3 · KPIs
KPIs
25 active KPIs. Turn KPIs on or off and set how important each one is. Critical KPIs that miss target are called out in the summary.
| KPI | Latest | Importance | Active | ||
|---|---|---|---|---|---|
| Profitability | |||||
| Total Revenue Sum of all revenue accounts | EGP 1,066,138 | ||||
| Gross Profit Margin Gross Profit ÷ Revenue × 100 | 45.03% | ||||
| Operating Profit Margin Operating Profit ÷ Revenue × 100 | 17.05% | ||||
| EBIT Margin EBIT ÷ Revenue × 100 | 15.17% | ||||
| Net Profit After Tax Margin Earnings After Tax ÷ Revenue × 100 | 10.95% | ||||
| EBITDA Margin EBITDA ÷ Revenue × 100 | 15.64% | ||||
| Expense-to-Revenue Ratio* Expenses ÷ Revenue × 100 | 27.98% | ||||
| Breakeven Margin of Safety (Revenue − Breakeven Revenue) ÷ Revenue × 100 | 42.1% | ||||
| Activity | |||||
| Activity Ratio Annualised Revenue ÷ Average Invested Capital (equity + borrowing) | 5.3 times | ||||
| Accounts Receivable Days* Average Accounts Receivable ÷ (1 + VAT rate) × Days ÷ Revenue (VAT-adjusted) | 15 days | ||||
| Inventory Days* Average Inventory × Days ÷ Cost of Sales (before depreciation) | 22 days | ||||
| Accounts Payable Days Average Accounts Payable ÷ (1 + VAT rate) × Days ÷ Cost of Sales (before depreciation) (VAT-adjusted) | 13 days | ||||
| Cash Conversion Cycle* AR Days + Inventory Days + Work-in-Progress Days − AP Days | 24 days | ||||
| Efficiency | |||||
| Return on Equity Annualised Net Income ÷ Average Total Equity × 100 | 63.63% | ||||
| Return on Capital Employed Annualised EBIT ÷ Average Invested Capital (equity + borrowing) × 100 | 80.73% | ||||
| Gross Margin Return on Inventory Annualised Gross Profit ÷ Average Inventory × 100 | 1,365.82% | ||||
| Asset Usage | |||||
| Asset Turnover Annualised Revenue ÷ Average Total Assets | 4.6 times | ||||
| Working Capital Absorption* Operating Working Capital ÷ Annualised Revenue × 100 | 5.67% | ||||
| Liquidity | |||||
| Current Ratio Total Current Assets ÷ Total Current Liabilities | 4.84:1 | ||||
| Quick Ratio (Cash & Equivalents + Accounts Receivable) ÷ Total Current Liabilities | 4.10:1 | ||||
| Coverage | |||||
| Interest Cover EBIT ÷ Interest Expenses | 7.7 times | ||||
| Gearing | |||||
| Debt to Equity* Total Debt ÷ Total Equity × 100 | 8.75% | ||||
| Cash Flow | |||||
| Cash on Hand Closing Cash & Equivalents | EGP 1,711,153 | ||||
| Cash Flow Margin Operating Cash Flow (before interest) ÷ Revenue × 100 | 12.91% | ||||
| Net Variable Cash Flow (Ann. Revenue − Ann. Variable COS − Ann. Variable Expenses − Operating Working Capital) ÷ Ann. Revenue × 100 | 34.83% | ||||
| Growth | |||||
| Revenue Growth (Revenue − Prior Revenue) ÷ Prior Revenue × 100 | -7.05% | ||||
| Gross Profit Growth (Gross Profit − Prior Gross Profit) ÷ Prior Gross Profit × 100 | -7.12% | ||||
| EBIT Growth (EBIT − Prior EBIT) ÷ |Prior EBIT| × 100 | -16.83% | ||||
| Asset Change (Total Assets − Opening Total Assets) ÷ Opening Total Assets × 100 | 3.58% | ||||
| Equity Change (Total Equity − Opening Total Equity) ÷ Opening Total Equity × 100 | 5.74% | ||||
* A result below target is favourable for this KPI.
The demo company is read-only.
Highlights
A line is flagged when it moves by at least this percentage AND at least this amount against its comparison.