ESG Development in Large Companies: Environmental and Social Aspects

INTRODUCTION

In the modern world, large companies play a key role in achieving sustainable development goals since their growth strategies can significantly influence the environmental situation and the social well-being of regions (Steblyanskaya et al., 2020; Stryabkova et al., 2025). Scholars emphasize that business success is measured not only by profit but also by its contribution to addressing environmental and social challenges (Sozinova et al., 2022; Kuandykova et al., 2024). Modern studies demonstrate the growing integration of sustainable development principles into corporate growth strategies (Osadchy et al., 2024; Fernandes & Gabriel, 2025), with environmental initiatives and social programmes being regarded not as additional costs but as strategic investments in long-term competitiveness (Nguyen & Kanbach, 2024; Tuleyeva et al., 2024). This is particularly relevant for the energy, industrial, and transport sectors, which are characterized by high levels of environmental impact and considerable social influence (Ilyushin & Afanaseva, 2020; Shahbaz et al., 2024).

Large enterprises face the task of integrating sustainable development principles into their operations while considering national regulatory frameworks and market conditions (Khalipov, 2024; Zheldybayeva et al., 2025). However, the mechanisms for effectively incorporating environmental initiatives and social programmes into the growth strategies of large companies in transition economies remain insufficiently understood (Klochko, 2024; Akhmetshin et al., 2025). Existing studies demonstrate regional and sectoral differences in how corporations balance financial performance with sustainability imperatives under varying regulatory requirements and market pressures (Shayakhmetova et al., 2023; Stankevich et al., 2023).

The conceptual foundations of sustainable development in large corporations can be systematized according to three key groups of factors (Table 1).

Table 1. Conceptual foundations of sustainable development in large corporations

Modern research demonstrates an evolution from traditional, financially oriented strategies to comprehensive sustainable development models. Steblyanskaya et al. (2022) developed a sustainable growth index combining financial, energy, environmental, and social subsystems, while Golovina et al. (2023) proposed an entropy-based method for determining indicator weights in a multidimensional sustainability assessment model.

Approaches to sustainable development differ across industries. Energy companies primarily focus on reducing emissions and transitioning to renewable energy sources, although environmental priorities are not always sufficiently integrated into strategic planning (Ruban et al., 2021; Ilyushin & Martirosyan, 2024). Transport companies concentrate on infrastructure investments and coordinated efforts to achieve carbon neutrality (Krois et al., 2021; Borowski, 2024). Industrial enterprises generally apply a more comprehensive approach by integrating environmental and social criteria into production management (Grafkina et al., 2023; Tiuncika & Bormane, 2024).

Both internal and external factors influence the successful implementation of sustainability strategies (Hulaifi et al., 2025). Regulatory pressure and stakeholder engagement are important drivers of corporate environmental policy (Jiménez-Parra et al., 2025), while corporate eco-culture and employee involvement determine the effectiveness of environmental initiatives (Li, 2024; Costa & Opare, 2025). The integration of lean production principles into organizational culture may also improve the efficiency of corporate processes, including sustainability programmes (Sergeeva et al., 2024). Thus, all three sectors are influenced by the regulatory environment, whereas corporate culture and employee engagement remain important but often underestimated success factors (Samushkin, 2024).

The comparison of Russia and Kyrgyzstan is particularly relevant because the two countries share a common institutional heritage but differ in economic scale, regulatory development, sectoral priorities, and approaches to integration into the global economy. In Russia, large companies in the energy, extractive, industrial, and transport sectors are increasingly developing environmental strategies and integrating sustainability principles into their operations (Battakhov & Ovchinnikova, 2024; Faizulina et al., 2024; Kokurin et al., 2025). Energy companies are implementing energy-efficiency and environmental programmes, while transport companies focus on reducing their carbon footprint and strengthening social responsibility (Zitrický et al., 2017; Sassi, 2022; Klepikov & Klepikova, 2023; Shaimerdenova et al., 2023; Wang et al., 2023).

In Kyrgyzstan, sustainable development is also becoming an important component of state and corporate policy. National development priorities emphasize environmentally sustainable growth in energy, industry, and transport (Herrero et al., 2020). The country’s mountainous geography and water resources create favorable opportunities for hydropower development (Orazaliev et al., 2024), while enterprises operating in hydropower and mining increasingly apply international environmental management and social responsibility standards (Nuralieva, 2022).

Large enterprises in both countries therefore face a similar challenge of integrating sustainable development principles into their operational and strategic activities. However, they do so under different regulatory conditions, economic capacities, and sectoral structures. A comparative study of corporate sustainability practices in Russia and Kyrgyzstan can identify both common trends and country-specific characteristics, which is particularly valuable for understanding sustainable development in Central Asia and neighboring post-Soviet economies (Zhukov et al., 2023; Atasheva et al., 2024; Battalova & Enikeev, 2024).

