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.

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.

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.

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

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

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.

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.

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;

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

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).

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.