Mechanization Department No. 12
OJSC Mechanization Department No. 12
UNP: 100006551 · 16 I. Gurskogo St., Minsk 220015
Identification
Financial statements
k BYN
| Line item | Reporting year | Prior year |
|---|---|---|
| Fixed assets | 3 887 | 3 822 |
| Intangible assets | 3 | 3 |
| Income-bearing investments in tangible assets | 29 | — |
| Investments in long-term assets | — | — |
| Long-term financial investments | — | — |
| Long-term receivables | 32 | — |
| Total Section I (long-term assets) | 3 950 | 3 825 |
| Inventories | 212 | 187 |
| — materials | 212 | 187 |
| — work in progress | — | — |
| — finished goods and merchandise | — | — |
| — goods shipped | — | — |
| Deferred expenses | 6 | 4 |
| VAT on acquired goods, works, services | 19 | 30 |
| Short-term receivables | 1 102 | 1 408 |
| Short-term financial investments | — | — |
| Cash and cash equivalents | 426 | 504 |
| Other short-term assets | — | — |
| Total Section II (short-term assets) | 1 765 | 2 133 |
| BALANCE (assets) | 5 715 | 5 958 |
| Charter capital | 1 030 | 1 030 |
| Reserve capital | 91 | 91 |
| Additional capital | 5 152 | 5 019 |
| Retained earnings (uncovered loss) | -854 | -533 |
| Total Section III (equity) | 5 419 | 5 607 |
| Long-term loans and borrowings | — | — |
| Long-term lease liabilities | 41 | — |
| Deferred income | — | — |
| Total Section IV (long-term liabilities) | 43 | 2 |
| Short-term loans and borrowings | — | — |
| Current portion of long-term liabilities | — | — |
| Short-term payables | 253 | 349 |
| — to suppliers, contractors, providers | 10 | 4 |
| — on payroll | 81 | 71 |
| — on lease payments | 75 | 182 |
| Total Section V (short-term liabilities) | 253 | 349 |
| BALANCE (equity and liabilities) | 5 715 | 5 958 |
Computed metrics
Integrity checks
Checks passed: 4 of 6
Failed checks indicate gaps or inconsistencies in the source filing itself (typically in form F4, the cash-flow statement), not data-entry errors. The balance sheet (assets = liabilities) reconciles for every enterprise.
Signals
- Deepening loss: net result −322k versus −65 in 2024 (×5), loss on sales −292k, net profitability −12.7%.
- Real equity on the edge: charter capital (1,030k) is almost absorbed by the accumulated uncovered loss (−854k, growing from −533); the positive total capital (5,419k) holds on revaluation of fixed assets. One more loss-making year could push real capital into the negative.
- Operating cash flow is negative (−28k, versus +172 in 2024).
- Administrative expenses (377k) exceed gross profit (85k) — the operating model is loss-making at the sales level.
- Revenue is declining (−1.5%) while cost of sales rises (+5.4%) — the margin is compressing.
- Receivables are significant (1,102k) relative to revenue, though declining.
- Very high liquidity (K1 = 6.98): current liabilities are minimal (253k).
- Own working capital is positive (0.83, above the norm).
- No credit load — no loans or borrowings in either period.
- A cash cushion is retained (426k, including 363 on deposit accounts).
Recommendation
OJSC Mechanization Department No. 12 (rental of construction equipment, Minsk, republican subordination) is an enterprise with a solid balance sheet but deepening operating unprofitability. In 2025 net loss grew to −322k (versus −65 in 2024), loss on sales was −292k, revenue fell 1.5% while cost of sales rose; administrative expenses (377k) exceed gross profit (85k). Operating cash flow went negative (−28k). At the same time the enterprise has practically no debt, possesses very high liquidity (K1 = 6.98) and positive own working capital (0.83), and retains a cash cushion (426k). The main structural risk is real equity: charter capital (1,030k) is almost absorbed by the accumulated uncovered loss (−854k, growing), and the positive total capital (5,419k) is held by revaluation of fixed assets; one more loss-making year could push real capital into negative territory. The presence of assets (construction machinery, investment property) and the absence of a debt load make the business operationally recoverable, so restructuring is recommended — bringing it to break-even through utilization of the equipment fleet, sub-leasing and reduction of overhead — rather than liquidation.