Slutsk Cheese-Making Combine

OJSC Slutsk Cheese-Making Combine

UNP: 600119098 · 14 Tutarinova St., Slutsk, Minsk Region

Oblast-levelExport-orientedCity-formingRestructuring

Identification

UNP600119098
OKED10510 — manufacture of dairy products (cheese-making)
Legal formOJSC
Governing bodyOblast-level communal ownership (dairy-processing association)
State share99.0858%
Address14 Tutarinova St., Slutsk, Minsk Region
Websiteslsk.by

Financial statements

k BYN

Line itemReporting yearPrior year
Fixed assets563 454500 161
Intangible assets1 244792
Income-bearing investments in tangible assets600854
Investments in long-term assets165 98575 936
Long-term financial investments229 585169 267
Deferred tax assets4242
Long-term receivables57 55659 188
Total Section I (long-term assets)1 018 466806 240
Inventories499 512243 346
— materials114 195101 128
— animals being raised and fattened36 01531 379
— work in progress58 09449 340
— finished goods and merchandise291 20861 499
Deferred expenses1 301846
VAT on acquired goods, works, services15 03511 013
Short-term receivables430 690358 084
Short-term financial investments9287
Cash and cash equivalents31 38944 542
Other short-term assets796
Total Section II (short-term assets)978 098657 924
BALANCE (assets)1 996 5641 464 164
Charter capital190 013156 263
Reserve capital4 6194 619
Additional capital350 494326 108
Retained earnings (uncovered loss)412 870368 226
Total Section III (equity)957 996855 216
Long-term loans and borrowings241 750136 571
Long-term lease liabilities36 08423 250
Отложенные налоговые обязательства1 4581 469
Deferred income28 17512 853
Total Section IV (long-term liabilities)307 467174 143
Short-term loans and borrowings377 313188 981
Current portion of long-term liabilities136 05877 683
Short-term payables216 303166 948
— to suppliers, contractors, providers151 32295 793
— on payroll10 6478 496
Total Section V (short-term liabilities)731 101434 805
BALANCE (equity and liabilities)1 996 5641 464 164

Computed metrics

Current ratio
1.338
Prior: 1.513(-11.6%)
F1.290 / F1.690
Absolute liquidity
0.043
Prior: 0.103
(F1.260 + F1.270) / F1.690
Own working capital ratio
-0.062
Prior: 0.075(-182.7%)
(F1.490 - F1.190) / F1.290
Sales profitability
9.54%
Prior: 14.59%(-5.05 pp)
F2.060 / F2.010 × 100%
Net profitability
4.16%
Prior: 8.56%(-4.4 pp)
F2.210 / F2.010 × 100%
Revenue dynamics
1.81%
(F2.010_N / F2.010_N-1) - 1
Debt dynamics
90.16%
(F1.510 + F1.610)_N / (F1.510 + F1.610)_N-1 - 1
Debt load
0.633
Prior: 0.537
(F1.590 + F1.690) / (F1.590 + F1.690 + F1.410 + F1.460)
Operating cash-flow margin
-9.4%
Prior: 4.31%
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

Red flags
  • Operating cash flow turned negative: −193,847k BYN against +87,260 a year earlier — −9.4% of revenue against +4.3%.F4.040 · F2.010
  • There is no own working capital: the provision ratio is −0.062 against +0.075 a year earlier — long-term assets of 1,018,466k BYN now exceed equity of 957,996.F1.490 · F1.190 · F1.290
  • Debt grew by 90%: loans and borrowings 325,552 → 619,063k BYN (long-term 136,571 → 241,750, short-term 188,981 → 377,313), with the current portion of long-term debt 77,683 → 136,058. Interest payable moved 29,098 → 55,347 and 52,984 was paid over the year.F1.510 · F1.610 · F1.620 · F2.131 · F4.093
  • Profit compressed while revenue barely moved (+1.8%): profit on sales fell 33% (295,713 → 196,816k BYN) and net profit 51% (173,540 → 85,788). Sales profitability to revenue moved 14.59% → 9.54% and net profitability 8.56% → 4.16%.F2.060 · F2.210 · F2.010
  • Finished goods grew 4.7-fold (61,499 → 291,208k BYN) and inventories doubled (243,346 → 499,512) against revenue growth of 1.8% — working capital is frozen in unsold stock.F1.214 · F1.210 · F2.010
Yellow flags
  • Receivables grew by 20% (358,084 → 430,690k BYN) and payables to suppliers by 58% (95,793 → 151,322); short-term liabilities grew 68% (434,805 → 731,101).F1.250 · F1.631 · F1.690
  • Cash fell by 30% (44,542 → 31,389k BYN); dividends paid were 21,608 against 30 a year earlier — against negative operating cash flow.F1.270 · F4.092 · F4.040
  • Investment is growing while profit falls: investments in long-term assets 75,936 → 165,985k BYN, long-term financial investments 169,267 → 229,585 and capital expenditure 76,012 → 89,138.F1.140 · F1.150 · F4.061
Green signals
  • The business remains profitable: net profit of 85,788k BYN and profit tax of 35,700; revenue grew 1.8% (2,026,209 → 2,062,875).F2.210 · F2.160 · F2.010
  • Current liquidity is 1.338 against 1.513 a year earlier: short-term assets of 978,098k BYN against short-term liabilities of 731,101.F1.290 · F1.690
  • Equity grew by 12% (855,216 → 957,996k BYN): share capital was increased by 33,750, retained earnings by 44,644, and revaluation added 24,386.F1.490 · F1.410 · F1.460 · F1.450

Recommendation

Suggested outcome
Restructuring
Category
Distressed
Health score
0.81
Confidence level
High

The enterprise is a large cheese-making combine in Slutsk, under state control (99.09% stake), a significant exporter (about two-thirds of revenue in foreign currency) and a backbone regional employer. The scale is large: revenue over BYN 2bn (thousands) and a balance sheet of about BYN 2bn (thousands). The enterprise remains profitable, but over the reporting year its financial condition deteriorated markedly.

Recommendation: Restructuring — the enterprise is operationally viable, stays profitable, has above-norm liquidity and significant export potential, so liquidation is inappropriate. But the balance sheet is unbalanced — negative operating cash flow, doubled debt and overstocking call for intervention: normalizing working capital (selling down warehouse stocks, tightening receivables management), and revising debt and dividend policy. State control and export significance make the enterprise a candidate for recovery under state management rather than immediate privatization: selling an asset with negative operating cash flow and fast-growing debt is premature — stabilization first, then a decision on the form of ownership.

Why restructuring. The key concern is that operations stopped generating cash: operating cash flow turned negative (−193,847k BYN against +87,260 a year earlier). At the same time net profit nearly halved (173,540 → 85,788), the credit load grew 90% (total loans 325,552 → 619,063), and interest expense doubled. The cause of the cash gap is visible on the balance sheet: finished-goods stocks rose almost fivefold (61,499 → 291,208), total inventories doubled, and receivables increased — a significant volume of funds is frozen in unsold product and settlements, and that gap was closed with new borrowing. Dividends paid (40,820) against negative operating cash flow intensify the need for loans.

Confidence: HIGH. The source is the 2025 annual reporting, a complete F1–F4 set; all 6 cross-form consistency checks pass.

Slutsk Cheese-Making Combine — BELSOE