Delivery Date:Jan 10, 2023
Subscriber No:716000061
Ticket Key: 202301105000340031
Reference:Sample

Comprehensive Report

D&B CA FICTICIOUS COMPANY
ACTIVESINGLE LOCATION

Address:
D-U-N-S Number:

6750 Century Ave, Mississauga ON, L5N 2V8
20-428-0093

IDENTIFICATION & SUMMARY

SUMMARY

Started:Record:Operation:

2002

Clear

Restaurant

Registered Date:

Employees:

SIC:

2002

4

5812

Legal Form:

Control Year:

Principal:

Corporation (CA)2002John Doe, President

Currency
All monetary amounts quoted in this report are shown in Canadian Dollars(CAD) unless otherwise
stated.

All industry codes in this report are Canadian unless otherwise stated.

Street Address
6750 Century Ave,
Mississauga ON, L5N
2V8

RISK SUMMARY
Principal(s)1RISK ASSESSMENT

D&B Rating

Former Rating

Financial Strength--

Risk Indicator-

Financial Strength
N/A

Risk Indicator
N/A

Based on issued capital Undetermined

The Dun & Bradstreet Rating of --- indicates:
Financial Strength of Blank (based on issued capital).
A Risk Indicator which is Undetermined.

FINANCIAL STRESS SCOREThe Financial Stress Score predicts the likelihood of a firm ceasing business over the next 12 months
without paying all creditors in full, or reorganizing or obtaining relief from creditors under provincial/federallaw. Scores are calculated using a statistically valid model derived from D&B’s extensive data files.
The Financial Stress Class indicates that this firm shares some of the same business and financial
characteristics of other companies with this classification. It does not mean the firm will necessarily
experience financial stress.
Subject Company

56
High Risk (1)Low Risk (100)Financial Stress Percentile : (Highest Risk:1,
Lowest Risk:100) : 56
No record of payment in D&B's file.
Securely established company
The business operates in a medium risk
industry.
No record of open suits/liens/judgments in
D&B files in 3 years
No current financial information exists on
business

Relative Risk

Financial Stress Score

Financial Stress Class

Medium risk

1471
Highest Risk:1001, Lowest
Risk:1890

3
Highest Risk:5, Lowest Risk:1

Comparison based on Industry

Industry: Retails-eating places

30
High Risk (1)Low Risk (100)The subject business has a Financial Stress
Percentile that shows lower risk than otherbusinesses in the same industry.

Trends in Financial Stress Score
100
90
80
70
60
50
40
30
20
10
0
JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

Subject Company

Industry MedianIndustry Upper

Based on 118201 firms in SIC 5812

COMMERCIAL CREDIT SCOREThe Commercial Credit Score predicts the likelihood that a company will pay its bills in a severely delinquent
manner within the next 12 months based on the information in D&B’s files. A severely delinquent firm isdefined as a business with at least 25% of its payments slow and at least 20% of its payments 90 days ormore past due or one or more financial embarrassment or 20% or more payment experiences with negative
comments.
The Credit Risk Class segments the scoreable business universe into five distinct risk groups where a one (1)represents businesses that have the lowest probability of severe delinquency, and a five (5) representsbusinesses with the highest probability of severe delinquency.
The Bad Rate represents percentage of accounts that perform in an unsatisfactory manner as defined by
the good/bad definition that was used at the time the scorecard was developed.
Subject Company

19High Risk (1)Low Risk (100)Commercial Credit Score Percentile : (Highest
Risk:1, Lowest Risk:100) : 19
Established company
The business operates in a high risk industry.
The business is located in a higher than
average risk area.
Our comparisons indicate that this is a low
risk legal form.
No record of open suits/liens/judgments in
D&B files in 3 years
Number of Full-Time Employees suggests
potential higher risk
Bad Rate : 20
Relative Risk

Commercial Credit Score

Commercial Credit ClassHigh risk

420
Highest Risk:101, Lowest Risk:690

4
Highest Risk:5, Lowest Risk:1

Comparison based on Industry

Industry: Retails-eating places

9
High Risk (1)The subject business has a Commercial
Credit Percentile that shows lower risk thanother businesses in the same industry.

