On the stock market since 2000, it operates in the world of heavy industry. It has 1,329 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.
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: Right now the product sells for less than it costs to make; every sale deepens the loss.
An investor who bought at the very peak is down 93% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
The company sells $82.9M a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 17 buys and 3 sells. Management buying with its own money is usually read as a good sign.
A loss of $49.8M against $82.9M in annual sales.
The stock sits at $0.64. Under exchange rules, stocks that stay below $1 for too long risk being removed from the market.
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, OEG sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: OEG is a small company that closed last year at a loss. The road back to profit runs through spending discipline.