The strategic development of mining and metallurgical companies is currently largely related to the development of social policy and maintaining high responsibility of the business towards its employees and ecosystems. The strategic goals of companies should be aimed at the environmental modernization of production, ensuring, among other things, the reduction of emissions of harmful substances and greenhouse gases. The development of low-carbon technologies, compliance with modern environmental requirements, and the achievement of a high level of social responsibility are both areas of strategic development and opportunities for the formation of new competitive advantages. The purpose of the work is to adapt the methods of strategic analysis to modern environmental and social trends to set the current strategic goals of mining and metallurgical companies in terms of increasing attention to the social responsibility of business and the implementation of green production and low-carbon development. The study substantiates the increasing role of environmental and social factors of sustainable development in the activities of mining and metallurgical companies. Using MMC Norilsk Nickel as an example, the main environmental-oriented areas of the company’s development are identified, and the issues of social policy are also reflected. An algorithm of strategic analysis for the specifics of mining and metallurgical companies is proposed, suggesting the use of classical methods of strategic analysis and goal setting with the use of VRIO-analysis methodology, which in turn will allow to identify sustainable competitive advantages associated with the achievement of environmental and climatic objectives and increased social responsibility.

Evaluation of efficiency of economic and financial activities is primarily based on the financial performance of a company. In the context of the joint-stock companies’ activities, special importance belongs to timely or premature assessment of financial prospects of the activities for increasing the profit and potential of the company. To achieve the goals, it is extremely important to objectively evaluate the elements of innovative strategy of the company considering both internal and external influence as well as the company’s unique circumstances. While assessing a specific situation it is essential to take into account both innovative environment and position and its innovative potential. Financial coefficients which allow analysis of performance are used as the assessment criteria for financial condition. The study in hand suggests creation of a high-precision model based on the variability of statistical forecasting techniques followed by a thorough assessment to identify factors that objectively influence the company’s investment attractiveness. At the initial stage the authors calculated 40 financial indicators of the company quarterly over a seven-year period, and 10 factors of the external environment which were used later for conducting the multicorrelation analysis to select the most correlating with the leading one. This was the share price represented by binary code, where 0 indicates a decrease and 1 indicates an increase. A combination of approaches such as regression analysis, Gaussian processes, cumulative perspective theory and the method of constructing vector measures allowed increasing the accuracy of the model from 89 to 96.7% and identify the basic indicators which could be useful in forecasting the investment attractiveness of the company such as the share of net working capital in assets, the level of real income of the population and return on capital employed.

Economic regulation of the processes of modernization of industrial production is a fundamental principle of industrial policy. It is noted that investments act as a mechanism that can launch the development of industrial enterprises and allow them to enter a trajectory of accelerated development. Particular attention is focused on current internal and external problems of industrial enterprises and ways to solve them. As an example of the development and implementation of an innovative development strategy under conditions of severe external restrictions, the activities of the limited liability company “Engineering Center for Fire Robotics “EFER” of the Republic of Karelia” are considered. Currently, the EFER Engineering Center occupies a leading position in the development and production of robotic fire extinguishing installations and fire robots in Russia, which could not be achieved without the development of the production base and without maintaining annual R&D costs in the amount of 5÷8% of the cost of production. Using the example of the EFER Engineering Center, the possibility of innovative development of an enterprise is demonstrated, subject to government support and investment. Conclusions are drawn about the need to attract additional finance, which will allow industrial enterprises to enter the trajectory of accelerated development. It is indicated that in order to create a favorable investment climate, an investment strategy is needed that determines the investment priorities of the region. The dynamics of attracted investments depend on the economic climate and investment attractiveness of the regions. The region’s investment strategy should provide for the development of a comprehensive plan that ensures the achievement of the strategic vision and development goals of the region, taking into account the stimulation of innovative industrial growth and the creation of new opportunities for investors. A favorable investment climate will create objective prerequisites for the development of competitive industrial enterprises capable of ensuring the technological sovereignty of the Russian Federation.

The introduction of digital technologies in strategic personnel management with the innovative development of business structures provides an improvement in the efficiency of HR processes through automation and digitalization of routine tasks, such as time tracking, document processing and analysis of personnel data, will allow companies to obtain valuable information about employee performance, predict needs for personnel and develop team development strategies. Digital technologies in strategic personnel management provide a more flexible, faster and informed approach to human resource management, which is a critical element of the successful innovative development of business structures. The purpose of the article is to understand the extent to which digital technologies influence strategic personnel management, to determine the impact of these technologies on the effectiveness of human resource management and the overall success of business structures in the context of innovative development. The influence of the use of digital technologies in the process of strategic personnel management, the advantages of using IT technologies in innovative development for business structures are considered. The main directions of implementation of digital technologies in business structures are presented: transformation of the quality of customer service and business models; transformation of operational processes. Common digital tools that increase the efficiency of strategic personnel management in entrepreneurial structures of innovative development are highlighted. The main tasks of business structures in strategic personnel management are also presented, taking into account the process of digitalization of innovative development. It is noted that for modern business structures in innovative development it is extremely important to be able to maintain a congruent level of competitiveness in the medium term, introducing and using digital technologies in strategic personnel management.

