Volume 11 - Issue 53
/ May 2022
111
https:// www.amazoniainvestiga.info ISSN 2322 - 6307
DOI: https://doi.org/10.34069/AI/2022.53.05.11
How to Cite:
Nahornyi, V., Tiurina, A., Ruban, O., Khletytska, T., & Litvinov, V. (2022). Corporate social responsibility in modern transnational
corporations. Amazonia Investiga, 11(53), 111-121. https://doi.org/10.34069/AI/2022.53.05.11
Corporate social responsibility in modern transnational corporations
Корпоративна соціальна відповідальність у сучасних транснаціональних
корпораціях
Received: April 13, 2022 Accepted: May 13, 2022
Written by:
Vitalii Nahornyi49
https://orcid.org/0000-0001-5551-4779
Alona Tiurina50
https://orcid.org/0000-0002-0894-8897
Olga Ruban51
https://orcid.org/0000-0002-7416-8354
Tetiana Khletytska52
https://orcid.org/0000-0002-6117-7470
Vitalii Litvinov53
https://orcid.org/0000-0003-2826-0819
Abstract
Since the beginning of 2015, corporate social
responsibility (CSR) models have been changing
in connection with the trend towards the
transition of joint value creation of corporate
activities and consideration of stakeholders’
interests. The purpose of the academic paper lies
in empirically studying the current practice of
social responsibility of transnational
corporations (TNCs). The research methodology
has combined the method of qualitative analysis,
the method of cases of agricultural holdings in
emerging markets within the framework of
resource theory, institutional theory and
stakeholders’ theory. The results show that the
practice of CSR is integrated into the strategy of
sustainable development of TNCs, which
determine the methods, techniques and forms of
communication, as well as areas of stakeholders’
responsibility. The internal practice of CSR is
aimed at developing norms and standards of
moral behaviour with stakeholders in order to
maximize economic and social goals. Economic
goals are focused not only on making a profit, but
49
Ph. D, Associate Professor, Department of Economics, Faculty of Economics, National University of Life and Environmental
Sciences of Ukraine, Kyiv, Ukraine.
50
Ph. D in Economics, Associate Professor, Department of Administrative Management and Foreign Economic Activity, Faculty of
Agrarian Management, National University of Life and Environmental Sciences of Ukraine, Kyiv, Ukraine.
51
Assistant, Department of Economics, Faculty of Economics, National University of Life and Environmental Sciences of Ukraine,
Kyiv, Ukraine.
52
Ph. D, Assistant Professor, Department of Economics, Educational and Scientific Institute of Telecommunications, State University
of Telecommunications, Kyiv, Ukraine.
53
Associate Professor Department of Economics and Management, Ph. D in Economics, Faculty of economics and nature
management, Separated subdivision National University of Life and Environmental Sciences of Ukraine Berezhan agrotechnical
institute, Berezhan, Ukraine.
112
www.amazoniainvestiga.info ISSN 2322- 6307
also on minimizing costs due to the potential
risks of corruption, fraud, conflict of interest. The
system of corporate social responsibility of
modern TNCs is clearly regulated by internal
documents that define the list of interested parties
and stakeholders, their areas of responsibility,
greatly simplifying the processes of cooperation
and responsibility. As a result, corporations form
their own internal institutional environment.
Ethical norms help to avoid the risks of
opportunistic behaviour of personnel, conflicts of
interest, cases of bribery, corruption, and fraud.
The theoretical value of the research lies in
supplementing the theory of CSR in the context
of the importance of a complex, systematic
approach to integrating the theory of resources,
institutional theory, theory of stakeholders in the
development of strategies for sustainable
development of TNCs, the practice of corporate
governance and social responsibility.
Keywords: Corporate social responsibility,
corporate ethics, compliance, smart corporation,
sustainable development.
Introduction
The models of corporate social responsibility
(CSR) of transnational companies are being
transformed due to legal changes, increased
government requirements for environmental
protection, protection of labour rights and
changes in forms and working conditions.
Companies are increasingly frequently
implementing a comprehensive system of CSR
based on sustainable development strategies,
which includes achieving economic, social,
environmental development goals and at the
same time taking into account the interests of
various stakeholders. An integrated approach
involves a combination of resource theory,
institutional theory and stakeholders’ theory as
the main ones for explaining and implementing
CSR (Ashrafi, Magnan, Adams & Walker,
2020). The approach outlined is important in the
context of the fact that the implementation of the
CSR model is focused on people and labour
resources due to a number of unfulfilled needs
and rights and the impact of corporations on the
life quality (Renouard & Ezvan, 2018). The
above-mentioned tendencies require a detailed
study of the practical implementation of
measures within the CSR models introduced in
corporations.
