COMPONENTS OF THE ORGANIZATIONAL MECHANISM FOR IMPLEMENTING THE ENERGY SAVING MANAGEMENT STRATEGY AT CONSTRUCTION ENTERPRISES

Abstract

Introduction. The current vector of development of Ukraine's construction sector requires enterprises to fundamentally rethink their approaches to the use of fuel and energy resources and to shift towards predictive models of environmentally oriented management. The instrument of such a transformation is the organizational mechanism, which directly activates all elements of the management system, ensuring their coordinated interaction in time and space to achieve target benchmarks. However, despite considerable scientific groundwork, the issues of forming an organizational mechanism and the interaction of its elements within the energy saving management strategy of construction enterprises remain insufficiently studied.

Purpose. The purpose of the article is a theoretical substantiation and decomposition of the components of the organizational mechanism for implementing the energy saving management strategy at construction enterprises, as well as the formalization of its process and economic-motivational circuits to enhance management flexibility and efficiency under conditions of global turbulence.

Materials and methods. The study applies methods of theoretical substantiation and decomposition to identify and structure the components of the organizational mechanism; methods of systematization to build the functional decomposition of subsystems (Table 1) and the matrix of process circuit implementation for energy saving management by project stages (Table 2); the method of formalization to disclose its process and economic-motivational circuits; and the method of mathematical modelling to construct the model of forming the incentive bonus fund for environmental and energy results (Formula 1).

Results. It is stated that the primary scientific and practical task of the functioning of the organizational mechanism for implementing the energy saving management strategy at construction enterprises is to minimize specific energy resource consumption at each stage of the construction object's life cycle, increase the environmental safety of production processes, and ensure long-term competitive advantages of the enterprise amidst high geo-economic turbulence. It is noted that the functional viability of the developed organizational mechanism is ensured through its process component — a strictly regulated sequence of stages for adopting and implementing management decisions in the field of energy saving. The specifics of construction production, which involve moving from object to object and the dynamic alteration of technological processes (earthworks, framework erection, interior finishing), demand that the process circuit of the mechanism be cyclic and predictive in nature. It is established that the formation of an internal economic-motivational environment serves as a reliable foundation for the long-term implementation of the energy saving strategy. This environment must transform the external strategic goals of the enterprise into internal incentives for each employee. The economic-motivational toolkit provides the internal driving energy for the entire organizational mechanism. It is concluded that the organizational mechanism for implementing the energy saving management strategy is a dynamic tool that transforms theoretical energy efficiency guidelines into the daily production practice of a construction enterprise.

Prospects. Prospects for further research lie in developing and scientifically substantiating a methodological approach to evaluating the effectiveness of strategic energy saving management at construction enterprises. This will make it possible to form a clear analytical toolkit for measuring the actual effect of implementing the developed organizational mechanism and assessing its impact on reducing the cost of construction and installation works.