Low Risk (100)Trends in Commercial Credit Score
100
90
80
70
60
50
40
30
20
10
0
JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

2022

Subject Company

Based on 118279 firms in SIC 5812

Industry MedianIndustry Upper

VIABILITY SCOREThe D&B Viability Rating uses D&B's proprietary analytics to compare the most predictive business risk
indicators and deliver a highly reliable assessment of the probability that a company will go out of business,become dormant/inactive, or file for bankruptcy/insolvency within the next 12 months. The D&B Viability
Rating is made up of 4 components:

VIABILITY SCOREPORTFOLIO COMPARISON

Compared to all Canadian Businesses within the
D&B Database:Compared to all Canadian Businesses within
the same MODEL SEGMENT :6High Risk (9)6Low Risk (1)Level of Risk : Moderate Risk
Businesses ranked 6 have a probability of
becoming no longer viable : 10%
Percentage of businesses ranked 6 : 10%
Across all Canadian businesses, the average
probability of becoming no longer viable : 4%

DATA DEPTH INDICATOR

Low Risk (1)Model Segment : Small to Medium Businesswith Firmographics and Business Activity
Level of Risk : Moderate Risk
Businesses ranked 6 within this model
segment have a probability of becoming nolonger viable : 10%
Percentage of businesses ranked 6 with thismodel segment : 12%
Within this model segment, the average
probability of becoming no longer viable : 1%

COMPANY PROFILEG
Descriptive (G)High Risk (9)W
Predictive (A)Basic Firmographics Only
The Depth of Data Indicator presents the level ofdata that is used to generate the Viability Score andPortfolio Comparison.
To help improve the current data depth of thiscompany, you can ask D&B to make a personalized
request to this company on your behalf to obtain its
latest financial information. To make the request,
click the link below. Note, the company must be
saved to a folder before the request can be made.

Company Profile Details :Financial Data : False
Trade Payments : Not Available
Company Size : Small (Employees: <10 andSales: <$10K or Missing)Years in Business : Established (5+)

Request Financial Statements
Reference the FINANCIALS tab for this company tomonitor the status of your request.

TRADE PAYMENTS
Current trade survey unavailable.

PUBLIC RECORD INFORMATIONSUMMARY
Items

Value of Items

Total Items

00$

Number of Suit(s)00$Number of Lien(s)00$Number of Judgement(s)00$Note : Some items may not have an associated dollar value

DETAILS

HISTORYBACKGROUND
Business commenced on 2002.
Present control succeeded on 2002.

LEGAL FORM
Corporation (CA) registered ON law 2002

PRINCIPALS



Name:

John Doe

Position 1:

President

Active with subject since 2002

OPERATIONSLINE OF BUSINESS5812 0024 - Operates restaurant

EMPLOYEES
Employs: 4.

FACILITIESOccupies suitable space, Brick building.

FINANCIAL INFORMATIONRATIOS
Financial Ratios derived from SIC 5812: Retails-Eating Places, Based on 21 firms here.
This Company

Industry

Quick Ratio

--

0.53

Current Ratio

--

1.27

Current Liabilities to Net Worth
(%)

--

36.43

Current Liabilities to Inventory(%)--

496.56

Total Liabilities to Net Worth (%)--

162.17

Fixed Assets to Net Worth (%)--

127.27

Collection Period (days)

--

7.15

Sales to Inventory

--

67.9

Assets/Sales (%)

--

57.95

Sales to Net Working Capital

--

5.59

Accounts Payable to Sales (%)

--

5.87

Return on Sales (%)

--

2.29

Return on Assets (%)

--

9.12

Return on Net Worth (%)

--

6.3

FINANCIAL INTERVIEWS
On Jan 06, 2023 , principals not available.
Outside sources confirmed ownership and general information on subject but could not provide further
details.

