ALL Metrics
-
Views
-
Downloads
Get PDF
Get XML
Cite
Export
Track
Research Article

Analysis of internal environment in coal industry of Russia: main risks after economic sanctions

[version 1; peer review: awaiting peer review]
PUBLISHED 31 Oct 2023
Author details Author details
OPEN PEER REVIEW
REVIEWER STATUS AWAITING PEER REVIEW

This article is included in the Energy gateway.

This article is included in the Iowa State University collection.

Abstract

Background: Internal environment has a great importance in the coal industry of Russia, so it should be actively implemented and constantly developed in the near future, allowing to increase the competitiveness of production and sale of coal and other natural resources. The article reveals the growth rates of key indicators for improving the business climate in increasing competitiveness.

Methods: The paper uses score, SWOT and risks analysis methods. These methods help in identifying internal and external factors that are favorable or unfavorable to achieving the objective. SWOT analysis is also used in the field of information security to assess and manage information risks. It is considered a systematic methodology for information protection.

Results: Thus, it can be noted that after carrying out measures to improve the competitiveness of the products of SUEC and Kuzbass Coal Mine, the key performance indicators will increase, which will contribute to achieving a socio–economic effect.

Conclusions: The novelty of the paper is that the main internal environment includes risks: 1) personnel of coal industry companies; 2) management process; 3) financial activities; 4) marketing activities.

Keywords

coal, industry, perspective, growth, competitiveness

Introduction

The environment in the coal industry of Russia after introduction of sanctions is based on a growing threat to data. This has changed in 2022: investments in technology are doubling as companies strive to maintain their relevance. The environment of an organization is a set of cross-sections of various functional areas of work, thanks to which the company carries out its activities, as well as interacts with the external environment (Yang et al., 2023; Zhou et al., 2023; Zhang and Jia, 2023; Bulson et al., 2023).

In particular, the environment changed due to sanctions against China (Wang and Cao, 2022; Zhu et al., 2022).

As expected, rapid growth of internal environment continued in the coal sector. In response, traditional coal energy is trying to compete by increasing the pace of internal environment growth in various ways (Crowe and Li, 2020; Dayong et al., 2020).

Historically, it has been proven that there is a correlation between financial development and internal environment dynamics in developed and developing countries. The relevance of the chosen topic is explained by the peculiarities of Russia’s energy market functioning and aggravating geopolitical situation (Dinçer et al., 2022).

Digitalization has the greatest impact on the internal environment. The results of the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis confirmed the hypothesis of the absence of impact of sanctions on the Russian coal industry (Li et al., 2021, 2022a, 2022b, 2022c; Wang and Zhang, 2021).

The next section includes an analysis of literature review and Methods. The Results section consists of the most important points of SWOT analysis. The Discussion section includes major directions taken by the Russian coal industry. The Conclusions section highlights the major implications of this research.

Literature review and methods

The concept of international sanctions must be considered. There are decisions by which countries and organizations of countries protect the interests of national security, international law, and themselves from threats to peace and security. Such decisions are different types of restrictions, for example, economic, trade, diplomatic and others. Such sanctions can be introduced both by an organization of countries such as the UN and by individual countries. Let’s take a closer look at the types of sanctions, essentially a military intervention. Although international sanctions do not include the use of military force, such a measure may be approved by the United Nations Security Council, in accordance with Article 42 of Chapter VII of the Organization’s Charter. It should be noted that the imposition of international sanctions is the exclusive prerogative of the UN Security Council (Al-Badi and Al Mubarak, 2019; Bersano et al., 2020).

Sports sanctions are a ban on athletes from a sanctioned country from participating in international sports competitions. Diplomatic sanctions are severing diplomatic ties, expelling diplomats of the sanctioned country, recalling their diplomats, closing embassies (Cábelková et al., 2021; Castaneda et al., 2018).

Economic sanctions are the key point of this study. First of all, this is a ban on trade, first on military products, and second, dual-use goods. But as described in the introduction of this work, this sanction is not limited. For the topic of this study, it is precisely these sanctions imposed on the Russian Federation in 2022 and the country’s retaliatory sanctions that are relevant. Both the sanctions of international organizations and the sanctions of individual countries were used (Bielecki et al., 2021; Cábelková et al., 2020; Machalek et al., 2021; Makholm, 2021; Malik et al., 2019).

