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ïåðñîíàëîì íà ï³äïðèºìñòâàõ õàð÷îâî¿ ïðîìèñëîâî¿ â
óìîâàõ â³éíè
Ïðåäìåòîì äîñë³äæåííÿ º ìåòîäè ñîö³àëüíî-ïñèõîëîã³÷íî¿ ïîë³òèêè óïðàâë³ííÿ ïåðñîíàëîì.
Ìåòîþ äîñë³äæåííÿ º ðîçãëÿä ñîö³àëüíî-ïñèõîëîã³÷íèõ àñïåêò³â óïðàâë³ííÿ ïåðñîíàëîì ï³ä
òèñêîì â³éíè.
Ìåòîäè äîñë³äæåííÿ. Äëÿ íàïèñàííÿ ñòàòò³ áóëî âèêîðèñòàíî çàãàëüíîíàóêîâ³ òà ñïåö³àëüí³
ìåòîäè ³ ïðèéîìè íàóêîâîãî ï³çíàííÿ.
Ðåçóëüòàòè ðîáîòè. Ó ñòàòò³ äîñë³äæåíî ïðîöåñ âïëèâó ñîö³àëüíî-ïñèõîëîã³÷íîãî óïðàâë³ííÿ
íà åôåêòèâí³ñòü ä³ÿëüíîñò³ ï³äïðèºìñòâ õàð÷îâî¿ ïðîìèñëîâîñò³ â óìîâàõ â³éíè. Íàâåäåíèé êîìï-
ëåêñ óìîâ çàáåçïå÷åííÿ ñîö³àëüíî-ïñèõîëîã³÷íîãî çàõèñòó ïðàö³âíèê³â ï³äïðèºìñòâà. Ïðîâåäåíî
àíàë³ç óñï³øíèõ êåéñ³â ñîö³àëüíî-ïñèõîëîã³÷íî¿ ïîë³òèêè, ÿê³ çàñòîñîâóþòüñÿ íà Ìèðîí³âñüêîìó
õë³áîïðîäóêòó, IDS Uk aine, Bayade a G oup, ÏÐÀÒ «Ëàíòìàííåí Àêñà».
Ãàëóçü çàñòîñóâàííÿ ðåçóëüòàò³â. Ìåíåäæìåíò ïåðñîíàëó, åêîíîì³êà, õàð÷îâà ïðîìèñëî-
â³ñòü, óïðàâë³ííÿ òà ðîçâèòîê ï³äïðèºìñòâ.
Âèñíîâêè. Íàéêðàùå ïîºäíàííÿ ìåòîä³â ñîö³àëüíî-ïñèõîëîã³÷íî¿ ïîë³òèêè ó õàð÷îâ³é ïðîìèñëî-
âîñò³ ï³ä ÷àñ â³éíè - öå ñèìá³îç áåçïåêè, êîìóí³êàö³¿, êîìïåíñàö³é òà çàëó÷åííÿ äî ñï³ëüíî¿ ì³ñ³¿. Öÿ
ïîë³òèêà ìຠáóòè êîìïëåêñíîþ, òîìó ùî ëèøå ìàòåð³àëüíà ï³äòðèìêà áåç ïñèõîëîã³÷íî¿ ³ íàâïàêè
íå äຠïîâíîãî åôåêòó. Ïðîçîð³ñòü òà ñïðàâåäëèâ³ñòü ó ð³øåííÿõ êåð³âíèöòâà ôîðìóþòü ãîëîâíèé
ïñèõîëîã³÷íèé ðåñóðñ — äîâ³ðó ïåðñîíàëó. Ìîòèâàö³ÿ ÷åðåç çíà÷óù³ñòü ïðàö³ ñòຠïîòóæíèì ñòàá³ë³-
çàòîðîì êîëåêòèâó. Íåîáõ³äíà ãíó÷ê³ñòü ó ðîáîò³ ç êàäðàìè, ÿê óìîâà âèæèâàííÿ ï³äïðèºìñòâ: àäàï-
òèâí³ñòü äî ðèçèê³â äîçâîëÿº çáåðåãòè âèðîáíèöòâî õàð÷îâèõ ïðîäóêò³â é ðîáî÷³ ì³ñöÿ.
Êëþ÷îâ³ ñëîâà: ñîö³àëüíî-ïñèõîëîã³÷í³ ìåòîäè, óïðàâë³ííÿ ïåðñîíàëîì, ìîòèâàö³ÿ, ñòðàõó-
âàííÿ, ï³äïðèºìñòâà, õàð÷îâà ïðîìèñëîâ³ñòü, êåéñ, ñîö³àëüí³ ïðîåêòè, HR-³íñòðóìåíòè.