The purpose of the academic paper lies in
empirical studying the modern practice of social
responsibility of transnational corporations
(TNCs).
Literature Review
Corporate social responsibility is represented by
the norms, standards and methods of economic,
social, environmental activities while in the
execution of financial and legal obligations,
involving the implementation of long-term
strategy with defined results by top management
of corporations (Ashrafi, Adams, Walker &
Magnan, 2018). The founder of CSR theory
Bowen (2013) defines the concept of social
responsibility as “obligations of businessmen to
pursue those policies, to make those decisions, or
to follow those lines of action which are desirable
in terms of the objectives and values of our
society”. Sarkar & Searcy (2016) analysed
110 definitions of CSR, formed in 1953‒2014,
which allowed them to systematize the basic
conceptual fundamentals of the theory in terms
of three stages of its development. Dahlsrud
(2008), based on an analysis of 37 definitions of
CSR for the period of 1980‒2013, argues about
the similarity of interpretations of this concept.
Berger-Walliser & Scott (2018), based on an
analysis of CSR trends in the US, EU, China,
India, define this concept as “a clear obligation
of corporations to socially and ethically be
responsible to the society”. Moon & Parc (2019)
note that the social activities of corporations can
create value in the framework of the development
strategy and the new “Smart Corporation”
concept. At the same time, the society should
recognize the value of cooperation within the
framework of corporate activities. Agudelo,
Nahornyi, V., Tiurina, A., Ruban, O., Khletytska, T., Litvinov, V. / Volume 11 - Issue 53: 111-121 / May, 2022
Volume 11 - Issue 53
/ May 2022
113
https:// www.amazoniainvestiga.info ISSN 2322- 6307
Jóhannsdóttir & Davídsdóttir (2019) adhere to
the similar opinion: “the comprehension of
corporate responsibility has evolved from being
limited to making profits to including a broader
set of responsibilities, in particular, to the belief
that the primary responsibility of companies
should be aimed at creating shared value”.
Renouard & Ezvan (2018) understand CSR as a
responsibility for human development in two
ways:
a) holistic responsibility shared by
companies with other actors for the
protection of humanity.
b) the direct responsibility of each
company for its impact on stakeholders’
capabilities.
In the scientific literature, there are different
theoretical models of CSR, among which the
Carroll Pyramid theory, the Triple bottom line
theory and the stakeholder theory can be
considered as the principal ones. In most cases,
corporations most often use a stakeholder
methodology with an emphasis on the
shareholders’ interests and a formal
consideration of the interests of the society.
However, recent studies point to a
comprehensive systematic approach towards the
implementation of CSR, aimed at realizing the
interests of owners and the society (Brin &
Nehme, 2019). Since the 1950s, several CSR
models have been developed in order to clarify
the respective roles and responsibilities of
corporations in relation to shareholders and
stakeholders, whose strengths, benefits and
challenges are represented in Table 1.
Table 1.
Summary of the main properties and characteristics for three CSR theories; The Carroll Pyramid theory,
The Triple bottom line theory and the stakeholder theory (created by authors)
CSR
Theory
Characteristics of CSR Theories
Strength of the Theory
Benefits of Applying the
Theory
Challenges in Applying
the Theory
The Carroll
CSR
Theory
Taking into account four
main responsibilities for
CSR approach: economic,
legal, ethical and
philanthropic Arranging
the four responsibilities in
the order of the hierarchy
Revealing good citizen
image for corporation
Improving the reputation of
corporations
Prior to implementing the
Carroll CSR theory,
external social and
environmental situations
must be studied; it will
take more time and effort
to apply the theory
The Triple
Bottom
Line
Theory
Taking into account three
main responsibilities for
CSR approach: economic,
social and environmental
Supporting the corporation to
achieve sustainability
When using the approach,
any corporation has to
balance between the three
CSR responsibilities in
order to achieve
sustainable goals in
society and ecology
The
Stakeholder
Theory
Taking into account the
interest of various
stakeholders groups
Allowing the corporation to
maintain a strong
interrelation and
interconnection with
community and business
components. If the aim is
achieved, the company will
gain the trust and loyalty of
all stakeholders
When using the approach,
any corporation has to
balance the interests of all
stakeholders and adopt a
transparent policy with
them
Source: Brin & Nehme (2019).
Ashrafi, Adams, Walker & Magnan (2018)
identify the main stages of development of the
CSR concept as follows:
1. The period of 1953‒1982, which is
characterized by two opposing viewpoints of
scientists, namely: the responsibility of the
corporation to develop economic, social and
legal obligations; recognition by supporters
of the classical economic ideology of the
free market as the sole responsibility of
corporations - towards achieving economic
goals. During this period, the main concept
of CSR lies in the voluntary fulfilling by
114
www.amazoniainvestiga.info ISSN 2322- 6307
corporations of economic, legal and social
obligations.