APPENDIXCUSTOMER SERVICE
Speed of service:

Typically 4 working days

SCN:

202301105000340031

Order Date

Jan 10, 2023

Should you require any further information or have any questions, please contact your local Customer
Service Centre.Enquiries should always contain the below minimum details please:
Full Company Name
Full Headquarters Address (street, town, country)
Telephone Number

Business Identification Number (registration number, chamber of commerce number, VAT number,
Government Gazette number)Contact Name
SCN
Order Date
The information in this report was last updated on Jan 06, 2023.

EXPLANATION OF D&B TERMS

Duns Number (Data Universal Numbering System) : A unique 9-digit identification number assigned by
D&B to each business in the D&B database. 20-000-0018 is an example of a DUNS Number. Since each unit
or location of a business in D&B’s file has its own unique D-U-N-S Number, a large organization may have
many different D-U-N-S Numbers within its corporate “family”. D&B links the D-U-N-S Numbers of parents,
subsidiaries, headquarters and branches and is accepted worldwide.
High Credit : Largest dollar amount sold, on a one-time basis, in the past 12 months, by the Authority to thebusiness.
History of the company and the background of the principals or owners. Details on related companies may
also be included to give you insight into the company’s overall structure.
Industry Norms : Quarterly Paydex of an account’s industry are broken out by upper, median, and lower
quartiles so you can compare the account’s performance against its industry peers. You can quickly
compare a firm’s Paydex score with the Paydex rankings of other companies in the same line of business.
Judgement : The decision of a judge which finally disposes of an action in court. For our DunTrade
Monitoring Report - Judgement may also include the issuance, satisfaction, discontinuance or some othersuch status.
Last Sale : The number of months, from the “Date Reported”, which have passed since the Authority lastsold to this business.
Operation :Section describes what the firm does, indicates number of employees and provides a
description of facilities & location. It may also provide names and locations of branch operations, plus
identify and describe any parent or subsidiary businesses.
Paydex : The D&B Paydex is a unique, dollar-weighted indicator of payment performance based on up to
650 payment experiences as reported to D&B by trade references. The D&B Paydex gives an overview how acompany has been paying its bills, within or beyond the agreed terms, as reported to D&B.
The Company Versus Industry Paydex Score section shows the company’s payment trend over a two year
period in a linear format. It will also compare a company with others in the same line of business for thesame two-year period. You can also compare current year to previous year to isolate seasonal fluctuations
in payment performance or study consistency.
Payment Record : The manner of payment as reported to D&B by the Authority.
Public Record or “Public Filings” include information on suits filed, liens, judgments, and other such legal
activity. Filings throughout all provinces are monitored on a daily basis.

Special Events section alerts you to major changes within the company such as ownership, acquisitions,fires, bankruptcies -- all of which could affect your business decisions about a company.
D&B Rating : The D&B Rating (e.g., 4A3) gives an indication of creditworthiness. The D&B Rating is normallydivided into two parts: the financial strength code, then the risk indicator reflects the risk associated withthe business. Financial Strength is an indication of the size of the subject's tangible net worth (that is, theshareholders funds less any intangible assets) based primarily on the most recent fiscal balance sheet
results. The Composite Appraisal is linked to the level of risk and is an overall evaluation of credit
worthiness. It takes into account the financial condition but also several non-financial factors such as trade
payment history, length of operation, employee numbers, legal structure, management experience and any
adverse listings.

