DOI: 10.33917/mic-4.117.2024.91-102

This article provides an analytical review of the energy strategy of the Russian Federation in the system of national economy and security. Its goals, promising directions and development scenarios in the context of economic sanctions are considered. It has been established that Russia’s transition to alternative fuels will take place no earlier than in ten years. In the coming decade, the domestic energy sector will not rush to take measures to combat global warming, but will begin to think about a gradual shift in the balance from coal and oil to solar, hydrogen and other stations that are safe for nature. Currently, not only Russia, but also other countries are not yet ready to completely abandon fuels with a high carbon footprint in the atmosphere. Oil and gas account for about 54% of the global energy sector.

In the long term, the energy balance will remain for 10–20 years with different forecasts for the development of renewable energy sources. At the same time, the energy transition has begun, and this can be seen by the increased investments in this promising sector. Investments in alternative energy, including solar, wind, and hydrogen, are growing sharply. In particular, it is planned to involve the achievements of previous years in the field of nuclear energy. Russia has begun to prepare for the transition to clean fuel, not only officials, but also representatives of science and industry are working on the process.

References:

1. Lipin A.V. Navigational civil aviation service from takeoff to landing. Publishing House St. Petersburg State University of Civil Aviation named after Chief Marshal of Aviation A.A. Novikova, 2016. 153 p.

2.NPP GA USSR and NSD GA USSR//History and Information Portal of the International Public Movement «Air Navigation without Borders». URL: https://ovdrf.ru/page/744

3. Stalin I.V. Writings. T. 18. Tver: Soyuz Information and Publishing Center, 2006.

DOI: 10.33917/mic-3.116.2024.15-28

The article examines image consulting in various sectors of the economy and areas of activity in modern socio-economic conditions. It is shown that the volume of the Russian management consulting market, according to various expert estimates, in 2021 amounted to about 50–60 billion rubles, by the end of 2022 it was reduced by almost half. One of the main problems of the Russian management consulting market at the end of 2023 is the loss of qualified personnel and the almost complete destruction of their reproduction system. The Russian management consulting market at the end of 2023 has undergone significant structural transformations: the names and number of key players, pricing policy and client priorities have changed.

The state and prospects for the development of various subjects of consulting services in Russia are analyzed using the example of three successful industry cases of image consulting from various industries and fields of activity: PJSC Sber-Bank, the cellular operator Beeline and the catering enterprise Zernyshko Coffee House. It was shown that the main problem for the considered organizations is the choice of an image consultant, and recommendations were given to solve this problem.

References:

1. Abramova P.V., Ishchenko I.G. Consulting as a tool to increase the investment attractiveness of franchising projects. In the collection: Current management issues. Edited by S.V. Taktarova, G.N. Tuguskina, 2020. pp. 26-30.

2. Akoff R. Planning the future of the corporation. Progress, 2018.

3. Aleshnikova V.I. Using the services of professional consultants, INFRA-M, 2020.

4. Aleshnikova V.I. New realities of the international and Russian management consulting market. In the book: Marketing and Infrastructure projects. Monograph. Moscow, 2023. pp. 190-199.

5. Alferova E.S. Management consulting in Russia. In the collection: Public and administrative management in Russia: history and modernity, digitalization, innovation, intelligence. A youth’s view, 2020. pp. 202-205.

6. Marinko G.I. Managerial consulting. INFA–M, 2021.

7. A joint project of the Russian Federation and the International Bank for Reconstruction and Development. Assistance in improving the level of financial literacy of the population and the development of financial education in the Russian Federation. Financial literacy and mass information: A reference guide. Moscow, 2017. 454 p.

8. Galina E.A. Consulting as a tool to increase the competitiveness of an enterprise. In the collection: Current management issues. Edited by S.V. Taktarova, G.N. Tuguskina, 2020. pp. 48-51.

9. Dolya N.G., Shulika E.N. Development of management consulting in Russia. Economics and society. 2016;5-1(24):587-589. (In Russ.).