2. The period of 1983‒2002, characterized by the
introduction of ethics in CSR practice, the
inclusion of environmental issues, sustainability
and stakeholders’ interests in corporate strategy.
3. The period of 2003‒2014, the key components of
CSR models are environmental aspects,
stakeholders’ interests, ethical issues (Sarkar &
Searcy, 2016).
Since the beginning of 2015, corporations have
been introducing new CSR models that provide
for the implementation of activities within the
framework of sustainable development strategies
beyond the legal requirements (Pintea, 2015).
The ethics of corporate activity remains a
significant component of CSR, depending on the
level of development of the country where the
corporation operates (Sharma, 2019). CSR
models have been also moving away from the
traditional social / charitable focus towards a
more holistic view of social, environmental and
economic responsibility; the transition to the
theory of the triple result is underway (Dahlsrud
2008; Sarkar and Searcy 2016). The modern CSR
theory postulates that the social responsibility of
any corporation is no longer limited to making a
profit and complying with the law. Currently,
corporations face the challenge of upholding the
values and interests of shareholders, as well as
consumers, employees, communities,
government, the environment and other
stakeholders (Nasrullah & Rahim, 2014a;
2014b). Creating shared values is also an integral
part of the modern CSR theory (Carroll, 2015):
“In fact, businesses engage in CSR because they
see in the framework the benefits for them as well
as society”. McLennan & Banks (2019) note that
corporations prefer relationships and interactions
built within a corporate structure over tangible
outcomes in the context of longer-term effects.
That is precisely why CSR projects are
implemented as part of sustainable development
strategies in the long term. According to the
viewpoint of Ashrafi, Magnan, Adams & Walker
(2020), the CSR model is integrated into the
corporate business strategy. Corporate policy and
the set of actions within the scope of CSR are
supported by internal and external mechanisms
based on resource theory and institutional theory.
This should be in line with the interests and
expectations of internal and external
stakeholders. In addition, this tendency is
facilitated by globalization and growth, the
expansion of the activities of transnational
corporations, the call of governments for greater
social, environmental responsibility, disclosure
of information about the activities and
transparency of the various risks of performance
(Berger‐Walliser & Scott, 2018).
Thus, the tendencies in the development of the
theory and CSR models are discussed in the
scientific literature in connection with various
factors of the internal and external environment.
Scholars dispute about the strengths, benefits and
conceptual principles of CSR. New models of
social responsibility focus on creating shared
value and value of corporate activities, taking
into account the interests of stakeholders in the
framework of the sustainability strategy. A
multipronged approach to integrating the CSR
model involves a combination of resource theory,
institutional theory and stakeholder theory.
Methodology
The research is based on the theory of resources,
institutional theory within the framework of the
institutional environment of the corporations
functioning in Ukraine on the example of the
main agro-industrial holdings (Renouard &
Ezvan, 2018; Ashrafi, Magnan, Adams &
Walker, 2020). In particular, the academic paper
explores the issues of forming the internal
institutional environment of agricultural holdings
on the basis of a comprehensive approach of
companies towards the integration of the CSR
conceptual fundamentals.
The case analysis method has been used to
qualitatively study the practice of corporate
governance and social responsibility of
corporations in the agro-industrial sector of
Ukraine. In order to conduct a detailed analysis
of the practice of implementing the CSR concept
of agro-industrial enterprises, agricultural
industrial holdings have been selected, where
corporate governance has been introduced in
accordance with international standards.
In the course of the research, the information,
statistical data of agricultural holdings posted on
official websites have been used, namely:
1) corporate development strategies,
sustainable development reports and
management reports, where economic,
social, environmental goals are defined and
actual indicators of their achievement are
given;
2) programs and codes of business ethics,
compliance, code of ethical conduct and
investigation procedures;
3) internal documentation on the ethical
principles of staff behaviour in order to
Volume 11 - Issue 53
/ May 2022
115
https:// www.amazoniainvestiga.info ISSN 2322- 6307
minimize opportunistic behaviour and
increase the level of rationality of decisions,
especially of top management;
4) documentation on policies for managing
conflicts of interest and preventing,
combating fraud and corruption;
5) policy of interaction with suppliers; 6) anti-
discrimination policy.
Results
The internal documentation of corporate
governance, strategic documents of sustainable
development of TNCs, management reports are
the basis for building a system of social
responsibility of companies.