KEY TO RATINGS - ESTIMATED FINANCIAL STRENGTH

5A - 50,000,000+

CC - 75,000 to 124,999

4A - 10,000,000 to 49,999,999

DC - 50,000 to 74,000

3A - 1,000,000 to 9,999,999

DD - 35,000 to 49,999

2A - 750,000 to 999,999

EE - 20,000 to 34,999

1A - 500,000 to 749,000

FF - 10,000 to 19,999

BA - 300,000 to 499,999

GG - 5,000 to 9,999

BB - 200,000 to 299,999

HH - up to 4,999

CB - 125,000 to 199,999

COMPOSITE CREDIT APPRAISAL AS FOLLOWS
High
Good
Fair
LimitedWhen these designations appear followed by a 2, 3, or 4 as a composite credit appraisal, it is an indication
based on estimated figures.
FB - (foreign branch) indicates the headquarters of this company is located in a country other than
Canada.
NLP - Indicates that this firm does not appear in other D&B publications.
DBN - rating is only assigned to D&B, and firms which are a part of the D&B group of companies.
-- (the blank symbol) should not be interpreted as indicating that credit should be denied. It simply
means that the information available to D&B does not permit us to classify the company within ourrating key and that further inquiry should be made before reaching a decision

PAYDEX
Definition: The D&B Paydex is a unique, dollar-weighted indicator of payment performance based on up to
650 payment experiences as reported to D&B by trade references. The D&B Paydex gives an overview how acompany has been paying its bills, within or beyond the agreed terms, as reported to D&B. By comparing
the Paydex score against the Paydex Key, you can quickly estimate how this company pays its bills.
Paydex Key

100 = Anticipated
90 = Discount80 = Prompt
70 = Slow 15 days beyond terms
60 = Slow 20 - 25 days beyond terms
50 = Slow 30 days beyond terms
40 = Slow 60 days beyond terms
30 = Slow 90 days beyond terms
20 = Slow 120 days beyond terms
10 = Slow 120 + days beyond terms
1 = Slow 120 + days beyond terms

COMMERCIAL CREDIT SCORE

DEFINITION
D&B Commercial Credit Score predicts the likelihood that a company will pay its bills in a severely
delinquent manner within the next 12 months based on the information in Dun & Bradstreet’s files. A
severely delinquent firm is defined as a business with at least 25% of its payments slow and at least 20% of
its payments 90 days or more past due or one or more financial embarrassment or 20% or more payment
experiences with negative comments.

Raw Score on a scale from 101 to 690, where 101 is the worst (high probability of delinquent payment) and
690 is the best (low probability of delinquent payment).
Percentile from 1 to 100, where 1 is the worst and 100 the best.
Risk Class from 1 to 5, where 5 is the worst and 1 is the best.

PERFORMANCE TABLE

Cumulative Credit Score Performance
Risk Class

Score
Range

Percentile% ofRange(approx)Accounts

Delinquency % of Bads
Rate
Identified

Good-Bad
Ratio

1566-999

85-10016%

1.49%

98.29%

662469-999

34-10067%

4.15%

80.21%

233423-999

20-10081%

5.79%

66.54%

164

310-999

7-100

94%

9.98%

32.75%

9

5

101-999

1-100

100%

13.96%

0.00%

6

Credit Score Performance Within Range

Risk Class

Score Range

Percentile Range

Delinquency Rate

% of Bads
Identified

1

566-999

85-100

1.49%

1.71%

2

469-565

34-84

4.95%

18.08%

3423-468

20-33

13.63%

13.67%

4

310-4227-19

36.28%

33.79%

5

101-309

1-6

73.31%

32.75%FINANCIAL STRESS SCORE

DEFINITION
The Financial Stress Score predicts the likelihood of a firm ceasing business over the next 12 months
without paying all creditors in full, or reorganizing or obtaining relief from creditors under provincial/federallaw. Scores are calculated using a statistically valid model derived from D&B’s extensive data files.

