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<article xmlns="https://jats.nlm.nih.gov/publishing/1.1/" xmlns:xlink="http://www.w3.org/1999/xlink" xml:lang="ru" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" dtd-version="1.1" specific-use="eps-0.1"><front><journal-meta><journal-id journal-id-type="publisher">SciNotesIBI</journal-id><journal-id journal-id-type="ojs">SciNotesIBI</journal-id><journal-title-group><journal-title xml:lang="ru">Ученые записки Международного банковского института</journal-title><trans-title-group xml:lang="en"><trans-title>Proceedings of the International Banking Institute</trans-title></trans-title-group><abbrev-journal-title xml:lang="en">Proceedings of the International Banking Institute</abbrev-journal-title><abbrev-journal-title xml:lang="ru">Ученые записки Международного банковского института</abbrev-journal-title></journal-title-group><contrib-group/><publisher><publisher-name>Международный банковский институт</publisher-name><publisher-loc><country>RU</country><uri>https://www.ibispb.ru/</uri></publisher-loc></publisher><issn pub-type="ppub">2413-3345</issn><self-uri xlink:href="https://journal.ibispb.ru/index.php/SciNotesIBI"/></journal-meta><article-meta><article-id pub-id-type="publisher-id">466</article-id><article-id pub-id-type="EDN">HYQVLC</article-id><article-categories><subj-group subj-group-type="heading" xml:lang="ru"><subject>Статьи</subject></subj-group></article-categories><title-group><article-title xml:lang="ru">Инструментальный подход в финансовом стратегировании российских корпораций</article-title><trans-title-group xml:lang="en"><trans-title>An instrumental approach in financial strategizing of Russian corporations</trans-title></trans-title-group></title-group><contrib-group content-type="author"><contrib><name-alternatives><string-name specific-use="display">Кумаритова Залина Анатольевна</string-name><name name-style="western" specific-use="primary"><surname>Kumaritova</surname><given-names>Zalina Anatolievna</given-names></name></name-alternatives><xref ref-type="aff" rid="aff-1"/><bio xml:lang="en"><p><strong>Candidate of Economic Sciences</strong></p>
<p>Department of Economics, <em>North Ossetian State University</em><em> </em>named after<em> K.L. Khetagurov</em> (Vladikavkaz, Russia). Address: 362025, Vatutina St., 44-46, Republic of North Ossetia-Alania, Vladikavkaz, e-mail: zakumaritova@mail.ru</p></bio><bio xml:lang="ru"><p><strong>к.э.н.</strong></p>
<p>Кафедра экономики, ФГБОУ ВО «Северо-Осетинский государственный университет имени К.Л.Хетагурова» (Владикавказ, Россия). Адрес: 362025, ул. Ватутина, 44-46, Республика Северная Осетия – Алания, г. Владикавказ, e-mail: zakumaritova@mail.ru</p></bio></contrib></contrib-group><aff id="aff-1"><institution content-type="orgname">ФГБОУ ВО «Северо-Осетинский государственный университет имени К.Л.Хетагурова»</institution></aff><pub-date date-type="collection"><year>2026</year></pub-date><pub-date date-type="pub" publication-format="epub"><day>09</day><month>07</month><year>2026</year></pub-date><issue seq="7">2 (56)</issue><issue-id>38</issue-id><fpage>119</fpage><lpage>134</lpage><pub-history><event event-type="received"><event-desc>Received: <date date-type="received" iso-8601-date="2026-07-09T09:31:49+00:00"><day>9</day><month>7</month><year>2026</year></date></event-desc></event></pub-history><permissions><copyright-statement>Copyright (c) 2026 Proceedings of the International Banking Institute</copyright-statement><copyright-year>2026</copyright-year><copyright-holder>Proceedings of the International Banking Institute</copyright-holder><license xlink:href="https://creativecommons.org/licenses/by-nc/4.0"><license-p>&lt;a rel="license" href="https://creativecommons.org/licenses/by-nc/4.0/"&gt;&lt;img alt="Лицензия Creative Commons" src="//i.creativecommons.org/l/by-nc/4.0/88x31.png" /&gt;&lt;/a&gt;&lt;p&gt;Это произведение доступно по &lt;a rel="license" href="https://creativecommons.org/licenses/by-nc/4.0/"&gt;лицензии Creative Commons «Attribution-NonCommercial» («Атрибуция — Некоммерческое использование») 4.0 Всемирная&lt;/a&gt;.&lt;/p&gt;</license-p></license></permissions><self-uri xlink:href="https://journal.ibispb.ru/index.php/SciNotesIBI/article/download/466/472/1647" content-type="application/pdf"/><self-uri xlink:href="https://journal.ibispb.ru/index.php/SciNotesIBI/article/view/466"/><abstract><p>Анализируются предпосылки и логика интеграции ESG-подхода в стратегическое финансовое управление корпорациями (финансовое стратегирование устойчивого развития). Показано, как экологические, социальные и управленческие факторы переводятся в язык финансовых показателей через риск, стоимость капитала и денежные потоки. Актуальность определяется потребностью в количественной оценке устойчивой стратегии в условиях макроэкономической неопределенности и ограниченного доступа к рыночным ориентирам для компаний в форме обществ с ограниченной ответственностью. Методологическая база опирается на системный подход, логический и сравнительный анализ, элементы сценарного моделирования, а также доходные методы оценки. Используются конструкции экономической прибыли, средневзвешенной стоимости капитала и дисконтированных свободных денежных потоков собственников компании. Исследование выявило устойчивую положительную связь между глубиной интеграции ESG-подхода и интегрированной оценкой финансового стратегирования устойчивого развития современных российских коммерческих корпоративных организаций при учете отраслевой специфики влияния. Повышение прозрачности нефинансового раскрытия снижает информационную асимметрию, уменьшает рисковую надбавку к собственному капиталу, удешевляет заемные ресурсы за счет доступа к программам устойчивого финансирования и мягких ковенантов. Одновременно модернизация производства и рост энергоэффективности стабилизируют операционные потоки и поддерживают маржинальность, а управленческо-социальные практики повышают производительность, удержание персонала и доверие контрагентов. Сделан вывод о целесообразности согласованного применения моделей экономической прибыли и денежнопоточного анализа при оценке стратегий устойчивого развития. Сформулированы практические рекомендации для финансового стратегирования российских корпораций. Закреплены пороговые условия, при которых сохраняется создание стоимости. </p></abstract><trans-abstract xml:lang="en"><p>The prerequisites and logic of the integration of the ESG approach into the strategic financial management of corporations (financial strategizing of sustainable development) are analyzed. It shows how environmental, social and managerial factors are translated into the language of financial indicators through risk, cost of capital and cash flows. Relevance is determined by the need to quantify a sustainable strategy in the context of macroeconomic uncertainty and limited access to market benchmarks for companies in the form of limited liability companies. The methodological framework is based on a systematic approach, logical and comparative analysis, elements of scenario modeling, as well as profitable valuation methods. The constructions of economic profit, weighted average cost of capital and discounting of free cash flows to equity are used. The study revealed a stable positive relationship between the depth of integration of the ESG approach and the integrated assessment of financial strategizing for the sustainable development of modern Russian commercial corporate organizations, taking into account the industry-specific impact.; Increasing transparency in non-financial disclosure reduces information asymmetry, reduces the risk premium to equity, reduces the cost of borrowed resources through access to sustainable financing programs and soft covenants, while modernizing production and increasing energy efficiency stabilize operating flows