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The COVID-19 pandemic has complicated the operating environment for banks around the world. Determining the drivers of digitalization of banking services based on the principles of corporate social responsibility of banks makes it possible to find a way out of the crisis. The objective of the study is to develop a model for clustering banks in terms of the level of digitalization on the principles of corporate social responsibility.In this study, a twofold model has been proposed: the first part includes the calculation of the level of digitalization of banking, and the second part includes mathematical simulation of the clustering of bank digitalization level. This study reveals new possible solutions to the digitalization of banking in the face of new threats. In particular, factor analysis identifies the main factors, cluster analysis ranks banks into three categories (A, B, C) of service digitalization, and a dendrogram identifies digitalization drivers. The model was tested on 22 banks. Eight per cent of the banks are rated A “Very good” and B “Good”. 92% have Level C “Satisfactory”. The results of the study prove that the model should be validated. It should be confirmed that the application of the developed methodology for increasing the digitalization of banking services will increase customer loyalty by 15%, improve sustainability by reducing risk by 10%, and make banks attractive for investment by 15-20%.

Corporate social responsibility issues are becoming increasingly important in the banking sector. It refers to the responsibility of banks for their business activities subject to conceivable implications for society and the environment. Currently, the modern banking system in Ukraine is in the process of shaping its own model and integrating corporate social responsibility into all business processes. Thus, it is argued that objective comprehensive assessment of corporate social responsibility of Ukrainian banks is an essential prerequisite to enhance their performance, along with building a good rapport with clients and encouraging trust in society. From the above perspective, this article suggests an approach to assess corporate social responsibility at banks which entails implementing consistent stages in evaluating the development degree of the three corporate social responsibility components: social, environmental and economic. The assessment framework substantiates a set of indicators for measuring the degree of corporate social responsibility at banks by estimating the ratio of the GRI related aspects in the financial statements of banks, and identifying the possibility to implement the main provisions of the Social Accountability International 8,000 standard and the GRI G4 (Global Reporting Initiative). The proposed approach to measuring corporate social responsibility in banking through the instruments of a three-dimensional matrix and to positioning the banks by the areas of their corporate social responsibility has been tested by processing an array of 82 non-financial reports of 31 banks over the 2016–2018 period.

The integrated business structures performance is underpinned by a wide range of external and internal factors that from a business unit perspective may have positive or negative implications for brand building. Moreover, in the context of business integration, the interaction among individual business units is of paramount importance that dramatically affects the performance of the entire business structure. The research objective is to provide a methodological framework for branding development through the calculation of integrated complementary and synergistic effects indicators, based on their compliance with the criteria of congruence and compatibility within architectonic elements of integrated business structures. The methodological toolkit design to estimate the integrated indices for complementary and synergistic effects involves the following stages: building a set of partial indicators for assessing complementary and synergetic effects, developing an algorithm to calculate an integrated index for complementary effect from internal and external brand interactions within integrated business structures (IBS), developing an algorithm to calculate an integrated index for a synergetic effect from brand integration within a business structure, individual business unit brand classification by different complementary and synergistic effects manifestations.The proposed methodological approach contributes to facilitating brand integration in mergers and acquisitions, as well as enhancing the allocation effectiveness of portfolio roles of integrated business structure brands in product offering in the integration framework.

A base of the methodology of optimization of an energy saving system in higher educational institutions of Ukraine is maintenance of a given level of thermal comfort. Its aim is the increase of HEI efficiency. The methodology of optimization of an energy saving system in higher educational establishments should be realized in two stages. At the first stage, we should carry out an energy audit of premises. The audit is a compilation of a balance of heat loss and heat supply of each HEI premise. At the second stage, we carry out optimization of energy saving and making managerial decision on loading of premises. We carry out optimization of energy saving by means of a model of optimal control of a thermal mode of premises with minimization of energy consumption for heating and energy loss. The given methodology is substantiated and correct for estimation of potential efficiency of HEI premises and making up an energy-efficient plan for use of an auditorium during a heating period. We carried out a pilot testing of the energy saving system optimization project at Kyiv National University of Technology and Design. The testing confirmed a high level of its energy efficiency.

The proposed approach to management of a project of competitive-integrative benchmarking makes it possibleh to increase competitiveness of Ukrainian higher educational institutions. Management of projects of HEI development of this type allows us to introduce the service ecosystem of provision for qualified personnel in industry, transport, without which it is impossible to implement high technologies. Ecosystem of benchmarking of HEI is an interaction of four components: functional marketing subsystems (personnel management (People), partnership (Partnership), process management (Processes), educational services (Products).Competitive benchmarking allows us timely and clearly to identify weaknesses and shortcomings in the activity of an examined University. It is possible to develop a project of benchmarking implementation of successful experience of development and realization of competitive advantages and competencies of HEI-model, as well as to compare the activity of HEI with others.Performed analysis of activity of 14 institutions of higher education in Ukraine allowed us to comprehend the situation in the market of educational services and the level of competition. Application of instruments of process-oriented approach of benchmarking makes it possible:– to determine the best HEI for each of the proposed 4P component – marketing subsystems;– to substantiate standard strategies in each benchmarking subsystem by comparison of competitive competences of the top universities.Implementation of the proposed conceptual model of management of a project of competitive-integrative benchmarking allows adaptation of best practices of model HEIs based on partnership and cooperation, Запропоновано підхід до управління проектом сервісної екосистеми конкурентно-інтеграційного бенчмаркінгу підвищення конкурентоспроможності українських вищих навчальних закладів. Інструментарій процесно-орієнтованого підходу до управління проектом бенчмаркінгу базується на обґрунтуванні еталонної стратегії шляхом порівняння конкурентних переваг за виділеними 4P-підсистемами бенчмаркінгу управління кращих університетів: управління персоналом (People), партнерські відносини (Partnership), управління процесами (Processes), освітні послуги (Products), Предложен подход к управлению проектом сервисной экосистемы конкурентно-интеграционного бенчмаркинга повышения конкурентоспособности украинских высших учебных заведений. Инструментарий процессно-ориентированного подхода к управлению проектом бенчмаркинга базируется на обосновании эталонной стратегии путем сравнения конкурентных преимуществ по выделенным 4P-подсистемам бенчмаркинга управления лучших университетов: управление персоналом (People), партнерские отношения (Partnership), управление процессами (Processes), образовательные услуги (Products)