Human resources are one of the basic factors of production. At present, this factor is becoming scarce, and employers are facing much tougher competition for high quality human resources. That entails growing demands modern graduates make regarding their workplace. The authors have analyzed the dynamics of the unemployment rate and made a conclusion about the absence of labor-surplus regions in Russia. Under these conditions employers need to establish system interaction with the university. The authors point out that close communication should be initiated in the first years of training because the majority of the students start working during their studies at the educational institution. Two basic models of organization of the graduate employment have been studied. The first model is a model according to which the functions of organizing internship and employment are merged into a single structure; the second one is a model where the function of organizing internship is assigned to the training department/division while the employment function is the task of a separate structural division. On the basis of the analysis of the advantages and disadvantages of each suggested model the authors have made a conclusion that the first model if the most effective as it contributes to the creation of a single point of entry and communication with the university. A problematic issue in graduate employment is the gap in understanding the requirements of the graduate to the employer and those of the employer to the future specialist. The authors put forward a hypothesis that one of the effective ways of solving the stated problem may be a special algorithm of work of the employees of the Career Centre with the representatives of HR departments, heads of educational and industrial practices. The main stages of the algorithms have been identified: conducting a design and analytical session; the introduction of dual training as an effective tool for building the interaction between Career Centres and HR departments; developing programs of interaction with employers depending on the category, formation of a pool of ambassadors of interested parties. Implementation of the algorithm presented in the article will contribute to the development of a single approach of interaction with employers and will ensure more effective employment of graduates.

The manufacturing system of the majority of domestic engineering enterprises is built on the basis of long-term contracts with suppliers of the materials and tools, and currently is in an unstable condition. This determines the acuteness of the problem of reorganization of the manufacturing system. To tackle this problem the authors solved the following tasks. The enterprises were classified into groups which possess specific opportunities to adapt to the external environment. The authors identified the basic prerequisites for reorganization of the national manufacturing system among which of great importance are external financial and logistical restrictions, greatly increased demand of the national economy in various complicated technical facilities and spare parts, and the general instability. Withdrawal of foreign investors from the Russian market has created conditions to expand the market share of the domestic companies and increase their output. The authors suppose that the projects on the reorganization of the domestic enterprises of the engineering complex should be based on flexible manufacturing systems capable of integrating into production lines and responding promptly to external influences.

The object of the study is the electronics industry of Russia and its significant structural changes which took place in 2015–2023. The author has points out the general features of electronics industry in Russia, identifies the basic formed structural shifts in the electronics industry and the relationship between them, develops the map of structural mesoshifts for electronics industry and systematizes the data on the significant (from the author’s viewpoint) structural changes in this area of the national economy. The main structural shifts in the contemporary electronics industry of Russia include the transition to the strategies of intensive development of domestic manufacturers of electronic components, voluntary multiple increase in the volume of products positioned as goods of domestic production, forced growth of localization of electronic production, mass promotion of software and hardware complexes to the market as a product. Sustainable development of the companies of electronics industry is identified as the potential emerging structural shift.

The study is aimed at identification and justification of priorities for the development of tourism on the territory of the North Kuzbass agglomeration on the basis of Russian and international experience in strategizing. The authors have created their own algorithm for expert assessment of the implementation of the regional strategic program on the basis of Professor Kvint’s concept of strategizing. The main types of tourism have been identified (snowmobile, event, cultural and educational, industrial tourism), and their development will contribute to the increase of competitive advantages of the local authorities of Kuzbass municipalities in the development and implementation of tourism strategies and achievement of the goals of national project “Tourism and Hospitality Industry”.

The article deals with economic issues of support of energy projects in the Arctic based on the use of the industrial potential of the region on the example of the Murmansk region, a subject of the Russian Federation. The article contains justification of the administrative and economic mechanism of formation of the oil and gas cluster with small and medium-sized businesses as its core. The mechanism includes consistent implementation of several stages: analysis of industrial opportunities of regional suppliers, implementation of development programs, establishment of industry clusters, participation in tender procedures. The suggested mechanism will ensure increasing the share of participation of regional companies in realization of industrial projects and localization of production facilities.

Special attention is paid to the challenges faced by the supplier companies of oil and gas industry and the ways to overcome them effectively. The article studies the mechanism of horizontal integration of regional supplier companies in order to perform a consolidated representation of their industrial potential when participating in tender procedures. The authors give considerable attention to the role of the state in realization of energy projects in the Arctic and to interaction with regional business communities when establishing oil and gas clusters on the territory of new mining regions.

Involvement of small and medium-sized businesses in realization of major energy projects is an essential condition for the long-term development of economy. Many regional industrial enterprises possess unique competencies that may be in special demand in the conditions of the sanctions pressure and withdrawal of foreign companies from the Russian market. The authors especially focus on the formation of institutional conditions aimed at creating favourable environment for mutual integration of the interests of state, operators of energy projects and regional suppliers.

Building long-term and mutually beneficial relationships between suppliers and consumers is one of the important issues considered when studying the commercial activities of industrial enterprises and, in particular, the procurement process of goods, works, services which are necessary for the smooth and rhythmic functioning of production complexes.

The article provides a classification analysis of the relationship between the parties in the “supplier-consumer” pair from the standpoint of assessing their business activity and bargaining power, four main groups are identified and characterized by signs: active, passive, strong, weak.

Further, the main elements of the new market reality for suppliers and consumers, formed under the influence of the consequences of the coronavirus epidemic and the sanctions imposed on Russia, are analyzed. As an important effect of the events taking place, the strengthening of the bargaining power of suppliers, the increase in the degree of their influence on the price conjuncture of commodity markets was noted. Based on a functional analogy (a linear function is used in the consideration), it is shown how suppliers shift their noticeably increased costs to buyers, who, in turn, due to inertia, are not immediately ready to accept the new realities. The search for alternative options to meet the needs is currently much more difficult. All this leads to a delay in the negotiation process, lengthening the deadlines for the implementation of projects, reducing the efficiency of production and economic activities. The solution of emerging problems cannot be fast, requires intensive communication with potential suppliers from friendly and neutral countries, as well as active involvement of industrial consumers in import substitution processes.