LIANA MAZNYK
MARIIA DUKHNOVSKA
Me hods o Socio-Psychological HR Policy
in Food indus y en e p ises du ing Wa ime
The subjec o he s udy is me hods o social and psychological pe sonnel managemen policy.
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P oblem s a emen . Wa and s a sho ag-
es ha e made i ex emely impo an o de elop
and e ain pe sonnel in ood indus y en e p ises.
All o he company's pe sonnel and social policies
a e iewed as a complex ask, equi ing adap a ion
o he new labou ma ke , s eng hening o social
p og ammes, and a ac ion o alen . Due o he
wa , socio-psychological p og ammes a e coming
o he o e.
In he cu en economic clima e, i is becoming
inc easingly impo an o companies o de elop
e ec i e socio-psychological policies as a ool o
ensu ing he social p o ec ion o employees, as well
as o choose a ional models o socially esponsible
beha iou o managemen pe sonnel.
Ma u e businesses a e no longe looking o
quick p o i s; hey a e c ea ing long- e m alue.
And his alue is now inconcei able wi hou e-
sponsibili y owa ds people. Co po a e cul u e, he
ESG app oach, and conce n o well-being a e no
jus buzzwo ds, bu conc e e ac ions ha build he
epu a ion o an employe 's b and. And in his sys-
em, socio-psychological p og ammes play an im-
po an ole, because he e is a choice be ween
empo a y sa ings and long- e m success, be-
ween cos s and eal in es men s.
Analysis o ecen s udies and publica-
ions. The ollowing schola s ha e de o ed hei
wo k o he issue o social and psychological poli-
cy in en e p ises: T. Be ezyanko, Î. Che ep, S. Boi-
da, O. D agan, I. Fedulo a, Y. Shi on, V. Yem so , G.
Zakha chin, T. Polozo a, T. Gu zhiy, T. Sh e ma, M.
Manilich, S. Os yanina, and o he s.
The pu pose o he a icle is o s udy he im-
pac o socio-psychological me hods on he e i-
ciency o ood indus y en e p ises and o analyse
he implemen a ion o e ec i e pe sonnel man-
agemen s a egies du ing ma ial law.
P esen a ion o he main esea ch ma e-
ial. The wa has caused signi ican inancial loss-
es o he Uk ainian economy, especially in sec o s
such as indus y, ag icul u e and in as uc u e. A
he same ime, he condi ions o high psychological
p essu e on en ep eneu s mani es hemsel es
in s ess, anxie y, bu nou and dec eased mo i-
a ion. In his ega d, en ep eneu s a e o ced o
quickly adap o new business condi ions, change
s a egies, and look o new ma ke s and sou ces
o supply. S a e suppo , including inancial assis-
ance, ax b eaks, and eloca ion p og ammes, has
played an impo an ole in p ese ing businesses.
In addi ion, inno a i e solu ions such as business
digi alisa ion, ansi ion o emo e wo k and p o-
duc ion o new p oduc s ha e enabled many en e -
p ises o su i e and de elop [1, pp. 54-55] .
Mode n employee suppo is based on condi-
ions whe e people can be mo i a ed, p oduc i e
and heal hy a he same ime. The wa has adically
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The pu pose o he s udy is o examine he socio-psychological aspec s o pe sonnel managemen
unde he p essu e o wa .
Resea ch me hods. Gene al scien i ic and special me hods and echniques o scien i ic knowledge
we e used o w i e he a icle.
Resul s o he wo k. The a icle examines he p ocess o he in luence o social and psychological
managemen on he e ec i eness o ood indus y en e p ises in wa ime. A se o condi ions o
ensu ing he social and psychological p o ec ion o en e p ise employees is p esen ed. An analysis o
success ul cases o social and psychological policy applied a My oni sky Hlibop oduc , IDS Uk aine,
Bayade a G oup, and PJSC Lan mannen Aksa is conduc ed.
Field o applica ion o esul s. Pe sonnel managemen , economics, ood indus y, en e p ise
managemen and de elopmen .