To summarize, the sanctions packages come down to:

A ban on investments in Russia, a ban on transactions with federal loan bonds on the secondary market, a ban on attracting financing from large Russian companies in the international arena and Sale of Russian assets;

A ban on imports to Russia of high-tech products, including technologies and equipment for oil refining; a ban on the sale of aircraft, spare parts for them, a ban on insurance and maintenance of equipment; a ban on the sale of products and technologies for the aviation and space industries; a complete ban on aviation leasing in the Russian Federation; prohibition of import of dual-use products; prohibition of import of electronics and computers;

Restrictions for Russian companies for settlements in foreign currencies such as dollars, euros, pounds, yen;

Blocking the assets of Russian banks and companies in the jurisdiction of the United States, prohibiting any transactions of American counterparties with the largest Russian banks and limiting correspondent accounts

A ban on accepting deposits from Russians in excess of 100 thousand Euros, a ban on the sale of securities denominated in Euros to clients from Russia; a ban on the listing of securities of Russian state companies;

Airspace closure, cancellation of flights to Russia; in response to these actions, the Russian Federation also closed the sky for a number of countries;

Freezing of reserves of the Central Bank of the Russian Federation, which are under the jurisdiction of G7 countries;

Disconnection of some banks from SWIFT;

Ban on the sale of the supply of Euro and Pound Sterling banknotes in the Russian Federation;

Stopping all programs of the World Bank, the World Economic Forum;

Refusal of energy resources;

Restrictions in the field of science and education;

Financial restrictions on cryptocurrencies;

Ban on operations with Russian gold;

Prohibition of import of Russian steel products;

Suspension of most favored nation treatment in trade (a key benefit of WTO membership);

Embargo on semiconductors, communications equipment and advanced materials;

Termination of container traffic;

Import tariffs on goods (iron, fertilizer, steel, timber, tires);

Prohibition of gold transactions of the Central Bank and National Welfare Fund;

Russia’s ban on using US frozen reserves to pay for government debt;

EU coal import ban;

Restrictions on imports of fertilizers;

Moscow exchange is deprived of the status of a recognized stock exchange (Great Britain).

Russian retaliatory sanctions are:

Symmetrical closure of the sky;

Termination of deliveries of rocket engines to the United States, termination of their service;

Registration of rights for foreign aircraft leased by Russian companies;

Prohibition of export of wheat, rye, barley to EU countries;

Ban on the export of raw sugar;

Legalization of parallel imports;

Delisting depository receipts of Russian companies from Western trading floors and converting them into Russian securities;

Termination of gas supplies to a number of countries Finland, the Netherlands, Denmark, Poland, Bulgaria;

Reducing gas supplies via the Nord Stream pipeline to 20% of its capacity.

The paper used score, SWOT and risks analysis methods. Firstly, we performed a SWOT analysis. SWOT analysis is a strategic planning tool used to evaluate the strengths, weaknesses, opportunities, and threats of an organization or project. It helps in identifying internal and external factors that are favorable or unfavorable to achieving the objective. SWOT analysis is also used in the field of information security to assess and manage information risks. It is considered a systematic methodology for information protection. The use of SWOT analysis in accounting outsourcing helps in determining the feasibility and potential risks and advantages of using outsourcing services. It provides a way to analyze the strengths, weaknesses, capabilities, and expected threats of the enterprise. SWOT analysis is widely used in management and can be beneficial in security management as well. It helps security managers understand the strengths, weaknesses, opportunities, and threats in the internal and external aspects of organizations.

Secondly, we performed a score and risk analysis. Score analysis methods are used to evaluate various aspects of data in different fields. Propensity score analysis aims to reduce bias in estimating effects and can be implemented using various estimation methods, including logistic regression and machine learning techniques. Additionally, score and risk interpretation methods are used to understand the meaning of scores produced. These methods consider sample characteristics, study design, and statistical analyses to support score interpretation needs (Machalek et al., 2021; Mikhaylov, 2023b; Metaxas et al., 2023; Srbová et al., 2023).

In accordance with the proposed action, we determined which areas will be subject to changes: (1) there will be a reduction in the time for processing information when using these technologies due to the fact that the main templates of operations were previously developed using other technologies; (2) there will be a reduction in the cost of funds for the development of modules and software products. On the platform, it is possible to minimize the completion of all documentation, which will reduce the cost; (3) reduction of labor costs for data processing. The internal environment growth allows to automatically carry out all operations without involving employees; (4) improving the management of the customer base.