10. Zaripova L.A. Management consulting as an objective necessity for the development of an organization. In the collection: Student science – agricultural production. Materials of the 81st student (regional) scientific conference. Kazan, 2023. pp. 200-209.

DOI: 10.33917/mic-4.111.2023.56-68

On the basis of transactional analysis, the model of interdependence of the three main categories of corporate governance of Rosatom Group is considered.  Having analyzed the management structures of the joint-stock company and taking into account the desire of Rosatom Group to maximize shareholder profits, we believe that Rosatom Group was created in accordance with the Anglo-Saxon model of corporate governance. One of the problems of corporate governance is that the company’s principles enshrined in the Code of Business Conduct and Business Ethics of Rosatom State Corporation lack an element of innovation, and the company’s mission poorly reflects it, despite the “innovative development program”. The problem of mismatch of principles in such a large corporation as Rosatom, of course, at some point may have a negative impact on the internal environment. It is proposed, in order to optimize corporate governance processes and accelerate managerial decision-making, to reproduce a comprehensive automated database on the corporate ownership structure of Rosatom Group organizations in the nuclear industry.

References: 

1. Astakhov V.V. Key factors of increasing the competitiveness of a knowledge-intensive enterprise in the nuclear industry. Problems of management theory and practice. 2019;5:59-67. (In Russ.).

2. Bezpalov V.V., Sizova D.A. Ensuring economic security of the energy sector under restrictions. Industry: economics, management, technology. 2022;1(3-4 (3)): 45-58. (In Russ.).

3. Boyko A.A. The impact of the Covid-19 pandemic on the global state of the nuclear industry in the long term and the prospects of Rosatom State Corporation. Geoeconomics of energy. 2021;13(1):88-99. (In Russ.).

4. Boyko A.N. Rosatom State Corporation: assessment of strategic choice in the context of the results of activities. Management and business administration. 2022;3:71-84. (In Russ.).

5. Dubrova M.V. Financial statements of state corporations as an aggregator of financial transactions on the example of GC Rosatom. Financial life. 2022;2:121-128. (In Russ.).

6. Zakharova E.A. Comparative analysis of target ERP systems on the example of Rosatom State Corporation systems. Bulletin of the Central Russian University Educational Consortium. Information technology. 2022;2(20):56-60. (In Russ.).

7. Kalin D.I. Assessment of the competitiveness of Rosatom State Corporation in the field of innovation. Beneficiary. 2018;23:32-37. (In Russ.).

8. Klimovsky V.V., Semenova A.G. The influence of personnel motivation on the efficiency of the enterprise (on the example of Rosatom State Corporation). Internauka. 2020;1-1 (130):81-83. (In Russ.).

9. Kondratova K.S. Features of the organization and economic activity of state corporations in the Russian Federation (for example, Rosatom State Corporation, Rusnano State Corporation and others). Forum of Young Scientists. 2018;12-2 (28):1060-1066. (In Russ.).

10. Letaeva T.V. Legal aspects of corporate social responsibility of Rosatom State Corporation. Law and order: history, theory, practice. 2014;2 (3):161-166. (In Russ.).

DOI: 10.33917/mic-1.108.2023.52-60

This article provides an analytical review of government programs and incentive projects for leading EU companies in the use of renewable energy sources (RES), hydrogen and recycling of municipal solid waste (MSW) under economic sanctions. It has been established that the federal government of Germany, as the leading EU country, as part of stimulating the use of renewable energy, has launched a series of public and public-private (with the involvement of large investors) projects and financing programs that are aimed at private households, as well as municipalities and companies. The 7 largest projects and programs for the use of renewable energy and hydrogen were analyzed, as well as the 6 largest projects and programs for the recycling of solid waste. It has been established that renewable energy sources have begun to play an important role in the structure of the energy balance of the entire European Union, in no way inferior to fossil fuels.

References:

1. Alekseev A.E., Novitsky I.Yu., Zhenzhebir V.N., Pshava T.S., Shestov A.V. International globalization and transformation of the concept of energy security. Online journal of Science Studies. 2015;7(6(31)):2. (In Russ).