and maintain margins, and management and social practices increase productivity, employee retention, and counterparty trust. The conclusion is made about the expediency of the coordinated application of models of economic profit and cashflow analysis in the assessment of sustainable development strategies. Practical recommendations for the financial policy of corporations are formulated. The threshold conditions under which value creation is maintained are fixed. An algorithm for applied diagnostics for LLC is proposed, taking into account industry specifics and requirements for transparency of non-financial data. </p></trans-abstract><trans-abstract xml:lang="en&lt;p class=&quot;MsoNormal&quot; style=&quot;text-align: justify; text-indent: 35.45pt; line-height: 130%; mso-pagination: none;&quot;&gt;&lt;span lang=&quot;EN-US&quot; style=&quot;font-size: 12.0pt; line-height: 130%; mso-ansi-language: EN-US;&quot;&gt;The&lt;/span&gt;&lt;span lang=&quot;EN-US&quot; style=&quot;font-size: 12.0pt; line-height: 130%; mso-ansi-language: EN-US;&quot;&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;prerequisites&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;logic&lt;/span&gt; of the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;integration&lt;/span&gt; of the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;ESG&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;approach&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;into&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;strategic&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;financial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;management&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;corporations&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;(financial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;strategizing&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;sustainable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;development)&lt;/span&gt; are analyzed&lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;.&lt;/span&gt; It &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;shows&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;how&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;environmental,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;social&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;managerial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;factors&lt;/span&gt; are &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;translated&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;into&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;language&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;financial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;indicators&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;through&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;risk,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;cost&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;capital&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;cash&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;flows.&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;Relevance&lt;/span&gt; is &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;determined&lt;/span&gt; by the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;need&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;to&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;quantify&lt;/span&gt; a &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;sustainable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;strategy&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;in&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;context&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;macroeconomic&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;uncertainty&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;limited&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;access&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;to&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;market&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;benchmarks&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;for&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;companies&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;in&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;form&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;limited&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;liability&lt;/span&gt; companies&lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;.&lt;/span&gt; The &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;methodological&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;framework&lt;/span&gt; is &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;based&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;on&lt;/span&gt; a &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;systematic&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;approach,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;logical&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;comparative&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;analysis,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;elements&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;scenario&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;modeling,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;as&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;well&lt;/span&gt; as &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;profitable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;valuation&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;methods.&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;The&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;constructions&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;economic&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;profit,&lt;/span&gt; weighted &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;average&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;cost&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;capital&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;discounting&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;free&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;cash&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;flows&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;to&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;equity&lt;/span&gt; are used&lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;.&lt;/span&gt; The &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;study&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;revealed&lt;/span&gt; a &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;stable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;positive&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;relationship&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;between&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;depth&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;integration&lt;/span&gt; of the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;ESG&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;approach&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;integrated&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;assessment&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;financial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;strategizing&lt;/span&gt; for