Results

Most coal companies in Russia have two main strategies for implementing their work. It is also important to consider comparing the competitive advantages of a SUEC organization compared to others. In such circumstances, SUEC management needs to improve the policy to improve the competitiveness of banking products and services, which will increase the efficiency of current activities.

The results of the analysis of the internal environment of coal industry companies are presented in Table 1. A +2 score means very positive, +1 means positive, 0 means neutral, -1 means negative, -2 means very negative.

Table 1. Analysis of the internal environment of the organization.

CharacteristicsScore
+2+10-1-2
1. Staff:
- staff education ++
- qualification ++
- conducting training of employees of the enterprise ++
2. Management process:
- organizational management structure ++
- corporate culture at the enterprise ++
3. Financial activities
- ensuring profitability from activities ++
4. The process of providing services:
- customer service ++
- performance level ++
5. Marketing activities:
- marketing information+
- marketing research+
- promotional events+

In such conditions, it is necessary to pay great attention to the training of specialists, so let’s look at how the process of training employees took place in order to determine the dependence of management in the organization (Table 2). RAEX-600 Rating is rating of the largest companies in Russia in terms of product sales.

Table 2. Analysis of the internal environment.

PlaceNamePlace in the RAEX 600 ratingSales volume in 2021, billion rublesRevenue growth rate for the year, %
1SUEK2471748.5
2“Kuzbass coal mine”70263106.8
3“Stroyservice”101188139.4
4“Elgaugol”180103382.3
5Siberian anthracite2218386.6
6“Trading House Yuzhno-Sibirskiy”2477591.4
7“Solntsevsky coal mine”31858110.6
8“Taltek”35652150.7
9“Russian coal”3834845.3
10“Resource”4064775.4

To assess the state of the coal industry, we applied a group of coefficients that determine profitability (Table 3).

Table 3. Analysis of profitability indicators.

Indicators201920202021Change (%)
Return on assets-net1.611.180.58-1.03
Return on equity12.737.213.55-9.18

SWOT analysis is of great importance in assessing the competitiveness of coal (Table 4).

Table 4. SWOT analysis.

StrengthsOpportunities

  • 1. Highly qualified specialists;

  • 2. Good level of technical equipment of coal industry companies;

  • 3. Modern information technologies.

  • 1. Increasing the customer base of the organization;

  • 2. Increasing the range of products and services (improving internal environment);

  • 3. Development of digital technologies.

WeaknessesThreats

  • 1. High turnover of specialists;

  • 2. There is no strategy to increase competitiveness.

  • 1. Difficult economic situation in the country;

  • 2. There is a reduction in demand for coal, which leads to a decrease in financial indicators.

In modern conditions, in order to improve the internal environment, it is necessary to turn to effective development strategies that allow to effectively carry out current activities.

Thus, internal environments are of great importance in the activities of coal industry companies, so they must constantly evolve, be manageable and changeable in the near future, allowing them to bring high financial results.

Table 5 shows the potential effect of the functioning of the control system for the implementation of activities for the management of internal environment.

Table 5. Performance indicators of the internal control system.

Facts of errors in the managementThe number of cases of loss of funds before sanctions, in thousand rublesLoss of funds after sanctions, in thousand rubles
Errors in the evaluation of internal environment901
Mistakes in improving competitiveness7602
Total8503

Thus, the activity is carried out by the organization in full, which makes it possible to effectively implement the main strategy in the work. Let’s consider the main risks of influencing the competitiveness of the SUEC organization.

Table 6 shows the main risks of the strategy of influencing competitiveness in SUEC.

Table 6. The main risks of the strategy of influencing competitiveness in SUEC.

Type of riskWhat causes the riskMeasures to reduce risk situations
Financial riskLoss of fundsFormation of a control group or involvement of specialists in cooperation to assess the level of competitiveness of products that can offer informed solutions
Market riskChanges in market conditions, fluctuations in prices, exchange rates, which directly affects competitivenessDevelopment of new types of services, change of work trends
Political riskAdverse changes in the political situation in the countryDevelopment of internal documents to protect the organization from external influences

The SWOT, risks and score analysis identified risks to take measures to eliminate them, as well as direct efforts to increase profitability with volatile demand. The internal environment includes risks of:

  • 1) personnel of coal industry companies;

  • 2) management process;

  • 3) financial activities;

  • 4) marketing activities.

