On the stock market since 2009, it operates in the world of raw materials. It has 6,406 employees. Now — the numbers.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
An average decline of 9% a year over the last 4 years — the most striking risk in this picture. Red columns mark years that ended in a loss.
Before the clock runs out, either sales must climb sharply or new money must come in. This is the most critical line in the whole picture.
angles, checked one by one.
The 2 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Profit per Sale: The profit kept from each sale is thin.
An investor who bought at the very peak is down 64% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
The company sells $5.3B a year; the problem isn’t sales — it’s costs running above that number.
A loss of $796.1M against $5.3B in annual sales.
At the current pace of spending, the cash lasts less than a year. After that, the company needs to find new money.
On our five-subject report card, CFPZF sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: CFPZF has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.