Myronivsky Hliboproduct (hereinafter referred
to as MHP Group, MHP, and Company) was
founded as a vertically integrated company, a
leader in the Ukrainian markets of industrial
poultry production and export of chilled poultry
meat. MHP has European equity and foreign
production assets in the Netherlands, Slovenia,
Slovakia, as well as a distribution office in the
UAE. The Company has 40 independent
divisions (enterprises) located in 16 regions of
Ukraine, and about 28 thousand employees as of
2019. MHP is one of the world leaders in the
agricultural market in the field of poultry
farming. Sustainable development of MHP takes
place in the main areas as follows: innovation,
corporate social responsibility, environmental
protection, product quality and safety,
responsibility for personnel, charity. The
substantively built CSR system is an important
component of the sustainable development
strategy. The Charitable Foundation comprises
31 managers who are responsible for the
organization, control and implementation of CSR
activities and projects in the regions of MHP
enterprises.
The Stakeholder Engagement Plan (MHP,
2020c) is a significant component of the
Environmental and Social Impact Assessment
(ESIA) of the MHP agro-industrial holding. The
purpose of the Plan lies in improving and
facilitating the decision-making process,
promoting the timely creation of a productive
structure that actively engages stakeholders and
provides them with all opportunities and
communication tools designed to share views,
recommendations and discuss issues affecting
the Plan. The Plan is considered as an effective
tool towards facilitating active partnerships and
effective communication between MHP and
stakeholders, which is critical to a long-term
sustainable development strategy. Stakeholders
are defined by a company as any person, group
or organization that has an interest in the results
of the work. Key stakeholders are any
stakeholders who have a substantial impact on
the work or feel a significant influence, and
where these interests and influences must be
recognized if the result of the work is to be
successful.
The Stakeholder Interaction Plan (MHP, 2020c)
includes as follows:
1) determining the structure of the company
based on areas of activity;
2) disclosure of information on legal
requirements, international operating
practices, company responsibilities, internal
standards and CSR policies;
3) identification of stakeholders;
4) involvement and consultation of
stakeholders;
5) reporting and mechanisms for filing
complaints, namely CSR monitoring,
reporting and control, handling of
complaints, roles and areas of responsibility
of the parties.
The Stakeholder Interaction Plan clearly defines
the categories of interested parties and
stakeholders, their area of interest (Table 2),
which significantly simplifies the process of
cooperation, interaction between them by
identifying key areas of responsibility.
116
www.amazoniainvestiga.info ISSN 2322- 6307
Table 2.
List of MHP’s interested parties and stakeholders
Categories of
interested
parties
Categories of stakeholders
Sphere of interests
International
organizations
IFC ‒ International Finance Corporation;
EBRD (European Bank for
Reconstruction and Development) ‒
EBRD Headquarters in London ‒ Kyiv
Office
Compliance with environmental and social
performance standards and EHS Guidelines
(Occupational Safety, Environment and Safety); Compliance with EBRD environmental and social
policies (2014), including EHS best practices,
environmental and social impact assessment,
environmental and social action planning.
Authorities /
Government
bodies
Government of Ukraine, including:
Ministry of Agrarian Policy, Ministry of
Emergencies, Ministry of Ecology and
Natural Resources, Ministry of Health,
Ministry of Social Policy, Public Health
Epidemic Service, Fire Safety
Authorities, Social Insurance Fund
Design solutions; Urban planning; EIA requirements; Permission for emissions / discharges; Emergency planning; Details on the operation and change of services; Employment and labour protection; Acquisition of land; Health and safety of workers.
Suppliers /
Services
Various contractors for the supply of
services, products and equipment,
including: “METRO Cash & Carry
Ukraine” LLC, “Lysoform Medical” LLC
Information on delivery; EHS requirements and standards, including
occupational safety and health requirements;
Suppliers /
Services
“Energy Group” LLC, “Eco” LLC,
“Ecolab Ukraine” LLC, “Food Plant”
LLC, PJSC “UHL-MASH”
Profitability and financial performance of MHP; Transport and logistics connections and
infrastructure; Access to tenders and contracts for the supply of
goods and services for MHP.
Clients /
Consumers /
Partners
Branch “Poultry Complex”, “Vinnytsia
Poultry Farm” LLC, Branch “VKVK”,
“Vinnytsia Poultry Farm” LLC, “Sobar
Group” LLC, “Production and Trade
Enterprise Adonis” LLC, “Agrotechnics”
LLС, “Regulus Expedition” LLC,
“Ûnghajnrìh Lift Truck” Pe
“Montažventilâcìâ”, Engineering
company “Techprylad”, “Mea food
solûšnz” LLС, “Mea Vestfaliâ” LLС,
“Galpodšipnik” LLC
Product quality and biosecurity; Security and reliability of supply chains; EHS requirements and standards, including
occupational safety and health requirements; Maintaining and ensuring the level of production
yield.
