Mil.
Property, Plant and Equipment(Net PPE) was $5,933 Mil.
Depreciation, Depletion and Amortization(DDA) was $841 Mil.
Selling, General, & Admin. Expense(SGA) was $634 Mil.
Total Current Liabilities was $1,258 Mil.
Long-Term Debt & Capital Lease Obligation was $5,952 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) |
| = | (814.68 / 7466.107) | / | (727.737 / 6401.673) |
| = | 0.109117 | / | 0.113679 |
| | = | 0.9599 |
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) |
| = | (2584.001 / 6401.673) | / | (2972.672 / 7466.107) |
| = | 0.403645 | / | 0.398156 |
| | = | 1.0138 |
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 - (1134.258 + 7151.65) / 17227.094) | / | (1 - (1412.779 + 5933.263) / 15414.362) |
| = | 0.519019 | / | 0.523429 |
| | = | 0.9916 |
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 |
| = | 7466.107 | / | 6401.673 |
| | = | 1.1663 |
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)) |
| = | (841 / (841 + 5933.263)) | / | (944.716 / (944.716 + 7151.65)) |
| = | 0.124146 | / | 0.116684 |
| | = | 1.064 |
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) |
| = | (726.72 / 7466.107) | / | (634.329 / 6401.673) |
| = | 0.097336 | / | 0.099088 |
| | = | 0.9823 |
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) |
| = | ((7090.89 + 1383.184) / 17227.094) | / | ((5952.033 + 1257.634) / 15414.362) |
| = | 0.491904 | / | 0.467724 |
| | = | 1.0517 |
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 |
| = | (853.151 - -8.423 | - | 2023.953) | / | 17227.094 |
| | = | -0.067474 |
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.
Waste Connections has a M-score of -2.69 suggests that the company is unlikely to be a manipulator.
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