Directions of Monitoring the Financial Activity of Agricultural Enterprises

Abstract

The relevance of this study is conditioned upon the special importance of accounting reports in financial performance assessment of organisations that form the basis of the agricultural sector of the state and the need to find effective ways to improve the procedure for conducting such reporting activities and improve its quality. The purpose of this study is to analyse the principal areas of accounting for the financial aspects of the activities of modern agricultural enterprises. The leading research methods are systematic analysis, analytical comparison, and synthesis. The theoretical framework of this study included the papers on the pressing issues of accounting and analysis of financial results of agricultural enterprises, in the context of assessing profits and losses of these structures. The grouping of financial results by the composition of the elements that form them were considered. The main indicators used to assess the financial stability of an agricultural enterprise are availability of net working capital, coefficient of autonomy, manoeuvrability coefficient, ratio of borrowed and own funds, coefficient of provision of net working capital, financing ratio, financial stability coefficient. The types of current financial stability are absolute, normal, unstable financial condition, budgetary crisis. The real opportunities to improve the procedure for keeping financial statements at enterprises of the agricultural sector of the economy were found, especially in the field of assessing the profits received by these organisations during their activities. The results and conclusions of the article are important for representatives of accounting departments of agro-industrial enterprises, and for representatives of government agencies controlling their activities. It was concluded that there is no single method for assessing the financial condition

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“…Bifurcation points may reflect accumulated problems related to market vulnerability, supply chain management crises, autonomy crises, supply chain relationship crises, governance and innovation centres crises, trust crises, and competitiveness crises, etc. (Krasnostanova et al, 2022). The paper notes that in any project (and, consequently, in a programme), two fundamentally different types of stakeholder interaction are implemented: in "milestone situations" and at the stages of the life cycle.…”