Employees
MHP staff, managers and directors,
especially MHP Group employees;
Contractors, Retirees; Workers’ families
Internal training and responsibilities; Employment, social policy and procedures Occupational safety.
Local
communities
and
community
groups
Municipalities of the regions City council in more than 500 towns Village councils and local associations in
the relevant districts of Vinnytsia and
Cherkasy Major opinion leaders in local
communities People residing near any area of MHP
activity Schools Landlords Vulnerable groups (women, the elderly,
the illiterate, etc.) Local enterprises and suppliers
Involvement in development (including design
solutions) / construction works; Changes in services and capabilities, including
pricing; Changes in local access and public transport; Tax revenues from local entrepreneurs and service
fees; Impact on the environment and other local
communities (logistics, etc.) and mitigation; Accommodation of employees; Employment; Obtaining education; Land lease opportunities, price reviews; Provision of drinking water and roads; Emissions of effluent water; Use and protection of forestry; Local hospital and medical care; Local education and schooling; Easier access to MHP products.
Volume 11 - Issue 53
/ May 2022
117
https:// www.amazoniainvestiga.info ISSN 2322- 6307
Non-
governmental
public
organizations
Public organizations “Bank watch”,
“Ecoaction”, “Lydyzhynska Public Council”, “People’s Center for
Environmental Control”, “Voice of
Nature”, “Living Planet”, “All-Ukrainian
Ecological League”
Corporate website; Social networks; Telephone hotline; E-mail; Ordinary mail; Feedback form on the corporate website; Regular meetings with non-governmental
organizations; Round tables and dialogues, open days and visits to
places; Regular meetings with non-governmental
organizations; Round tables and dialogues, open days and visits to
places; Exchange of reports on sustainable development.
Media
Non-governmental public organizations Local newspapers and radio Television and online broadcasters
Development and procurement plans; Impact on the economy and local community,
including pricing; Impact on the environment; Revenue from advertising; Notice of employment and establishment of the
statute; Public information campaigns and consultations.
Source: (MHP, 2020c).
The plan also defines the mechanism of
interaction with the various ways of interest,
including means and tools, methods of
communication, interaction (Figure 1). The
objectives of external communications lie in
ensuring constant interaction with target
audiences regarding activities, efficiency,
development and investment plans, as well as
their implementation. External communication
methods typically include hereinafter contained
forms of communication, frequency of events,
and specific stakeholder groups. The Department
of Corporate Social Responsibility and the Chief
Environmental Officer of MHP bear overall
responsibility for processing consultations and
disclosing information, including organizing the
consultation process, communicating with
selected stakeholder groups, collecting and
processing comments / complaints, and
responding to any such comments and
complaints. Depending on the nature of the
comment / complaint, they will be provided to
the relevant person of the company for response
and will be monitored until closing.
Figure 1. Mechanism of interaction with stakeholders.
Source: (MHP, 2020c).
•Press releases, regular reports, websites, intranet
(internal MHP portal), corporate publications, social
networks, bulletin boards, media, POS materials
Regular communications,
exchange of information via:
•Direct communication, negotiations, consultations,
public hearings, round tables, conferences, seminars
PR and communication via:
•Surveys, questionnaires, face-to-face communications
Establishing dialogue, exchanging
views and interests via:
•Meetings, exhibitions, forums, conferences
Activities supported by key
stakeholders via:
•Programs, projects, events, actions, competitionsJoint activities
118
www.amazoniainvestiga.info ISSN 2322- 6307
MHP adheres to the Cyprus Company Law (CAP
113) and voluntarily applies the provisions of the
corporate governance regime set out in the UK
Corporate Governance Code as practically as
possible. The principal aspects of MHP’s
corporate governance policy are specified in the
Charter of Corporate Governance approved by
the Board of Directors (hereinafter referred to as
the “Board”) on May 10, 2018. MHP strictly
adheres to all laws and regulations in all
territories where the company is represented,
including local and international norms and
standards applicable to production and business
in Ukraine, the Netherlands, Slovakia, Slovenia,
Bosnia and Herzegovina, Croatia and
Macedonia. MHP applies international standards
to corporate operations and internal procedures,
including IFC and EBRD environmental and
social performance standards, which are publicly
available.
Corporate governance includes supervision over
the activities of the Group of Enterprises of PJSC
“MHP”, which provides as follows:
1) competent and balanced management;
2) reliable planning;
3) ensuring sound management and internal
control;
4) maintaining proper accounting and other
records;
5) compliance with legal and regulatory
obligations (MHP, 2020d).
