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The article is devoted to the analysis of the features of the functioning of domestic enterprises in the process of decarbonization of the energy industry. The study identified key areas for ensuring the sustainable development of domestic enterprises in the context of the implementation of the provisions of international agreements. The expediency of a qualitative transition to ecological raw materials to ensure inclusive development and compliance with the principles of corporate social responsibility by all domestic enterprises of the energy industry, and especially those that pose the greatest threat to the environment - thermal power plants, was emphasized. The characteristics of an innovative technology for reducing carbon dioxide emissions into the atmosphere by its accumulation from a generation source with its subsequent storage and useful use are presented. It has been proven that the introduction of innovative production and management practices will allow initiating a gradual transition of the domestic economy from industrial to circular, as well as ensuring the construction of energy companies of the future with long-term competitive advantages based on the principles of energy independence and energy efficiency, progressive decarbonization and sustainable development. Emphasis is placed on the decisive importance of the innovative direction of development of the economy as a whole and the business processes of modern enterprises in the energy industry to increase their competitive advantages.

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The article discusses the main views on understanding the strategy; levels of strategic enterprise management; the main types of strategies that can be implemented in the enterprise; classification of types of strategies. The author clarifies the interpretation of the essence of the concepts “goal”, “landmark” and “development”. The paper substantiates that the main (target) guideline of enterprise development management is to ensure its viability. Achieving this benchmark requires the implementation of a number of basic and specific benchmarks, which, together with the target, will constitute a system of strategic benchmarks. The essence of the concept of “diversification” is clarified; the motives, factors of the internal environment of the enterprise, which should be taken into account when choosing a diversification strategy are investigated; various classifications of diversification types are considered. Diversification is closely related to integration. The essence of the concept of “integration” is clarified, its forms, types, classifications, depending on certain characteristics are investigated. The place and role of diversification and integration in the strategic management of an enterprise, the criteria for the expediency of choosing and implementing a strategy are considered. It is concluded that diversification and integration are the most important tools for increasing the efficiency of the functioning of enterprises, increasing their viability and competitiveness, improving the financial condition and investment attractiveness. The purpose of the article is to expand the theoretical and methodological foundations of diversification and integration as forms of providing strategic guidelines for enterprise development management. The article determines that the strengthening of external and internal instability of the functioning of enterprises imposes new requirements on the choice and substantiation of the strategy and forms of providing strategic guidelines for managing the development of enterprises capable of ensuring viability and sustainable development.