2. Alekseev A.E., Novitsky I.Yu., Zhenzhebir V.N., Pshava T.S., Dadugin M.V. Energy security in the European Union: problems of «dependence» and development. Online journal of Science Studies. 2015;7(6 (31):3. (In Russ).

3. Vukovich N.A., Polyanskaya O.A. Bioenergy as a driver of green economy development in Russia. Beneficiary. 2020;4 (37):4-10. (In Russ).

4. Novitsky I.Yu., Alekseev A.E., Pshava T.S., Zhenzhebir V.N., Shestov A.V. Energy security as a factor of international development. Online journal of Science Studies. 2015;7(6(31)):69. (In Russ).

5. Novitsky I.Yu., Alekseev A.E., Zhenzhebir V.N., Pshava T.S., Shestov A.V. European business and energy security in the light of the global crisis. Online journal of Science Studies. 2015;7(6 (31)):70. (In Russ).

6. Polozhentseva I.V., Alekseev A.E., Novitsky I.Yu., Zhenzhebir V.N., Pshava T.S. The dilemma of the political elite of the European Union countries in the energy sector. Online journal of Science Studies. 2015;7(6 (31)):78. (In Russ).

7. Polyanskaya O.A., Tatarenko V.N. Economics and management of an energy enterprise. Textbook in the direction 13.03.01 «Heat power engineering and heat engineering» profile «Industrial heat power engineering». St. Petersburg, 2020.

8. Polyanskaya O.A. The future of bioenergy. Modern aspects of the economy. 2015;9 (217):8-10. (In Russ).

9. Stolyarova A.N., Shutov O.L., Mustafinova D.S. Problems of strategic management of the development of the fuel and energy complex of Russia. Bulletin of MIRBIS. 2022;1 (29):92-99. (In Russ).

10. Teslenko I.B., Prochnova A.A. Forecast scenarios for the development of energy markets. Economics and management: problems, solutions. 2020;3(11(107)):15-19. (In Russ).

11. Filatov V.V., Dorofeev A.Yu., Palastina I.P., Polozhentseva I.V., Tsarev A.A. The economy of Russia and the Eurozone: the current state and prospects of development. Online journal of Science Studies. 2015;7(2 (27)):78. (In Russ).

DOI: 10.33917/mic-6.107.2022.49-59

This article assesses the financial potential and corporate asset management policy of Severstal Corporation PJSC. A recommendation is given to change the current liabilities management policy from aggressive to moderate, which will lead to an increase in the financial stability of the enterprise, a decrease in the effect of financial leverage, as well as an increase in the weighted average cost of capital as a whole. The study conducted by the authors showed that Severstal Corporation PJSC has average estimates for almost all components of the financial potential of the corporation, therefore, it can be assigned an integral average level of financial potential.

References:

1. Eroputova O.A. Analysis and evaluation of cash flows from investment operations of PJSC Severstal. The Scientific Heritage. 2022;86-3(86):17-20.

2. Izzuka T.B., Tkachenko I.D. The impact of COVID-19 on the financial condition of metallurgical enterprises: problems and prospects. Economic sciences. 2021;195:67-77. (In Russ.).

3. Isaeva S.S. Assessment of the probability of bankruptcy by various methods on the example of PJSC Severstal (foreign practice). The world economy: security problems. 2017;3:25-29. (In Russ.).

4. Karkanitsa A.S., Strunnikova Ya.D., Rodionova D.V., Savinkina A.D., Kirdyanova D.I., Khayak A.A., Strunnikova A.D. Market model of shares of PJSC Severstal. Economics and entrepreneurship. 2020;1(114):767-769. (In Russ.).

5. Nikolaeva E.V., Pletnev D.A., Mirvakhedi S. The practice of assessing transaction costs: the case of PJSC Severstal. Bulletin of Chelyabinsk State University. 2020;6(440):204-211. (In Russ.).

6. Rykanin N.V. Overview of the metallurgical industry of Russia and the position of PJSC Severstal in it. Financial economics. 2021;4:194-197. (In Russ.).