Corporate governance practices of PJSC “MHP”
include conflict of interest management policy,
integrity management policy, development of
ethical principles of doing business, anti-money
laundering and anti-terrorist financing policy,
anti-bribery and corruption policy. For instance,
business ethics policy includes the Business
Ethics and Compliance Program of PJSC
“MHP”, which forms a culture of integrity and
compliance of business practice with the
legislation of Ukraine, international regulatory
legal acts and internal ethical principles of doing
business in accordance with the Code of Ethics
of MHP (2020a). This means that the relevant
norms and standards of conduct with internal and
external stakeholders are applicable at PJSC
“MHP”, in particular, in order to reduce
transaction costs connected with dishonest
behaviour of personnel with clients, contractors,
partners, government authorities. The Code of
Ethics provides for the organization of the
necessary measures on preserving and increasing
the value of the business, ensuring compliance
with long-term obligations of the company and
minimizing the risk of corruption.
The practice of corporate governance involves
managing the procedure of conflict of interest,
which occurs when a top manager has his own
interest in concluding a certain agreement
contradicting the company’s agreement. In such
case, the top manager notifies the Management
Board of any conflict or potential conflict;
however, he cannot participate in voting. The top
manager is obliged to inform the Chairman of the
Board about the conflict. At the general meeting
of shareholders, a special report is drawn up on
any transactions in which any of the directors
may have a personal interest, which is contrary to
the interests of the company; this report is
disclosed to the shareholders of the company. For
instance, during June‒July 2020, 4 000 key
employees of all enterprises of PJSC “MHP”
have undergone safe and simple procedures for
declaring conflicts of interest. Most of the
identified conflicts have already been resolved.
According to the data of the financial service of
PJSC “MHP”, on average, each such conflict of
interest causes the company about 10 000 USD
in losses. The Security Service of PJSC “MHP”
has revealed several cases of intentional
concealment of conflicts of interest, including in
the units of Perutnina Ptuj (MHP, 2020a).
The purpose of internal regulations and policies
lies in establishing the procedures and
controlling processes, ensuring compliance of
MHP operations with applicable laws and norms
and internal rules and standards of the MHP
Group, and protecting the MHP Group and its
employees from relevant ethical, legal and
business risks. All policies are reviewed by the
MHP Council at least once a year. Along with
this, the responses of stakeholders are collected
and analysed in order to improve policies, and
additional research results are integrated into the
updated version of each policy. MHP is also
committed to notify about its corporate standards
and programs to employees and the public
through the Company’s main communication
channels (including the MHP corporate website
www.mhp.com.ua) as part of a broader effort to
engage employees and stakeholders in volunteer
initiatives. MHP annually evaluates the
effectiveness and impact of its corporate
contributions. The assessment measures how
regularly MHP maintains a dialogue with
communities and key stakeholders, and how this
helps to improve the management of existing
projects and identify future opportunities.
PJSC “MHP” puts demand towards the staff to
comply with the Code of Ethics, Code of
Conduct for Compliance in Trade and Production
and other policies related to business hospitality
Volume 11 - Issue 53
/ May 2022
119
https:// www.amazoniainvestiga.info ISSN 2322- 6307
and gifts, insider trading, anti-money laundering,
validity of promotional materials and other
activities (MHP, 2020b). PJSC “MHP” has
implemented the Copa Cogeca Principles of
Ethical Conduct, the United Nations Food and
Agriculture Organization’s Global Principles of
Business Ethics and the United Nations Global
Sustainable Development Goals 2030, defining
the benchmark of the highest ethical standards in
the field of agro-industrial structures around the
world. The company cooperates with 7 groups of
stakeholders, namely: employees, communities,
government agencies (government agencies of
all levels and institutions in the presence of MHP
companies), media (district, regional, national
media), business partners, international and non-
governmental public organizations, investors
(IFC, EBRD, banking institutions, shareholders
of the company).
In order to avoid legal and regulatory risks, PJSC
“MHP” carries out management activities,
forasmuch as the company may suffer from
regulatory events in any of the countries in which
it operates, including changes in fiscal, tax or
other regulatory regimes. Potential consequences
include increased expenditures on satisfying new
environmental requirements; possible
expropriation of assets; the emergence of taxes or
new requirements for the maintenance of local
property. The management of PJSC “MHP”
actively monitors regulatory developments in the
countries of operation. Financial Control of PJSC
“MHP” has organized the tax service and the
treasury in full compliance with local laws in the
jurisdictions in which the business is registered.
The company pays taxes in full in all
jurisdictions in which it operates. In addition,
PJSC “MHP” is consistently developing and
integrating regulations on the abuse of market
conditions by management personnel into
business practice standards.