Conclusions. The bes combina ion o social and psychological policy me hods in he ood indus y
du ing wa ime is a symbiosis o secu i y, communica ion, compensa ion and in ol emen in a common
mission. This policy mus be comp ehensi e, because ma e ial suppo wi hou psychological suppo ,
and ice e sa, does no ha e he ull e ec . T anspa ency and ai ness in managemen decisions o m
he main psychological esou ce — s a us . Mo i a ion h ough he signi icance o wo k becomes a
powe ul s abilize o he eam. Flexibili y in wo king wi h pe sonnel is necessa y as a condi ion o he
su i al o en e p ises: adap abili y o isks allows ood p oduc ion and jobs o be p ese ed.
Keywo ds: socio-psychological me hods, pe sonnel managemen , mo i a ion, insu ance,
en e p ises, ood indus y, case s udy, social p ojec s, HR ools.
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changed p io i ies, and a igue and s ess di ec ly
a ec he sa e pe o mance o wo k. Cons an ai
aid ale s, nigh - ime si ens and hiding in shel e s
ha e a signi ican impac on employees' well-be-
ing. I is he e o e e y impo an o ake hei psy-
chological and emo ional s a e in o accoun when
planning wo k p ocesses. Employe s who de o e a
lo o ime o his issue will main ain hei leading
posi ions in he Uk ainian ood p oduc ion ma ke .
The main asks o implemen ing he company's
social and psychological policy a e:
- o c ea e a se o condi ions o ensu e he so-
cial and psychological p o ec ion o he company's
employees;
- c ea ing a posi i e image o socie y and all ca -
ego ies o employees;
- c ea ing a a ou able social and psychological
clima e;
- de eloping and implemen ing a sys em o bene i s
and gua an ees o managemen pe sonnel, aimed
a mo i a ing hem o pu sue sel -de elopmen ;
- imp o ing he indi idual quali ica ion le el o
managemen pe sonnel;
- balancing he in e es s o managemen pe -
sonnel and he en i e company by ag eeing on al-
ue guidelines o join e ec i e ac i i ies.
Social and psychological managemen o an en-
e p ise is implemen ed h ough app op ia e me h-
ods, which, in u n, a ec bo h indi idual employees
and he wo k o ce as a whole, as well as he e-
la ionships be ween hem. This c ea es a need o
a comp ehensi e app oach o de eloping a sys em
o social and psychological managemen me hods
ha akes in o accoun bo h indi idual and g oup
componen s. As a esul , he en e p ise's man-
agemen will be able o make app op ia e manage-
men decisions ega ding he applica ion o ce ain
managemen me hods in o de o e ec i ely mo-
i a e employees, inc ease hei p oduc i i y and
o m an o ganisa ional cul u e [1, p. 17].
In ou opinion, a socially esponsible en e p ise
should ac i ely de elop he ollowing a eas:
• ca e o employees;
• cha i y;
• olun ee ing;
• en i onmen al ini ia i es.
Food indus y en e p ises a e obliged o c ea e a
wo king en i onmen whe e people eel p o ec ed,
con iden , com o able and mo i a ed despi e he
cons an s ess and a igue.
The mos aluable and essen ial bene i s o ood
indus y employees a e medical insu ance, psy-
chological suppo , and li e insu ance. In ou opin-
ion, insu ance is no only inancial compensa ion o
isks, bu also a ool o educing anxie y, inc eas-
ing employees' sense o secu i y, in es ing in pe -
sonnel, he company's epu a ion, and sus ainable
de elopmen , a he han an addi ional expense.
In imes o wa and ins abili y, he socio-psy-
chological unc ion o insu ance p og ammes be-
comes pa amoun . Insu ance p og ammes o en
co e medical expenses in cases whe e a pe son
has been inju ed as a esul o shelling while ou side
he comba zone o occupa ion zone. This means
ha e en in ex eme ci cums ances, employees
can coun on suppo : om o ganising ea men
o ull eimbu semen o medical expenses.
Insu ance is also a mo i a ional ool ha p o-
ides angible bene i s wi hou equi ing a di ec
inc ease in sala y. I no only educes he inancial
bu den on he employee a he momen , bu also
gua an ees hem inancial and psychological se-
cu i y. I an employe chooses medical insu ance
and acciden insu ance, his enhances he social
p o ec ion o he employee. This includes no on-
ly medical assis ance in case o illness, bu also i-
nancial suppo in c i ical si ua ions such as inju y,
loss o wo king capaci y o e en dea h. Fo he em-
ployee, his means con idence ha hei amily will
no be le wi hou suppo .
