Enerflex Ltd.

Loss-making or profit too small

Over the last 3 years profit was a loss or under 2% of sales, so cash per 100 of profit is not meaningful.

Over the last 3 years its own operating cash covered its investment spending (capex) 2.9 times.

Higher than 87% of Energy companies in Canada.

For every $100 of sales, $15 is tied up in day-to-day operations (money owed by customers + stock − money owed to suppliers), against $25 tied up three years earlier.

More money tied up than 81% of Energy companies in Canada.

Sales grew in 3 of the last 3 years; profit grew in 2 of 3.

Steadier than 95% of Energy companies in Canada.

Sales grew 96% in 3 years; of every extra $100 of sales, $11 became extra profit.

Higher than 59% of Energy companies in Canada.

In 3 years sales changed by +96% while total assets changed by -14%. Sales grew faster than assets.

Debt due within a year is covered 15.7 times by its yearly operating cash.

Higher than 71% of Energy companies in Canada.

Data incomplete

Of every $100 the company owns, $83 is in tangible assets such as plants, cash, stock and receivables; the rest is goodwill and other intangibles.

Less tangible than 70% of Energy companies in Canada.

Of every $100 of net worth, $58 is tangible; the rest is goodwill and other intangibles, often from buying other companies.

Less tangible than 70% of Energy companies in Canada.

Share count fell 2% in 3 years (buybacks), so each share's slice of the company became larger. Dividends paid equalled 269% of profit over the same period.