Nippon Filcon Co., 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 paid for 96% of its investment spending (capex); the rest came from other sources such as borrowing, cash reserves or new shares.

Lower than 78% of Industrials companies in Japan.

For every ¥100 of sales, ¥43 is tied up in day-to-day operations (money owed by customers + stock − money owed to suppliers), against ¥41 tied up three years earlier.

More money tied up than 84% of Industrials companies in Japan.

Sales grew in 2 of the last 3 years; profit grew in 1 of 3.

Less steady than 79% of Industrials companies in Japan.

Sales grew 7% in 3 years, but profit fell: ¥95 less profit per ¥100 of extra sales.

Lower than 98% of Industrials companies in Japan.

In 3 years sales changed by +7% while total assets changed by -1%. Sales grew faster than assets.

Debt due within a year is covered 0.4 times by its yearly operating cash.

Lower than 74% of Industrials companies in Japan.

Debt, after subtracting cash, equals 49% of its market value (net debt).

Lower than 84% of Industrials companies in Japan.

Of every ¥100 the company owns, ¥99 is in tangible assets such as plants, cash, stock and receivables; the rest is goodwill and other intangibles.

More tangible than 60% of Industrials companies in Japan.

Of every ¥100 of net worth, ¥98 is tangible; the rest is goodwill and other intangibles, often from buying other companies.

More tangible than 59% of Industrials companies in Japan.

Share count fell 8% in 3 years (buybacks), so each share's slice of the company became larger. Dividends paid equalled 137% of profit over the same period.