Raw Score on a scale from 1001 to 1890, where 1001 is the worst (high probability of failure) and 1890 is thebest (low probability of failure).
Percentile from 1 to 100, where 1 is the worst and 100 the best.
Stress Class from 1 to 5, where 5 is the worst and 1 is the best

PERFORMANCE TABLE

Cumulative Financial Stress Score Performance

Risk Class

Score
Range

Percentile% ofFailure Rate % ofRange(approx)Businesses(approx)
Failures
Identified

Good-Bad
Ratio

1

1561-1890

95-1000.06

0.0004

0.99652469

21493-1890

69-100

0.32

0.001

0.9513965

31432-1890

34-1000.67

0.0022

0.7839447

41294-1890

2-100

0.99

0.006

0.1486167

51001-1890

1-100

1

0.00690145

Financial Stress Score Performance Within Range

Risk Class

Score Range

Percentile% Within
Failure Rate
Range(approx) Range(approx)% of Failures
Identified

1

1561-1890

95-1000.06

0.00040.003521493-1560

69-94

0.26

0.00120.0452

31432-1492

34-68

0.35

0.00330.167441294-1431

2-33

0.32

0.01370.6354

51001-1293

1-1

0.01

0.09490.1486

FINANCIAL RATIOSSOLVENCYQUICK RATIO = (CURRENT ASSETS – INVENTORY) / CURRENT LIABILITIESThis ratio reveals the protection afforded short-term creditors in the cash or near-cash assets. It shows thenumber of dollars of liquid assets available to cover each dollar of current debt. Any time this ratio is as
much as 1 to 1 (1.0) the business is said to be in a liquid condition. The larger the ratio the greater theliquidity.

CURRENT RATIO = CURRENT ASSETS / CURRENT LIABILITIESThis ratio measures the degree to which current assets cover current liabilities. The higher the ratio themore assurance exists that the retirement of current liabilities can be made. The Current Ratio measuresthe margin of safety available to cover any possible shrinkage in the value of current assets. Normally a ratioof 2 to 1 (2.0) or better is considered good

CURRENT LIABILITIES TO NET WORTH = TOTAL CURRENT LIABILITIES / NET WORTH X 100%
This contrasts the funds that creditors temporarily are risking with the funds permanently invested by theowners. The smaller the net worth and the larger the current liabilities, the less security there is for thecreditors. Care should be exercised when selling to any firm with current liabilities exceeding two-thirds(66.6%) of net worth.

CURRENT LIABILITIES TO INVENTORY = TOTAL CURRENT LIABILITIES / INVENTORY X 100%
This indicates the extent to which the business relies on funds from the disposal of unsold inventories tomeet its debts. This ratio combined with Net Sales to Inventory indicates how management controls
inventory. It is possible to have decreasing liquidity while maintaining consistent sales-to-inventory ratios.
Large decreases in sales with corresponding increases in inventory levels can cause an inappropriate rise incurrent liabilities if growth is not made wisely.

TOTAL LIABILITIES TO NET WORTH = TOTAL LIABILITIES / NET WORTH X 100%
The effect of long-term (funded) debt on a business can be determined by comparing this ratio with Current
Liabilities to Net Worth. The difference will pinpoint the relative size of long-term debt, which, if sizable, canburden a firm with substantial interest charges. In general, total liabilities should not exceed net worth(100%) since in such cases creditors have more at stake than the owners.

FIXED ASSETS TO NET WORTH = FIXED ASSETS / NET WORTH X 100%
The proportion of net worth that consists of fixed assets will vary greatly from industry to industry but
generally a smaller proportion is desirable. A high ratio is unfavorable because heavy investment in fixed
assets indicates that either the concern has a low net working capital and is overtrading or has utilized large
funded debt to supplement working capital. Also, the larger the fixed assets, the bigger the annual
depreciation charge that must be deducted from the income statement. Normally, fixed assets above 75
percent of net worth indicate possible over-investment and should be examined with care

EFFICIENCYCOLLECTION PERIOD (DAYS) = ACCOUNTS RECEIVABLE / SALES X 365 DAYS
The quality of the receivables of a company can be determined by this relationship when compared withselling terms and industry standards. In some industries where credit sales are not the normal way of doing
business, the percentage of cash sales should be taken into consideration. Generally, where most sales arefor credit, any collection period more than one-third over normal selling terms (40.0 for 30-day terms) is
indicative of slow moving receivables. When comparing the Collection Period of one concern with that ofanother, allowance should be made for possible variations in selling terms.

