Kobrin Butter-and-Cheese Plant

OJSC Kobrin Butter-and-Cheese Plant

UNP: 200093343 · 128 Sovetskaya St., Kobrin, Brest Region, 225304

Export-orientedSubsidy-dependentPrivatization

Identification

UNP200093343
OKED10511 — manufacture of milk and dairy products
Legal formOJSC
Governing bodyManagement company of the Brestmyasomolprom Concern holding
State share72.36%
Parent holdingКонцерн Брестмясомолпром
Address128 Sovetskaya St., Kobrin, Brest Region, 225304
Websitewww.kobrincheese.com

Financial statements

k BYN

Line itemReporting yearPrior year
Fixed assets133 872100 498
Intangible assets1 1801 400
Income-bearing investments in tangible assets
Investments in long-term assets9 13113 502
Long-term financial investments58 36854 558
Long-term receivables61 14244 950
Total Section I (long-term assets)263 697214 913
Inventories70 93847 043
— materials21 71817 240
— work in progress27 17322 381
— finished goods and merchandise22 0477 422
— goods shipped
Deferred expenses262238
VAT on acquired goods, works, services61
Short-term receivables50 89442 629
Short-term financial investments3 34019 262
Cash and cash equivalents9 21914 950
Other short-term assets
Total Section II (short-term assets)134 659124 123
BALANCE (assets)398 356339 036
Charter capital41 02641 026
Reserve capital1 130940
Additional capital25 97519 793
Retained earnings (uncovered loss)248 458206 819
Total Section III (equity)316 589268 578
Long-term loans and borrowings
Long-term lease liabilities
Deferred income
Total Section IV (long-term liabilities)60 35144 135
Short-term loans and borrowings
Current portion of long-term liabilities7 4107 267
Short-term payables14 00619 056
— to suppliers, contractors, providers8 4439 947
— on payroll2 0901 894
— on lease payments
Total Section V (short-term liabilities)21 41626 323
BALANCE (equity and liabilities)398 356339 036

Computed metrics

K1 · Current ratio
6.288
Prior: 4.715(+33.36%)
F1.290 / F1.690
K1 · Own working capital ratio
0.393
Prior: 0.432(-9.03%)
(F1.490 - F1.190) / F1.290
K2 · Sales profitability
14.03%
Prior: 10.28%(+3.75 пп)
F2.060 / F2.010 × 100%
K2 · Net profitability
8.42%
Prior: 4.76%(+3.66 пп)
F2.210 / F2.010 × 100%
K3 · Revenue dynamics
17.7%
(F2.010_N / F2.010_N-1) - 1
K3 · Debt dynamics
(F1.510 + F1.610)_N / (F1.510 + F1.610)_N-1 - 1
Operating cash-flow margin
2.9%
Prior: 4.86%
F4.040 / F2.010 × 100%

Integrity checks

Checks passed: 6 of 6

Balance sheet balances (assets = liabilities)
Cash-flow integrity
Cash-flow residuals
Cash position
Capital transition
Profit consistency

Signals

Yellow flags
  • Weak operating cash flow relative to profit: against net profit of 41,829k BYN, net operating cash flow was only 14,416k BYN (2.9% of revenue), down year-on-year.
  • Rising receivables: long-term +36% (44,950 → 61,142), short-term +19% (42,629 → 50,894) — profit is booked faster than it is collected.
  • Inventories up 51% (47,043 → 70,938), including finished goods +197% (7,422 → 22,047) — possible build-up of unsold stock.
Green signals
  • High current ratio: 6.29 against a ≥1.25 norm — a fivefold cover of short-term liabilities.
  • Positive own-working-capital provision: 0.39 against a ≥0.15 norm.
  • Revenue +17.7% and net profit doubled (20,106 → 41,829), with sales profitability up from 10.3% to 14.0%.
  • Equity grows on real profit, not just revaluation: retained earnings +20% (206,819 → 248,458).
  • Unqualified audit opinion.

Recommendation

Suggested outcome
Privatization
Category
Financially strong
Health score
1.23
Confidence level
High

Kobrin Butter-and-Cheese Plant shows a stable and improving financial profile for 2025. Revenue grew 17.7% (422,316 → 497,075k BYN), net profit doubled (20,106 → 41,829), and sales profitability rose from 10.3% to 14.0%. The balance sheet reconciles, equity is backed by real retained earnings (248,458) rather than revaluation; own-working-capital provision is positive (0.39) and the current ratio is exceptionally high (6.29). The enterprise is an export-oriented dairy producer with an export share of about 76% of output. Its financial condition needs no state capital, and its strategic significance does not warrant a controlling state stake: the profile fits privatization on market terms. The constraining factor is weak operating cash flow (2.9% of revenue) against rising receivables and inventories: profit is generated faster than it converts to cash, which calls for working-capital control in preparing for privatization but does not change the overall assessment of stability.

OSINT Belarus 2.0