On the stock market since 1995, it operates in the world of heavy industry. It has 134 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.
That much dependence is a risk in itself: if this one line weakens, the whole company feels it directly.
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.
Cost Efficiency: As sales grow, profit fails to keep the same pace.
An investor who bought at the very peak is down 98% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Over the last 12 months, company executives reported 12 buys and 0 sells. Management buying with its own money is usually read as a good sign.
A loss of $15.2M against $39.0M in annual sales. And on top of that, sales fell from the year before.
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, ENG sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: ENG is a small company that closed last year at a loss. The road back to profit runs through spending discipline.