CORPORATE SOCIALLY RESPONSIBLE INVESTMENT IN ENERGY INDEPENDENCE OF ENTERPRISES: ROLE IN SHAPING THE SOCIOECONOMIC VALUE OF THE EMPLOYER BRAND

Abstract

The article examines the mechanisms for transforming socially responsible investment into an effective tool for shaping the socio-economic value of an employer brand within the framework of domestic technology enterprises. The author substantiated that, in conditions of systemic infrastructure instability, the long payback period of energy projects—which, according to classical financial models, exceeds sixteen years—necessitates a shift toward the concept of a continuity premium. Under this approach, investments are capitalized not only through direct resource savings but primarily through ensuring the operational stability of business processes and offsetting costs associated with forced staff downtime.

Based on an adapted methodology for assessing carbon impact and the principles of cognitive ergonomics, the author proposes a model of an autonomous workspace aimed at minimizing the phenomenon of energy precarization among specialists. The author pays particular attention to the socio-technical aspect of veterans’ reintegration. The study demonstrated that engaging this category of employees in roles as security operators and monitors of office energy systems contributes to their professional stabilization by restoring a subjective sense of control over the work environment.

The scientific novelty of the study lies in expanding theoretical approaches to assessing the effectiveness of socially responsible investment by introducing the definition “Sustainability as an Advantage” into scientific discourse. Unlike existing methodologies, the study proposes for the first time to consider energy self-sufficiency not as an infrastructure cost, but as a strategic component of the employer’s value proposition, integrating environmental standards with the psychological safety of personnel.

The study identifies the role of environmentally oriented software development in reducing indirect emissions. It also examines how social responsibility indicators influence the cost of capital. The article established that the implementation of socially responsible investing into a company’s HR strategy allows for the transformation of technical infrastructure parameters into a strategic intangible asset. This directly influences the strengthening of the employer brand’s position and the dynamics of employee loyalty indices amid global and local economic turbulence.

The methodological basis of the study was a comprehensive approach based on a combination of methods for financial modeling of high-reliability uninterruptible power supply systems and analytical processing of experts’ infrastructure expectations. Within the framework of modeling the socioeconomic effect, the parameters of the value of saved working time and employee behavior patterns under conditions of power grid capacity shortages were verified. The results confirm that implementing the proposed model reduces the actual payback period of projects to three to four years by incorporating non-financial indicators into the company’s total cost structure. The practical significance of this work lies in the development of a “resilience as a competitive advantage” toolkit that management can use to optimize strategies for retaining human capital and socially rehabilitating the veteran segment of the workforce by giving them a leading role in managing business resilience.