Food indus y companies need a comp ehensi e
app oach (medical insu ance plus acciden co e -
age). S a insu ance is an in es men in he em-
ploye 's b and. The s onge he company's social
policy, he mo e a ac i e i is o u u e employees
and pa ne s.
To imp o e he social policy o ood indus y com-
panies, we ecommend including insu ance in he
co po a e social package, building a di e en ia -
ed sys em (basic co e age + addi ional op ions o
you choice), using g oup con ac s (cheape han
indi idual ones), egula ly conduc s a su eys on
sa is ac ion wi h insu ance p og ammes, ensu e
anspa en communica ion: wha isks a e co -
e ed, how o ac in he e en o an insu ed e en .
The main indica o s o e ec i e social and psy-
chological policy will be a educ ion in s a u n-
o e , a dec ease in absen eeism and sick lea e,
an inc ease in eNPS (employee loyal y index), and
a educ ion in con lic s. Thus, insu ance becomes
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no only a inancial bu also a psychological s abilis-
e o s a . I main ains us , educes s ess le els
and helps ood indus y en e p ises main ain p o-
duc i i y e en in wa ime.
Psycho-emo ional s a e is di ec ly ela ed o p o-
duc i i y: when an employee is in a s a e o ch on-
ic anxie y o emo ional exhaus ion, i a ec s hei
abili y o make decisions. Acco ding o he indings
o G adus Resea ch, which conduc s annual na-
ional men al heal h su eys in Uk aine, companies
ha igno e he men al well-being o hei employ-
ees ha e a highe isk o s a u no e and de e i-
o a ion in he quali y o eamwo k.
Le 's ake a close look a some examples o social
and psychological policies implemen ed in ood indus-
y en e p ises. Le 's ake he expe ience o MHP, an
in e na ional ood and ag o echnology company and
p oduce o high-quali y ood p oduc s. Fo My o-
ni sky Hlibop oduc , ca ing o employees has be-
come a s a egic decision and a key compe i i e
ad an age. This company has c ea ed a powe ul
ecosys em o ca e and is de eloping he OHS (Oc-
cupa ional Heal h and Sa e y) ec o . I combines i e
s a egic a eas: heal h ca e, occupa ional sa e y, ci il
p o ec ion, i e sa e y, and a ic sa e y.
A e he pandemic, s a sa e y and heal h ha e
become a business necessi y o MHP, which is
why he company has i s own co po a e medi-
cal cen e. The specialis s a his cen e ha e in-
e disciplina y expe ise in occupa ional pa hol-
ogy – hey unde s and he speci ics o p oduc ion
and know how wo king condi ions a ec he physi-
cal condi ion o wo ke s. They combine he unc-
ions o a amily doc o , an expe in occupa ional
diseases and a us ed doc o o insu ance com-
panies. They can also mo i a e employees o lead
a heal hy li es yle, engage in p e en ion and ea -
men , and unde s and p oduc ion isks. Acco d-
ing o he esul s o he la es in e nal MHP su ey,
98% o employees a e p oud o be pa o a powe -
ul ag o-indus ial holding eam.
IDS Uk aine is ep esen ed in Uk aine by he
Mo shynska, My ho odska, and Aqua Li e b ands
and has o e 2,000 employees. Employee suppo
is one o he p io i y p og ammes o he mine -
al wa e p oduce . In addi ion o olun a y medical
insu ance, he company pays o employee ea -
men ha is no co e ed by insu ance. In o al, he
company spends abou UAH 15 million annually on
heal hca e. The company has also in oduced a i-
nancial assis ance ool ha is p o ided o a ious
cases, including compensa ion o he medical ex-
penses o employees o hei amily membe s (up
o 75% o he cos s). The e is a sepa a e und o
suppo employees whose p ope y has been dam-
aged as a esul o he wa (up o UAH 100,000).
The amoun o such assis ance in 2023 eached
abou UAH 3 million. The company has a h ee-
yea housing compensa ion p og amme o spe-
cialis s om o he locali ies. Employees who each
he pe o mance h eshold a e eligible o an an-
nual sala y indexa ion o 15% on a e age, depend-
ing on he pe sonnel ca ego y.
Today, IDS Uk aine has a whole depa men ded-
ica ed o p o iding psychological suppo o em-
ployees, which was es ablished du ing he co o-
na i us pandemic. All employees ha e access o
psychological suppo 24/7. In mo e complex
cases, specialis s a e in ol ed h ough he medical
insu ance p og amme. The co po a e limi co e s
he op ion o a pe sonal psychologis . A sepa a e
a ea is he company's o ganisa ion o medi a ion,
yoga, and o he classes o employees.