PJSC “MHP” also maintains control in order to
prevent bribery and corruption. Material bribery
or corruption incidents can lead to significant
reputational damage, unfavourable relationships
with stakeholders, financial penalties and,
consequently, they may result in the loss of the
business licence. PJSC “MHP” maintains
reliable anti-bribery and corruption policies and
procedures that are regularly reviewed and
monitored by the Audit Committee. These
include a code of ethical conduct and
investigation that all employees must adhere to in
matters such as bribery, gifts, suppliers and
customer relations, conflicts of interest and other
potentially corrupt activities. PJSC “MHP” has a
hotline for reporting suspected bribery and
corruption transactions.
A similar practice of transaction cost
management exists in the joint-stock company
Ukrlandfarming, which includes the ethical
principles of staff behaviour defined in the
internal documentation in order to minimize
opportunism and increase the level of rationality
of decisions, especially of top management. JSC
Ukrlandfarming has formed its own principles,
values and rules of conduct, including legality,
fair competition, anti-bribery, compliance with
agreements, respect for staff, ensuring their
professional development, in particular,
professional skills through technology,
conducting socially responsible business
(Official site of JSC Ukrlandfarming, 2020).
Agro-industrial group Kernel is also
characterized by a similar transaction cost
management practice, including ethical business
conduct, compliance, and corporate governance.
Business ethics and compliance include the
elements as follows: ethical norms and standards
for building a business reputation based on
transparency, honesty, responsible leadership,
legality and rules of conduct, social
responsibility and sustainable development,
environmental friendliness of business (Kernel
Official Website, 2020c); conflict management
and anti-fraud, anti-fraud and anti-corruption
policies (Kernel Official Website, 2020d);
supplier engagement policy (Kernel Official
Website, 2020b); anti-discrimination policy
(Kernel Official Website, 2020a); compliance.
The corporate governance of Kernel includes the
audit committee and audit of the company, the
finance department headed by the CFO, the legal
department and the corporate investment
department.
The practice of corporate governance of agro-
industrial groups is accompanied by constant
changes, in particular, reorganization. For
instance, the agro-industrial holding “Astarta-
Kyiv” has carried out a comprehensive
reorganization of the dairy farm management
system in order to increase the efficiency and
profitability of production, including as follows:
the opening of a feed centre; creation of a zoo
service structure within the company; change in
the organizational structure of farms and job
responsibilities of key employees; use of a new
system of staff motivation.
120
www.amazoniainvestiga.info ISSN 2322- 6307
Discussion
The necessity to conduct international activities
due to the limited domestic markets for products
automatically facilitates the integration of the
best practices of social responsibility into the
management system and consideration of the
institutional environment, the requirements of
stakeholders in foreign markets. Corporate
governance, as the main component of the
system, forms internal norms, business
standards, sets the rules for organizing risk
management, reorganizing the company if it is
necessary to change the rules of operation, team
work ethics, accounting policy and management
accounting of transactions, financial policy, and
policy for the introduction of technologies
simplifying transactions with contractors.
CSR practice is integrated into the sustainable
development strategies of TNCs, which
determine the ways, methods and forms of
communication, the areas of responsibility of
stakeholders. Moreover, agricultural holdings
actively cooperate with local communities,
processing their complaints in accordance with
the established interaction mechanisms.
The internal practice of CSR is focused on
developing norms and standards of moral
behaviour with stakeholders in order to
maximize economic and social goals. Economic
goals are aimed not only at making a profit, but
also at minimizing costs due to the potential risks
of corruption, fraud, conflict of interest. These
risks can cause significant damage to the
company and loss of reputation on the part of
partners and suppliers. Therefore, within the
framework of CSR, corporations implement
plans for interaction with suppliers, partners, and
shareholders, determine the frequency of
communications and accountability. Cooperation
has become one of the important elements of
social responsibility, which provides added value
to business and the value of corporate activities.
Conclusions
The system of corporate social responsibility of
modern TNCs is clearly regulated by internal
documents defining the list of interested parties
and stakeholders, their areas of responsibility,
which greatly simplifies the processes of
cooperation and responsibility. The need for the
functioning of agricultural holdings in the world
markets, which are characterized by differences
in the institutional environment, necessitates the
introduction of uniform rules, principles of
corporate governance, social responsibility and
ethical standards. As a result, corporations form
their own internal institutional environment.