The objective of this study is to analyze the sustainable planning strategies of large companies in the transport, industrial, and energy sectors of Russia and Kyrgyzstan, with particular attention to environmental initiatives and social programmes as components of corporate growth.

The study addresses the following research questions:

1. How do large companies integrate environmental initiatives and social programmes into their growth strategies?
2. What factors determine the effectiveness of implementing sustainable development principles in corporate planning?
3. What country and sectoral differences exist in approaches to sustainable planning among transport, industrial, and energy companies?

The scientific significance of the study lies in expanding the understanding of sustainable corporate planning across different economic contexts and assessing whether the success of sustainability strategies is determined by the absolute scale of investments or by their strategic focus and integration into the overall business strategy. The practical significance lies in identifying opportunities for mutual learning: Russian companies may benefit from closer integration between environmental investments and financial performance, while Kyrgyz enterprises may draw on Russian experience in technological innovation and comprehensive sustainability programme management. For policymakers, the findings emphasize the importance of regulatory support, international cooperation, human-capital development, and the exchange of sustainable business practices (Bobkov & Shichkin, 2024; Grishin & Bykova, 2024).

MATERIALS AND METHODS

Research design

This study employs mixed methods, combining qualitative and quantitative approaches to analyze the sustainable planning strategies of large companies in the transport, industrial, and energy sectors in Russia and Kyrgyzstan.

Data sources and samples

For the purposes of this study, large companies were considered enterprises that meet at least two of the following criteria:

Table 2.  Criteria for Defining Large Companies in Russia and Kyrgyzstan

Differences in threshold values reflect the objective differences in the scales of the economies of the two countries and ensure the comparability of the status of companies as "large" in the national context.

Criteria for company selection:

• Scale of operations: companies had to meet the definition of a "large company" according to the criteria described above (revenue, number of employees, market position).
• Sector affiliation: operation in one of the three target sectors—energy, transport, or industry. These sectors were selected due to their high environmental impact and significance for the national economies of both countries.
• Availability of information: presence of publicly available reporting on sustainable development or corporate social responsibility for the period 2020–2024, including annual reports, sustainability reports, corporate websites, and strategic documents.
• Representativeness: To ensure sample balance, the principle of equal sector representation in each country was followed (5 Russian and 3 Kyrgyz companies per sector).

The final sample Includes 24 companies: 15 Russian and 9 Kyrgyz enterprises. A detailed sample description is presented in Table 3. Anonymization of some company names is due to confidentiality requirements from research participants.

Table 3. Detailed Characteristics of the Research Sample

Note: Company names marked with an asterisk (*) are anonymized for confidentiality reasons and in accordance with research participant requirements. All anonymized companies are among the largest enterprises in their industries in the respective countries and meet the selection criteria described above. Revenue and employee data are approximate (in ranges) and averaged for the 2020-2024 period to ensure confidentiality.

Distribution by ownership forms in the sample: Russia - 9 state-owned, 6 private companies; Kyrgyzstan - 6 state-owned, 3 private companies. The predominance of state-owned companies reflects the ownership structure in the strategic sectors of both countries.

Data collection and analysis methods

   Content analysis of corporate reporting

A structured analysis of corporate documents (annual reports, sustainability reports, and CSR reports) was conducted for 24 companies included in the sample over the period 2020–2024.

At the preliminary stage, a pilot analysis of five corporate reports (two Russian and three Kyrgyz) was carried out to inductively identify the main thematic categories. Based on the results of the pilot analysis and existing theoretical frameworks of sustainable development, a structured coding scheme was developed, comprising the following main categories:

• Environmental initiatives (six subcategories): emission reduction targets, energy efficiency programmes, waste management initiatives, investments in environmental projects, use of renewable energy, and biodiversity conservation and environmental protection.
• Social programmes (five subcategories): employee development and training, occupational health and safety, community social support, charitable initiatives, and regional development programmes.
• Integration of sustainability into business strategy (four subcategories): references to sustainable development in the company’s mission and vision, the presence of dedicated sustainability units, linkage between sustainability initiatives and financial performance, and long-term sustainability goals.
• Quantitative indicators: the presence of specific numerical indicators, presentation of multi-year dynamics, and comparison with target values.

Document coding was performed by two independent coders (the study authors) following a joint calibration session using three trial documents. To assess inter-coder reliability, a random subsample of 30% of the documents (seven reports) was selected. Inter-coder agreement was as follows:

• Cohen’s Kappa coefficient = 0.82, indicating good agreement.
• Percentage agreement = 89%.

Discrepancies in coding (11% of codes) were discussed jointly until consensus was reached. A detailed codebook containing definitions of all categories and examples of coding is available from the authors upon request.

