GREEN HRM AS A TOOL FOR ENSURING SUSTAINABLE DEVELOPMENT OF THE ENERGY SECTOR

Abstract

The article provides a thorough study of the concept of "green" human resource management (GHRM) as a strategic imperative and tool for implementing the Sustainable Development Goals in the energy sector of Ukraine. In the context of a paradigm shift towards "clean" energy, it is substantiated that the success of decarbonization is determined not only by technological innovations, but also by the qualitative transformation of human capital. The direct correlation effect of environmentally friendly personnel management methods on energy efficiency and operational sustainability indicators of enterprises is analyzed. The author details the key components of GHRM, among which special attention is paid to environmental training, incentive systems for achieving energy saving indicators, and mechanisms for forming corporate environmental awareness as part of organizational culture. It is proven that the integration of environmental aspects into HR policy is an indispensable condition for a successful energy transition. In the comparative aspect, a significant discrepancy is highlighted between European practice, where ESG training is strictly regulated by the CSRD (Corporate Sustainability Reporting Directive) and CSDDD (Corporate Sustainability Due Diligence Directive), and Ukrainian realities, which are currently at the stage of adaptive transformation. Critical barriers that hinder the mass implementation of Green HRM in Ukraine are identified: from systemic economic pressure and specific military risks to the low level of involvement of line personnel in environmental initiatives. The results of the study demonstrate the synergistic effect of GHRM implementation in three interrelated areas: environmental (minimization of carbon footprint), economic (reduction of specific energy costs) and social (increased stakeholder loyalty). The practical significance of the work lies in the development of an applied roadmap for the Ukrainian energy business. It includes an algorithm for integrating environmental KPIs into the payroll system, the formation of autonomous "green teams" (Green Teams) and training personnel for the operation of intelligent energy networks (Smart Grids). It is summarized that the implementation of Green HRM in 2026 is not only an ethical choice of management, but also a mandatory prerequisite for maintaining access to international investment resources and grant programs during the period of intensive post-war restoration of the national energy system.