On the stock market since 2010, it operates in the world of energy. It has 636 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 6% 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 67% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
It pays out $0.38 per share each year — regular cash for whoever holds the stock.
A loss of $653.1M against $1.8B 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, VET sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: VET has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.