FORMATION OF AGRICULTURAL ENTERPRISE DEVELOPMENT STRATEGY BASED ON CLIMATE NEUTRALITY PRINCIPLES (CASE STUDY OF IMC AGROHOLDING)

Authors

  • Oleksandr Faichuk cand.sc.(econ.), assoc. prof., associate professor at the department of administrative management and foreign economic activity, National University of Life and Environmental Sciences of Ukraine, Kyiv, Ukraine
  • Stepan Hryniuk candidate for the third (educational and scientific) level of higher education in the specialty “Agrarian Management”, National University of Life and Environmental Sciences of Ukraine, Kyiv, Ukraine

DOI:

https://doi.org/10.37332/

Keywords:

development strategy, climate neutrality, PESTEL, SWOT, TOWS, McKinsey/GE, Smart Green Strategy, decarbonization, CBAM, agroholding

Abstract

Faichuk O.M., Hryniuk S.V.  FORMATION OF AGRICULTURAL ENTERPRISE DEVELOPMENT STRATEGY BASED ON CLIMATE NEUTRALITY PRINCIPLES (CASE STUDY OF IMC AGROHOLDING)

Purpose. The aim of the article is to theoretically substantiate and development of a conceptual approach to the formation of agricultural enterprise development strategy based on climate neutrality principles using a complex of strategic analysis tools (PESTEL, SWOT, TOWS, McKinsey/GE) on the example of IMC agroholding.

Methodology of research. The methodological basis is the concept of sustainable development and Triple Bottom Line. Methods applied: PESTEL analysis (22 factors) for macro-environment assessment; SWOT analysis of internal potential and external opportunities; TOWS matrix for generating strategic alternatives; McKinsey/GE matrix for investment prioritization.

Findings. Three types of development strategies have been identified for climate neutrality: technological modernization (precision farming), energy transformation (decarbonization), market diversification (carbon credits, ISCC). Using PESTEL analysis, a moderately favorable impact of the external environment (3.34 out of 5.00) was identified, with the most important positive factors being the European integration of Ukraine (0.60), the availability of green finance (0.50) and precision farming technologies (0.40). SWOT analysis confirmed the presence of the company's internal potential: land bank of 116 thousand hectares, EBITDA margin >40%, 100% precision farming coverage. TOWS matrix formed 11 strategic initiatives by combining strengths/weaknesses with opportunities/threats. Using the McKinsey/GE matrix, the concentration of investments in precision agriculture (4.7×4.5) and decarbonization (4.5×4.2), which are positioned in the Invest/Grow zone, was substantiated.

Originality. For the first time, an integrated approach to agricultural enterprise development strategy formation was developed, combining classical strategic analysis tools with climate parameters under CBAM conditions, which, unlike existing approaches, ensures synergy of economic and environmental goals.

Practical value. The methodological toolkit can be used by agricultural enterprises of various scales to form climate-oriented strategies. IMC's Smart Green Strategy experience demonstrates the possibility of combining EBITDA growth >40% with production decarbonization.

Key words: development strategy, climate neutrality, PESTEL, SWOT, TOWS, McKinsey/GE, Smart Green Strategy, decarbonization, CBAM, agroholding.

 

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Published

2025-12-26

Issue

No. 4 (2025): INNOVATIVE ECONOMY

Section

Статті

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How to Cite

“FORMATION OF AGRICULTURAL ENTERPRISE DEVELOPMENT STRATEGY BASED ON CLIMATE NEUTRALITY PRINCIPLES (CASE STUDY OF IMC AGROHOLDING)”. INNOVATIVE ECONOMY, no. 4, Dec. 2025, pp. 103-10, https://doi.org/10.37332/.