In addi ion, key challenges o he company's HR
unc ion ha e al eady become, and will in ensi y in
he u u e, issues o e aining people, a ac ing
new employees (agains he backd op o a g owing
sho age o pe sonnel in he ma ke ), and suppo -
ing men al heal h.
Th ee yea s o ull-scale wa ha e adically changed
he labou ma ke . Companies a e inding new solu-
ions, c ea ing jobs, o ganising aining, and de elop-
ing and implemen ing policies o he ein eg a ion o
e e ans. Employe s a e c ea ing a special mic ocli-
ma e in he wo kplace, helping mobilised employees,
o ganising la ge cha i able p ojec s, paying axes
egula ly, and implemen ing new business app oach-
es. Di icul condi ions and limi ed oppo uni ies o ce
us o wo k e icien ly and become be e .
Ano he example o a success ul case o social-
ly esponsible policy implemen a ion is Bayade a
G oup. As o 2025, he company has mo e han
30 own b ands, including such well-known od-
ka b ands as HLIBNY DAR, Koza ska Rada, Pe -
sha Hildiya; Koble o wines and cognacs, Ma engo
e mou hs and spa kling wines, e c. Since 2009,
he company has been he undispu ed leade in he
odka ca ego y, wi h a 35% sha e o he domes-
ic ma ke . In addi ion, he company is he exclu-
si e impo e o well-known global b ands. Finan-
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cial assis ance o he Uk ainian a my du ing he
wa amoun s o 85 million h y nia (as o Janua y
2025).
Bayade a G oup has joined he o ganisa ion o an
educa ional p ojec o s uden s called «De ence o
Uk aine». I s main ask is o os e a sense o pa i-
o ism, lo e o he Mo he land, and espec o de-
ende s among he younge gene a ion.
Cu en ly, he holding employs 3,500 people, and
abou 40 new acancies appea e e y mon h. Bu
he company is no only looking o new employees,
i is also upda ing p og ammes o e ain i s exis ing
eam. One such p og amme is eloca ion assis-
ance. Employees om on line o occupied e i-
o ies a e encou aged o mo e o sa e ci ies whe e
he holding company has b anches. Addi ional bo-
nuses include one- ime inancial compensa ion o
employees who ha e los hei homes as a esul
o Russian a acks, as well as assis ance o hose
who ha e gone o he on and hei amilies. The
company has a success ul «In e nal T aine » p o-
g amme, in which expe ienced employees sha e
hei expe ise wi h o he colleagues[ 6] .
Ano he example o sys ema ic o ganisa ion o
social and psychological wo k is PJSC Lan man-
nen Aksa. The company p oduces ood p oduc s in
acco dance wi h high Eu opean quali y s anda ds
and Uk ainian aw ma e ials in he ci y o Bo yspil.
PJSC Lan mannen AXA ac i ely suppo s social
ini ia i es and engages in cha i y wo k, egula ly
dona ing d y b eak as s, po idge, ba s and snacks
o cha i able o ganisa ions, child en's ins i u ions,
hospi als, olun ee cen es and he A med Fo ces
o Uk aine and he De ence Fo ces.
Suppo ing employee mo ale du ing wa ime
has become one o he mos impo an asks o
HR di ec o s. In condi ions o cons an dange and
s ess, companies a e de eloping comp ehensi e
p og ammes ha include a ious aspec s o psy-
chological suppo . Di ec and egula communi-
ca ion be ween managemen and employees plays
an impo an ole, allowing o quick esponses
o p oblems and main aining a high le el o us ,
which helps o c ea e an a mosphe e o suppo
and con idence among employees.
Fo ood indus y en e p ises, an impo an ele-
men is he implemen a ion o esilience and well-
being p og ammes ha each employees me hods
o sel -o ganisa ion and emo ional sel - egula ion,
allow o egula moni o ing o employees' con-
di ion, and a e aimed a educing s ess and in-
c easing emo ional esilience. This allows hem o
be e adap o s ess ul si ua ions and main ain
hei wo king capaci y. Along wi h his, we sugges
de eloping p og ammes ha p o ide inancial sup-
po . All his c ea es condi ions o main aining a
high le el o employee mo i a ion and p oduc i i y,
e en in such di icul ci cums ances.
