Kopyl DCSP
OJSC Kopyl District Consumer-Services Plant
UNP: 600076847 · 3 Komsomolskaya St., Kopyl, Minsk Oblast
Identification
Financial statements
k BYN
| Line item | Reporting year | Prior year |
|---|---|---|
| Fixed assets | 765 | 759 |
| Intangible assets | — | — |
| Income-bearing investments in tangible assets | — | — |
| Investments in long-term assets | — | — |
| Long-term financial investments | — | — |
| Long-term receivables | — | — |
| Total Section I (long-term assets) | 765 | 759 |
| Inventories | 423 | 328 |
| — materials | 102 | 87 |
| — work in progress | 97 | 38 |
| — finished goods and merchandise | 224 | 203 |
| Deferred expenses | — | — |
| VAT on acquired goods, works, services | 1 | 1 |
| Short-term receivables | 153 | 105 |
| Short-term financial investments | — | — |
| Cash and cash equivalents | 8 | 5 |
| Other short-term assets | — | — |
| Total Section II (short-term assets) | 585 | 439 |
| BALANCE (assets) | 1 350 | 1 198 |
| Charter capital | 289 | 289 |
| Reserve capital | — | — |
| Additional capital | 664 | 566 |
| Retained earnings (uncovered loss) | — | — |
| Total Section III (equity) | 956 | 875 |
| Long-term loans and borrowings | — | — |
| Long-term lease liabilities | — | — |
| Deferred income | — | — |
| Total Section IV (long-term liabilities) | 0 | 0 |
| Short-term loans and borrowings | 60 | 27 |
| Current portion of long-term liabilities | — | — |
| Short-term payables | 310 | 272 |
| — to suppliers, contractors, providers | 54 | 66 |
| — on payroll | 25 | 25 |
| Total Section V (short-term liabilities) | 394 | 323 |
| BALANCE (equity and liabilities) | 1 350 | 1 198 |
Computed metrics
Integrity checks
Checks passed: 6 of 6
Signals
- Operating margin compressed almost to zero: profit on sales 7k BYN (sales profitability 0.39%), down from 14k BYN a year earlier. Gross profit grew (225 → 303), but administrative expenses (151 → 208) and selling expenses (60 → 88) grew faster than revenue.
- Net profit fell from 20 to 3k BYN (−85%) despite revenue growth of 15.9% — the operating result is not keeping pace with cost inflation.
- Short-term loans and borrowings grew from 27 to 60k BYN (+122%); with no long-term debt the load remains small, but the growth dynamic of borrowing warrants attention.
- Equity is 69% formed by revaluation (additional paid-in capital 664 of 956k BYN); the real contribution of charter capital and accumulated profit to covering long-term assets is limited.
- Cash flow from current activity is positive: 3k BYN, a turnaround from −9k BYN a year earlier.
- Liquidity above the norm: current liquidity ratio 1.49 (norm ≥1.25), working-capital ratio 0.33 (norm ≥0.15), both improved over the year.
- Revenue is growing in real terms: +15.9% (1,552 → 1,798k BYN), above inflation.
- No long-term loans and borrowings; debt load is overall small relative to total assets.
- The net result remains positive; there is no loss.
Recommendation
The enterprise is a small district consumer-services plant in Kopyl, held in communal ownership through the oblast consumer-services association (state share 84.06%). The scale is minimal: total assets 1,350k BYN, annual revenue 1,798k BYN. The financial position at the reporting date is stable, but with a clear zone of operating strain.
On the positive side: liquidity is above the norm (current liquidity ratio 1.49, working-capital ratio 0.33), both improved over the year; cash flow from current activity swung to positive (−9 → +3k BYN); revenue grew 15.9% in real terms; there is no long-term debt. The area of attention is the operating margin: profit on sales compressed from 14 to 7k BYN, and net profit from 20 to 3k BYN, as administrative and selling expenses grew faster than revenue. This is a 2025-typical profile of cost inflation outpacing the pricing ability of small service enterprises, rather than a sign of internal dysfunction. In addition, it should be noted that equity is two-thirds formed by revaluation of fixed assets rather than accumulated profit.
Privatization is recommended: the financial condition requires no state investment, and state participation in a district consumer-services plant is not strategically necessary. The small scale and service profile make the enterprise suitable for transfer into private hands — for example, through an employee buyout or an open tender — with conditions to maintain the volume of consumer services for the district's population. Restoration of the operating margin and control over administrative expenses are natural tasks for a private owner.