Leonardo DRS Beneish M-Score Historical Data
The historical data trend for Leonardo DRS'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.
Leonardo DRS Beneish M-Score Chart
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Leonardo DRS Annual Data
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Trend |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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- |
- |
-2.55 |
-1.92 |
-2.57 |
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Leonardo DRS Quarterly Data
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Dec18 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
Mar24 |
| Beneish M-Score |
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-1.80 |
-1.71 |
-2.08 |
-2.57 |
-2.52 |
Competitive Comparison of Leonardo DRS's Beneish M-Score
For the Aerospace & Defense subindustry, Leonardo DRS'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.
Leonardo DRS's Beneish M-Score Distribution in the Aerospace & Defense Industry
For the Aerospace & Defense industry and Industrials sector, Leonardo DRS's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Leonardo DRS's Beneish M-Score falls into.
Leonardo DRS 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 Leonardo DRS 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 * 0.959 | + | 0.528 * 0.9488 | + | 0.404 * 0.9953 | + | 0.892 * 1.1113 | + | 0.115 * 0.8792 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.9093 | + | 4.679 * -0.022745 | - | 0.327 * 0.8962 |
| = | -2.52 |
* 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 $1,200 Mil.
Revenue was 688 + 926 + 703 + 628 = $2,945 Mil.
Gross Profit was 153 + 210 + 162 + 145 = $670 Mil.
Total Current Assets was $1,772 Mil.
Total Assets was $3,781 Mil.
Property, Plant and Equipment(Net PPE) was $407 Mil.
Depreciation, Depletion and Amortization(DDA) was $85 Mil.
Selling, General, & Admin. Expense(SGA) was $385 Mil.
Total Current Liabilities was $902 Mil.
Long-Term Debt & Capital Lease Obligation was $430 Mil.
Net Income was 29 + 74 + 47 + 35 = $185 Mil.
Non Operating Income was -1 + -1 + -1 + 0 = $-3 Mil.
Cash Flow from Operations was -265 + 515 + 36 + -12 = $274 Mil.
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Total Receivables was $1,126 Mil.
Revenue was 569 + 820 + 634 + 627 = $2,650 Mil.
Gross Profit was 131 + 184 + 130 + 127 = $572 Mil.
Total Current Assets was $1,712 Mil.
Total Assets was $3,681 Mil.
Property, Plant and Equipment(Net PPE) was $402 Mil.
Depreciation, Depletion and Amortization(DDA) was $72 Mil.
Selling, General, & Admin. Expense(SGA) was $381 Mil.
Total Current Liabilities was $1,019 Mil.
Long-Term Debt & Capital Lease Obligation was $428 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) |
| = | (1200 / 2945) | / | (1126 / 2650) |
| = | 0.40747 | / | 0.424906 |
| | = | 0.959 |
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) |
| = | (572 / 2650) | / | (670 / 2945) |
| = | 0.215849 | / | 0.227504 |
| | = | 0.9488 |
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 - (1772 + 407) / 3781) | / | (1 - (1712 + 402) / 3681) |
| = | 0.423697 | / | 0.4257 |
| | = | 0.9953 |
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 |
| = | 2945 | / | 2650 |
| | = | 1.1113 |
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)) |
| = | (72 / (72 + 402)) | / | (85 / (85 + 407)) |
| = | 0.151899 | / | 0.172764 |
| | = | 0.8792 |
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) |
| = | (385 / 2945) | / | (381 / 2650) |
| = | 0.13073 | / | 0.143774 |
| | = | 0.9093 |
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) |
| = | ((430 + 902) / 3781) | / | ((428 + 1019) / 3681) |
| = | 0.352288 | / | 0.3931 |
| | = | 0.8962 |
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 |
| = | (185 - -3 | - | 274) | / | 3781 |
| | = | -0.022745 |
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.
Leonardo DRS has a M-score of -2.52 suggests that the company is unlikely to be a manipulator.
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