The ollowing me hods a e used in he esea ch
p ocess: logical gene alisa ion – o sys ema ise
he esul s ega ding he impac o social ac i i-
ies on inc easing business p o i abili y; sys ema -
ic analysis – o g oup social p ojec s; compa a i e
analysis – o s udy he dynamics o cos s o he
implemen a ion o social p og ammes; co ela ion
analysis – o iden i y p io i y social p ojec s o he
en e p ise; ma hema ical modelling – o s udy he
impac o social in es men s on inancial and eco-
nomic pe o mance indica o s[ 3, p. 266].
A i icial in elligence is becoming an inc easing-
ly popula ool in HR p ac ice and is g adually being
in eg a ed in o he HR p ac ices o Uk ainian com-
panies, as i allows o he au oma ion o many ou-
ine p ocesses. Some ood indus y companies a e
al eady ac i ely using AI-based sys ems o selec
candida es o acancies, al hough some companies
a e s ill in he p ocess o s udying AI unc ionali y and
ha e no ye implemen ed i s use. These sys ems a e
capable o analysing la ge amoun s o da a, including
CVs, co e le e s and social media p o iles, o quick-
ly ind he mos sui able candida es — his app oach
signi ican ly educes ec ui men ime.
Mode n HR specialis s in Uk aine ace nume ous
challenges ha complica e hei wo k and equi e a
cons an sea ch o new solu ions. One o he main
p oblems is he sho age o pe sonnel caused by
mass mobilisa ion and mig a ion o he wo king-
age popula ion, which has esul ed in he complexi y
o HR specialis s' wo k in wa ime condi ions. Many
quali ied specialis s ha e le he coun y, leading o
a sho age o pe sonnel. This is o cing HR di ec o s
o e iew hei ec ui men s a egies: sea ching
among in e nally displaced pe sons, e aining ex-
is ing employees, and a ac ing olde wo ke s.
Conclusions
The e o e, based on he esea ch conduc ed, we
would like o emphasise ha employees expec he
company o p o ec hei li es and heal h: shel e ,
an algo i hm o ac ions du ing eme gencies, med-
ÑÎÖ²ÀËÜÍΖÒÐÓÄβ ÏÐÎÁËÅÌÈ
125
´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍww
ical and psychological suppo . Wi hou c ea ing a
sense o secu i y, any o he HR ools lose hei e -
ec i eness. In a c isis, anspa ency and hones y on
he pa o managemen educe panic and umou s.
Employees need egula b ie ings, eedback chan-
nels and explana ions o s a egic decisions. T us
di ec ly a ec s p oduc i i y and eam cohesion.
Food indus y companies need o implemen
s ess managemen aining and p o ide access o
psychologis s/coaches and suppo g oups. Flex-
ible schedules, he possibili y o sho aca ions o
o a ions educe he isk o bu nou .
In li e- h ea ening si ua ions, employees expec
clea and ai paymen ules (bonuses, insu ance,
p emiums). Social packages (insu ance, suppo
o IDP o mili a y amilies) inc ease loyal y and e-
duce anxie y.
The implemen a ion o s a social de elopmen
p og ammes as a p io i y a ea o co po a e so-
cial esponsibili y demons a es a sys ema ic ap-
p oach o he o ma ion o an e ec i e en e p ise
managemen s a egy ha ensu es i s compe i-
i eness, inno a i e de elopmen , long- e m sus-
ainabili y, high image and posi i e social ole.
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Äàí³ ïðî àâòîð³â
Ìàçíèê ˳àíà Âàëåð³¿âíà,
ê.å.í, äîöåíò êàôåäðè åêîíîì³êè ïðàö³ òà ìåíåäæìåíòó,
Íàö³îíàëüíèé óí³âåðñèòåò õàð÷îâèõ òåõíîëîã³é
ORCID: h ps://o cid.o g/0000-0002-5387-
7442
e-mail: [email p o ec ed]
Äóõíîâñüêà Ìàð³ÿ Ìèõàéë³âíà,
ìàã³ñòð êàôåäðè åêîíîì³êè ïðàö³ òà ìåíåäæìåíòó,
Íàö³îíàëüíèé óí³âåðñèòåò õàð÷îâèõ òåõíîëîã³é
email: [email p o ec ed]
Da a abou he au ho s
Maznyk Liana,
PhD in Economics, Associa e P o esso Na ional Uni-
e si y o Food Technologies
e-mail: [email p o ec ed]
Ma iia Dukhno ska,
Mas e `s s uden , Depa men o Economics and
Managemen Na ional Uni e si y o Food Technology
email: [email p o ec ed]
