Mineral water and beverage producer Orlan (Kyiv) reported a net profit of UAH 8.0443 million for 2025, according to information disclosed by the company to the National Securities and Stock Market Commission (NSSMC).
According to the draft resolution of the general meeting of shareholders scheduled for April 13, 2026, it is proposed to allocate the entire profit to cover losses from previous years. No dividends are planned to be accrued and paid for 2025.
The agenda of the meeting, which will be held remotely, also includes the approval of the supervisory board’s report and the auditor’s conclusions for 2025. In addition, the shareholders intend to appoint LLC “AF ”Respect” as the auditor to audit the financial statements for the current year, terminate the powers of the current supervisory board, and elect its new members.
According to Opendatabot, in 2025, the company received UAH 128.977 million in net income, which is 11.8% less than in 2024, while net profit amounted to UAH 8.44 million compared to UAH 10.66 million in net losses in 2024. The company’s assets grew by 10.7% to UAH 139.56 million compared to UAH 125.59 million, and total accounts receivable to UAH 32.66 million compared to UAH 28.49 million a year earlier. Orlan PJSC’s current liabilities at the end of the year amounted to UAH 72.49 million, which is 10.4% more than in 2024 (UAH 65.66 million). The average number of employees is 144. The authorized capital is UAH 10 million 793.3 thousand.
Orlan PJSC was founded in 1994. It specializes in bottling mineral water and soft drinks. The production complex is equipped with two lines (KHS, Krones, Siedel) with a total capacity of 53 thousand bottles per hour. The company also provides co-packing services (bottling under its customers’ own trademarks) and is certified according to the ISO 22000:2018/HACPP standard.
The major shareholders are Mervinalo Holding Ltd. (24.85%), Sitefeli Investments Ltd. (24.15%), Sopresso Holding Ltd. (17.49%), Volenio Holding Ltd. (15.47%), and Advores Holding Ltd. (12%).