7. Rykanin N.V. Prospective analysis of cash flows of PJSC Severstal. Natural sciences and humanities research. 2021;35 (3):278-284. (In Russ.).

8. Sapunova T.A., Koivistoinen A.A. Development of innovative financial strategy of PJSC Severstal. Economics and Business: theory and practice. 2022;6-2 (88):149-152. (In Russ.).

9. Cherednichenko A.S. Analysis of financial results of PJSC Severstal in terms of outsourcing of business processes. Modern Science. 2019;9-1:121-124.

10. Shuvarikov M.D. Principles of IFRS in the financial analysis of PJSC Severstal and PJSC NLMK. Economic security. 2021;4(3):839-852. (In Russ.).

DOI: 10.33917/mic-4.105.2022.24-33

This article evaluates the financial potential and corporate asset management policy of RUSAL URAL JSC in the context of economic sanctions. It is established that RUSAL URAL JSC combines an aggressive policy of managing current assets and an aggressive type of policy of managing current liabilities. Thus, a comprehensive operational management policy can also be characterized as aggressive. JSC RUSAL URAL has low ratings for almost all components of the financial potential of the corporation (FPC), therefore, it can be assigned a low level of FPC. Thus, the corporation is not financially stable. In order to improve the financial position of the corporation, increase its stability and solvency, it is possible to change the policy of managing current liabilities from aggressive to moderate, i.e. reduce the share of short-term loans in the total amount of liabilities.

References:

1. Bezpalov V.V. The mechanism of restructuring the management system of an industrial enterprise. Publishing house: Knorus. Moscow, 2013. 169 p. (In Russ.).

2. Ksenofontova H.Z., Filatov V.V., Mishakov V.Yu., Nechaev B.P., Osinskaya T.V., Panov S.A. Transformation of the knowledge structure of managers of an industrial company – a source of development of their new competencies: a regional aspect. News of higher educational institutions. Technology of the textile industry. 2020;4(388):157-164. (In Russ.).

3. Filatov V.V., Dorofeev A.Yu., Deeva V.A., Knyazev V.V., Kobulov B.A., Kobiashvili N.A., Mukhina T.N., Palastina I.P., Rudenko O.E., Osinskaya T.V. Theoretical foundations of designing management systems of industrial enterprises in conditions of economic instability. Moscow, 2008. (In Russ.).

4. Filatov V.V., Alekseev A.E., Shlenov Yu.V., Vorobyev D.I., Dorofeev A.Yu., Dolgova V.N., Zhenzhebir V.N., Pshava T.S., Fadeev A.S., Fedorov B.K., Shestov A.V. Machine-building complex of the Russian Federation: sectoral, regional and strategic aspects of development. Kursk, 2017. (In Russ.).

5. Bobryshev A.D., Tumin V.M., Savelyev A.V., Alenina E.E., Trifonov V.A. The place of infrastructure in the innovative ecosystem of industry. In the collection: Achievements in the field of economics, business and management research (AEBMR). 2022. pp. 37-43.

6. Gumerov A.V., Mukhomorova I.V., Sadykova R.R., Fatihova L.E., Chikisheva N.M., Simonova L.M., Alenina E.E. The program “Client’s voice” as a tool for business structure innovation. Journal of Sustainable Development. 2015;8(3):263-270.

7. Kadyrova O.V., Polyanskaya O.A., Dymova O.O., Bespalova V.V., Okomina E.A. Methods of evaluating the effectiveness of the organization of maintenance and repair at the enterprise. In the collection: Achievements in Economics, Business and Management Studies (AEBMR). Materials of the International Scientific and Practical Conference «Russia 2020 – a new reality: Economy and Society». 2021. pp. 173-176.

8. Tatarenko V.N., Polyanskaya O.A., Shaitarova O.E., Tereshchenko S.V., Melentyeva N.I. Synergetics of subject-object interactions in the context of the digital paradigm. In the collection: IOP Conference Series: Earth and Environmental Science. 2. Ser. «II All-Russian Scientific and Technical Conference «Digital technologies in forestry». 2021. p. 012032.