MAIN COMPONENTS OF THE SUSTAINABLE DEVELOPMENT POTENTIAL OF AN ENTERPRISE: SOCIAL, ECONOMIC AND ENVIRONMENTAL ASPECTS

Abstract

The article reveals the content sustainable development potential of an enterprise as an integrated capability to ensure long-term viability and competitiveness while simultaneously considering economic performance, environmental constraints, and social obligations. It is substantiated that the sustainable development potential of an enterprise should be interpreted not as a static sum of resources, but as a system of resource- and competence-based prerequisites and managerial capabilities to mobilize and reconfigure them in accordance with changes in the external environment. Emphasis is placed on the fact that a key prerequisite for realizing such potential is the alignment of the enterprise’s strategic objectives with the requirements of key stakeholders and ESG standards, as well as the ability of management to move from declarative intentions to measurable results through a system of indicators, control procedures, and accountability. It is shown that, under globalization, the major factors transforming an enterprise’s potential include competitive pressure, tightening standards and regulatory requirements, shifts in the structure of financial flows, and the intensification of digitalization, which collectively generate higher demands for transparency, accountability, and efficiency and stimulate the renewal of business processes and technologies. It is determined that this transformation is accompanied by the growing importance of non-financial performance parameters that build investor and partner trust and affect the enterprise’s access to markets and resources. A component model of the enterprise’s sustainable development potential is proposed, reflecting the interconnection of economic, environmental, and social blocks with the performance manifestations of the integrated potential. A logical scheme is developed to explain how globalization drivers affect enterprise requirements and alter the level of its potential through the formation of synergies and trade-offs among the “triple bottom line” components, which makes it possible to interpret managerial decisions as a choice among alternative trajectories for balancing outcomes. A cycle for the formation and strengthening of the enterprise’s sustainable development potential is presented, combining ESG risk diagnostics, strategizing goals and KPIs, resource-process transformation, monitoring and reporting, and feedback-based adjustments; it is noted that the repeatability of this cycle ensures the reproducibility of achieved effects over time. The practical value of the results lies in the possibility of using the proposed models as a methodological basis for further assessment of an enterprise’s sustainable development potential, the construction of an indicator system, and the substantiation of managerial decisions in the context of global challenges and increasing uncertainty.