Thus, it is necessary to effectively manage competitiveness, which would allow improving current activities, forming a stable customer base.

Discussion

The main internal environmental risks are: personnel of coal industry companies; management process; financial activities; marketing activities. In the economic sense, financial risk management of coal industry companies is an economic measure to prevent the occurrence of adverse events that entail damage, resulting in non-profit or economic losses. Active management of all processes is the process of preventing possible risk when making decisions in an organization; this aspect begins when planning activities, where an important role is played by marketing activities that are aimed at market research, competitiveness of the organization and the level of supply and demand and internal risks (Elavarasan et al., 2020).

In the coal industry, the internal environment is of great importance, as it acts as a tool that has high competitive advantages. It can be noted that at this time, the activity is associated with an increase in the amount of income in the implementation of the main type of activity, an increase in commission income that is received from working with suppliers or partner sales (Frattolillo et al., 2020). In addition, internal environment growth allows to conduct independent activities to establish a customer base, which leads to a reduction in the cost of attracting customers and improves the current functioning. The main activity of coal industry organizations is to provide a full range of services for corporate and private clients, offering universal products and services to a wide audience, as well as developing special programs taking into account individual needs and wishes of customers (Jackson, 2021; Bhuiyan et al., 2022).

The highest governing body in the structure is the shareholders’ board, which appoints the head or manager. In addition, the supervisory board is of great importance in the work, which manages the current affairs of the organization and other issues that are within its competence (Khan et al., 2021, 2022; Machalek et al., 2021).

Conclusions

The internal environment effectively affects the activities of the organization, allows to improve the activities of coal industry companies, constantly introducing new technologies that would have a positive impact on the development of coal industry companies themselves. In order to effectively manage industrial activities in an organization, it is necessary to improve the internal environment. Thus, it can be noted that after carrying out measures to improve the efficiency of the competitiveness of goods and services, key performance indicators will increase, which will contribute to achieving a socio-economic effect. The SWOT, risks and score analysis identified risks to eliminate, as well as direct efforts to increase profitability with volatile demand. The internal environment includes risks of 1) personnel of coal industry companies; 2) management process; 3) financial activities; 4) marketing activities.

The article reveals the growth rates of key indicators of improving the internal environment in increasing competitiveness. Thus, it can be noted that after carrying out measures to improve the efficiency of the competitiveness of SUEK and Kuzbass Coal products, the key performance indicators will increase, which will contribute to achieving a socio-economic effect.

Comments on this article Comments (0)

Version 1
VERSION 1 PUBLISHED 31 Oct 2023
Comment
Author details Author details
Competing interests
Grant information
Copyright
Download
 
Export To
metrics
Views Downloads
F1000Research - -
PubMed Central
Data from PMC are received and updated monthly.
- -
Citations
CITE
how to cite this article
Mikhaylov A, Chang T, Karlibaeva R et al. Analysis of internal environment in coal industry of Russia: main risks after economic sanctions [version 1; peer review: awaiting peer review]. F1000Research 2023, 12:1422 (https://doi.org/10.12688/f1000research.138497.1)
NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article.
track
receive updates on this article
Track an article to receive email alerts on any updates to this article.

Open Peer Review

Current Reviewer Status:
AWAITING PEER REVIEW
AWAITING PEER REVIEW
?
Key to Reviewer Statuses VIEW
ApprovedThe paper is scientifically sound in its current form and only minor, if any, improvements are suggested
Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.
Not approvedFundamental flaws in the paper seriously undermine the findings and conclusions

Comments on this article Comments (0)

Version 1
VERSION 1 PUBLISHED 31 Oct 2023
Comment
Alongside their report, reviewers assign a status to the article:
Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested
Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.
Not approved - fundamental flaws in the paper seriously undermine the findings and conclusions
Sign In
If you've forgotten your password, please enter your email address below and we'll send you instructions on how to reset your password.

The email address should be the one you originally registered with F1000.

Email address not valid, please try again

You registered with F1000 via Google, so we cannot reset your password.

To sign in, please click here.

If you still need help with your Google account password, please click here.

You registered with F1000 via Facebook, so we cannot reset your password.

To sign in, please click here.

If you still need help with your Facebook account password, please click here.

Code not correct, please try again
Email us for further assistance.
Server error, please try again.