the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;sustainable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;development&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;modern&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;Russian&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;commercial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;corporate&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;organizations&lt;/span&gt;, &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;taking&lt;/span&gt; into &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;account&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;industry&lt;/span&gt;-&lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;specific&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;impact&lt;/span&gt;.; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;Increasing&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;transparency&lt;/span&gt; in &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;non&lt;/span&gt;-financial &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;disclosure&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;reduces&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;information&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;asymmetry,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;reduces&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;risk&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;premium&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;to&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;equity,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;reduces&lt;/span&gt; the cost of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;borrowed&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;resources&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;through&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;access&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;to&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;sustainable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;financing&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;programs&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;soft&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;covenants,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;while&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;modernizing&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;production&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;increasing&lt;/span&gt; energy &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;efficiency&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;stabilize&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;operating&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;flows&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;maintain&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;margins,&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;management&lt;/span&gt; and &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;social&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;practices&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;increase&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;productivity,&lt;/span&gt; employee &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;retention&lt;/span&gt;, &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;counterparty&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;trust.&lt;/span&gt; The &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;conclusion&lt;/span&gt; is made &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;about&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;expediency&lt;/span&gt; of the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;coordinated&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;application&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;models&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;economic&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;profit&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;cashflow&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;analysis&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;in&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;assessment&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;sustainable&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;development&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;strategies.&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;Practical&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;recommendations&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;for&lt;/span&gt; the &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;financial&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;policy&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;corporations&lt;/span&gt; are &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;formulated.&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;The&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;threshold&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;conditions&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;under&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;which&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;value&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;creation&lt;/span&gt; is &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;maintained&lt;/span&gt; are fixed&lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;.&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;An&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;algorithm&lt;/span&gt; for &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;applied&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;diagnostics&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;for&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;LLC&lt;/span&gt; is proposed, &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;taking&lt;/span&gt; into &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;account&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;industry&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;specifics&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;and&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;requirements&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;for&lt;/span&gt; &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;transparency&lt;/span&gt; of &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;non&lt;/span&gt;-financial &lt;span class=&quot;ypks7kbdpwfgdykd3qb9&quot;&gt;data.&lt;/span&gt; &lt;/span&gt;&lt;/p&gt;"/><kwd-group xml:lang="ru"><title>Ключевые слова</title><kwd>финансовая стратегия устойчивого развития</kwd><kwd>финансовое стратегирование</kwd><kwd>инструменты оценки бизнеса</kwd><kwd>ESG-факторы</kwd><kwd>ESG-стратегия</kwd><kwd>фундаментальная стоимость корпорации</kwd></kwd-group><kwd-group xml:lang="en"><title>Keywords</title><kwd>financial strategy for sustainable development</kwd><kwd>financial strategizing</kwd><kwd>business assessment tools</kwd><kwd>ESG factors</kwd><kwd>ESG strategy</kwd><kwd>fundamental value of a corporation</kwd></kwd-group><funding-group><award-group><funding-source xml:lang="en">This research received no external funding.</funding-source></award-group><award-group><funding-source xml:lang="ru">Настоящее исследование не получило внешнего финансирования.</funding-source></award-group></funding-group><counts><page-count count="16"/></counts><custom-meta-group><custom-meta><meta-name>issue-cover</meta-name><meta-value><inline-graphic xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="https://journal.ibispb.ru/public/journals/1/cover_issue_38_ru.png"/></meta-value></custom-meta></custom-meta-group><custom-meta-group/></article-meta></front><body/><back><ref-list><ref id="R1"><mixed-citation xml:lang="ru_RU">Бобылев С. 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