Corporate Social Responsibility as a Tool for Ensuring Business Sustainability in a Wartime Economy

Abstract

The article explores corporate social responsibility (CSR) as a strategic tool for ensuring the sustainability of enterprises operating under the conditions of a wartime economy. The full-scale war in Ukraine has transformed CSR from a reputational instrument into a vital mechanism for supporting business resilience, maintaining stakeholder trust, stabilizing local communities, fostering sustainability. The paper provides a theoretical overview of CSR evolution, highlighting key models such as Carroll’s Pyramid, the Triple Bottom Line, and Stakeholder Theory, while contextualizing them within Ukraine’s war-related challenges. A comparative analysis of global CSR models reveals specific regional characteristics, emphasizing the dominance of humanitarian and social components in Ukrainian practice. Special attention is given to the case of PJSC “AB InBev Efes Ukraine”, which effectively adapts its CSR strategy to wartime conditions. The company implements programs to reduce CO₂ emissions, optimize water consumption, support employees, invest in local communities, promote sustainable business practices. Key performance indicators (KPIs) demonstrate tangible outcomes in environmental, social, and economic dimensions, confirming the strategic importance of CSR during crisis periods. The research substantiates that CSR is no longer an auxiliary business function but a core element of enterprise survival and national recovery. A systematized CSR architecture, supported by public-private cooperation and non-financial reporting, enhances reputational capital, stakeholder engagement, and long-term competitiveness. The article concludes that CSR serves not only as a crisis response mechanism but also as a foundation for sustainable post-war development and civil society strengthening in Ukraine.