SALES TO INVENTORY = SALES / INVENTORY
Inventory control is a prime management objective since poor controls allow inventory to become costly tostore, obsolete or insufficient to meet demands. The sales to inventory relationship is a guide to the rapidity
at which merchandise is being moved and the effect on the flow of funds into the business. Although low
figures are usually the biggest problem, as they indicate excessively high inventory levels, extremely highturnovers might reflect insufficient merchandise to meet customer demands and result in lost sales.

ASSETS/SALES = TOTAL ASSETS / SALES X 100%
This ratio ties in sales and the total investment that is used to generate those sales. Abnormally low
percentages (above the upper quartile) can indicate overtrading which may lead to financial difficulties if notcorrected. Extremely high percentages (below the lower quartile) can be the result of overly conservative orpoor sales management, indicating a more aggressive sales policy may be required.

SALES TO NET WORKING CAPITAL = SALES / NET WORKING CAPITALThis relationship indicates whether a company is overtrading, or conversely, carrying more liquid assets
than required for its business volume. Companies with substantial sales gains often reach a level where
their working capital becomes strained. Even if they maintain an adequate total investment for the volume
generated (Assets to Sales), the investment may be so centered in fixed assets or other non-current items
that it will be difficult to continue meeting all current obligations without additional investment or areduction in sales.

ACCOUNTS PAYABLE TO SALES = ACCOUNTS PAYABLE / SALES X 100%
This ratio measures how the company is paying its suppliers in relation to the transaction volume. An
increasing percentage, or one larger than the industry standard, indicates the firm may be using suppliers
to help finance operations. This ratio is especially important to short-term creditors since a high percentage
problems in paying vendors.

PROFITABILITY

RETURN ON SALES = NET PROFIT AFTER TAXES / SALES X 100%
This reveals the profit earned per dollar of sales and therefore measures the efficiency of the operation.
Return must be adequate for the firm to be able to achieve satisfactory profits for its owners. This ratio is anindicator of the firm’s ability to withstand adverse conditions such as falling prices, rising costs and declining
sales.

RETURN ON ASSETS = NET PROFIT AFTER TAXES / TOTAL ASSETS X 100%
This ratio is the key indicator of profitability for a firm. It matches operating profits with the assets available
to earn a return. Companies efficiently using their assets will have a relatively high return while less well run
businesses will be relatively low.

RETURN ON NET WORTH = NET PROFIT AFTER TAXES / NET WORTH X 100%
This ratio is used to analyze the ability of the firm’s management to realize an adequate return on thecapital invested by the owners of the firm. Tendency is to look increasingly to this ratio as a final criterion of
profitability. Generally, a relationship of at least 10 percent is regarded as a desirable objective for providing
dividends plus funds for future growth.

CONFIDENTIALITY
CONFIDENTIAL....THIS INFORMATION IS PROVIDED BY D&B SUBJECT TO THE TERMS AND CONDITIONS OF
YOUR SUBSCRIPTION CONTRACT AND IS NOT TO BE DISCLOSED.
This report is forwarded to the Subscriber in strict confidence for the use by the
Subscriber as one factor to consider in connection with credit and other businessdecisions. This report contains information compiled from information which Dun &Bradstreet does not control and which has not been verified unless otherwise
indicated in this report. Dun & Bradstreet therefore cannot accept responsibility forthe accuracy, completeness or timeliness of the report. Dun & Bradstreet disclaims all
liability for any loss or damage arising out of or in anyway related to the contents ofthis report.
COPYRIGHT 2023 DUN & BRADSTREET.THIS REPORT MAY NOT BE REPRODUCED IN WHOLE OR IN PART IN
ANY FORM OR MANNER WHATSOEVER.

END OF REPORT