Ethical norms help to avoid risks of opportunistic
behaviour of the staff, conflicts of interest, cases
of bribery, corruption, fraud. Agricultural
holdings form and disseminate internal norms,
rules, business standards to the external
environment when interacting with stakeholders
in accordance with sustainable development
strategies. Reorganization of the management
system (organizational structure, in particular) is
one of the areas of CSR implementation, which
contributes to a clear definition of areas of
responsibility within the framework of
interaction plans and corporate development
programs.
Bibliographic references
Agudelo, M. A. L., Jóhannsdóttir, L., &
Davídsdóttir, B. (2019). A literature review
of the history and evolution of corporate
social responsibility. International Journal of
Corporate Social Responsibility, 4(1), 1‒23.
Ashrafi, M., Adams, M., Walker, T. R., &
Magnan, G. (2018). How corporate social
responsibility can be integrated into corporate
sustainability: A theoretical review of their
relationships. International Journal of
Sustainable Development & World Ecology,
25(8), 672‒682.
https://doi.org/10.1080/13504509.2018.1471
628
Ashrafi, M., Magnan, G. M., Adams, M., &
Walker, T. R. (2020). Understanding the
conceptual evolutionary path and theoretical
underpinnings of corporate social
responsibility and corporate sustainability.
Sustainability, 12(3), 760.
Berger‐Walliser, G., & Scott, I. (2018).
Redefining corporate social responsibility in
an era of globalization and regulatory
hardening. American Business Law Journal,
55(1), 167‒218.
Bowen, H. R. (2013). Social responsibilities of
the businessman. University of Iowa Press.
Brin, P. V., & Nehme, M. N. (2019). Corporate
social responsibility: analysis of theories and
models. EUREKA: Social and Humanities,
№ 5, 22‒30.
Carroll, A. B. (2015). Corporate social
responsibility: The centerpiece of competing
and complementary frameworks.
Organizational dynamics. 44(2), 87–96.
https://doi.org/10.1016/j.orgdyn.2015.02.002
Dahlsrud, A. (2008). How corporate social
responsibility is defined: an analysis of 37
definitions. Corporate social responsibility
Volume 11 - Issue 53
/ May 2022
121
https:// www.amazoniainvestiga.info ISSN 2322- 6307
and environmental management, 15(1),
1‒13.
Kernel Official Website (2020a). Kernel Anti-
Discrimination Policy / Anti-Harassment and
Violence Policy. https://www.kernel.ua/wp-
content/uploads/2021/07/Politika-
antidiskriminatsiyi-2021_v3_14042021.pdf
Kernel Official Website (2020b). Code of
interaction with suppliers.
https://www.kernel.ua/wp-
content/uploads/2021/10/Kodeks-
vzaimodejstviya-s-
postavshhikami_UKR_041021.pdf
Kernel Official Website of Kernel (2020c).
Kernel Code of Ethics.
https://www.kernel.ua/wp-
content/uploads/2020/01/Corporate_Code__
new_ua.pdf
Kernel Official Website (2020d). Kernel Conflict
of Interest Management and Anti-Fraud and
Corruption Policy.
https://www.kernel.ua/wp-
content/uploads/2018/10/policy_for_managi
ng_conflicts_of_interests_combating_fraud_
and_corruption_ukr.pdf.pdf
McLennan, S., & Banks, G. (2019). Reversing
the lens: Why corporate social responsibility
is not community development. Corporate
Social Responsibility and Environmental
Management, 26(1), 117‒126.
Moon, H. C., & Parc, J. (2019). Shifting
corporate social responsibility to corporate
social opportunity through creating shared
value. Strategic change, 28(2), 115‒122.
Nasrullah, N. M., & Rahim, M. M. (2014a). CSR
in private enterprises in developing countries.
Evidences from the ready-made garments
industry in Bangladesh. Springer.
Nasrullah, N. M., & Rahim, M. M. (2014b).
Understanding of CSR and its Standards. In
CSR in Private Enterprises in Developing
Countries (pp. 11‒40). Springer, Cham.
Official site of JSC Ukrlandfarming (2020).
Ethics and responsibility.
https://www.ulf.com.ua/ua/company/ethics-
and-responsibility/
Pintea, M. O. (2015). The relationship between
corporate governance and corporate social
responsibility. Review of Economic Studies
and Research Virgil Madgearu, 8(1), 91‒108.
Renouard, C., & Ezvan, C. (2018). Corporate
social responsibility towards human
development: A capabilities framework.
Business Ethics: A European Review, 27(2),
144‒155
Sarkar, S., & Searcy, C. (2016). Zeitgeist or
chameleon? A quantitative analysis of CSR
definitions. Journal of Cleaner Production,
135, 1423‒1435
Sharma, E. (2019). A review of corporate social
responsibility in developed and developing
nations. Corporate Social Responsibility and
Environmental Management, 26(4), 712‒720