Frequency analysis of key concept mentions and comparative analysis across sectors and countries were subsequently applied.

    Expert interviews

Semi-structured interviews were conducted with 12 key respondents:

• Company representatives responsible for sustainability (n = 8)
• Academic experts and industry association representatives (n = 4).

A thematic analysis of the interviews focused on identifying barriers and success factors in implementing sustainable development strategies, as well as examining the role of regulatory frameworks and mechanisms for stakeholder engagement.

    Statistical data analysis

A database of quantitative corporate sustainability indicators for the period 2020–2024 was compiled based on publicly available corporate reports. The indicators included:

Environmental indicators: greenhouse gas emissions, energy consumption, share of renewable energy sources, and investments in environmental projects.

Social indicators: expenditures on social programmes, employee participation in development and training programmes, and investments in local community development.

The quantitative indicators presented in the results tables were calculated as follows:

• Relative investment indicators:
• investments in environmental projects: (environmental investments / annual revenue) × 100%;
• expenditures on social programmes: (social expenditures / annual revenue) × 100%.

Aggregation: simple (unweighted) mean across companies within each group.

Time frame: average values for 2020 and 2024.

Rationale for using simple means: to identify typical practices regardless of company size.

Environmental performance indicators:

• share of renewable energy: (renewable energy consumption / total energy consumption) × 100%, based on data for 2020 and 2024;
• CO₂ emissions reduction: percentage change relative to the 2020 baseline, measured in tonnes of CO₂ equivalent.

Programme complexity assessments:

• rated on a 1–10 scale based on expert evaluations by two independent analysts;
• the reported values represent the average of the two assessments;
• inter-expert agreement: intraclass correlation coefficient (ICC) = 0.87.

Frequency of mentions in corporate reporting:

• percentage of companies mentioning a specific topic in their corporate reports;
• calculation: (number of companies with a mention / total number of companies in the group) × 100%.

Comparative analysis across sectors and countries was conducted using non-parametric methods due to the small sample size. The Mann–Whitney U test was applied for comparisons between two groups, while the Kruskal–Wallis test was used for multiple group comparisons.

In addition to statistical significance (p-values), effect sizes were calculated for all tests:

• for the Mann–Whitney U test: r = Z / √N, where Z is the standardized test statistic and N is the total sample size;
• for the Kruskal–Wallis test: eta-squared (η²) = (H − k + 1) / (N − k), where H is the test statistic, k is the number of groups, and N is the sample size.
• Effect sizes were interpreted according to Cohen (1988):
• small effect: r = 0.10–0.29, η² = 0.01–0.05;
• medium effect: r = 0.30–0.49, η² = 0.06–0.13;
• large effect: r ≥ 0.50, η² ≥ 0.14.

Ensuring validity and reliability

Validity was ensured through the use of multiple data sources and alignment with international sustainability reporting standards. Reliability was achieved by standardizing analytical procedures and documenting all stages of the research process.

RESULTS AND DISCUSSION

The quantitative analysis of sustainability indicators revealed both general trends and specific differences between Russian and Kyrgyz companies.

Table 4. Comparative dynamics of key sustainability indicators (2020-2024)

In the studied sample, Kyrgyz companies demonstrate higher growth rates of relative investments in sustainable development. At the same time, they have achieved greater reductions in CO₂ emissions, which, taking into account the significantly smaller economic scale of Kyrgyz enterprises, indicates more effective targeted use of resources and focus on specific environmental priorities, such as hydropower (Table 5) (Dobrzynski et al., 2024; Raghunathan et al., 2025; Tawfeeq et al., 2026).

Table 5. Correlation analysis: cross-country comparison

*p<0.05, **p<0.01

In Russian companies, enterprise size has a stronger impact on the diversity of sustainable development programs. In Kyrgyzstan, environmental investments are more closely linked to financial performance (Alrabiah et al., 2024; Aslan et al., 2024; Bandi et al., 2024; Jeung, 2024; Nugraha et al., 2024; Chen et al., 2025; Dulla et al., 2025; Hoang et al., 2025; Makoae et al., 2025; Al-Madah, 2026; Altaie et al., 2026).

The analysis of corporate documents revealed differences in priorities and approaches to reporting on sustainability issues (Table 6).

Table 6. Comparative analysis of sustainability reporting

Russian companies place greater emphasis on traditional environmental indicators, while Kyrgyz companies focus more on renewable energy and personnel development. Kyrgyz industrial companies demonstrate a higher level of comprehensiveness in their sustainability programs compared to their Russian counterparts (Table 7).

Table 7. Sectoral differences by country

Qualitative analysis revealed country-specific differences in the perception of barriers and success factors (Table 8).

Table 8. Comparative analysis of barriers (% of experts identifying a barrier as critical)

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