On the stock market since 1986, it operates in the world of energy. It has 5,214 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.
The biggest line carries real weight, but it doesn’t decide everything on its own.
No real growth (4% a year). 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 3 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Revenue Growth: Sales are growing slowly.
The stock trades 34% below its peak. The market has trimmed its expectations for the company.
It met or beat analyst expectations in 6 of the last 7 quarters — consistency is a promise kept.
Over the last 12 months, company executives reported 13 buys and 4 sells. Management buying with its own money is usually read as a good sign.
It pays out $0.56 per share each year — regular cash for whoever holds the stock.
A loss of $614.4M against $36.9B 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, INT sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: INT has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.