The article proves that modern domestic enterprises cooperate with a wide range of stakeholders every day, each of which affects its activities in different ways. Successful management of these relationships requires a strategic approach that takes into account both the level of influence and the interest of each party. The choice of a specific approach to stakeholder management by a domestic enterprise is determined by a number of factors, in particular the general level of socio-economic development of the country, the state of the national economy, the degree of maturity of corporate social responsibility within the railway company itself, as well as the existing practice of interaction with stakeholders. Research into the nature of the relationship between the enterprise and its stakeholders, as well as the established connection between the level of development of corporate social responsibility and the quality of these relationships, allowed us to typify strategies for interaction with different groups of stakeholders. Such typification contributes to more targeted management of stakeholder processes in accordance with the context of the enterprise's activities. Strategy of «Involvement». This approach is used in cases where the level of stakeholder interest is high, but their real impact on the company's activities is limited, or vice versa - the impact is significant, but the interest is not expressed. Involvement involves maintaining constant communication, informing stakeholders about key initiatives, changes or cooperation opportunities. Strategy «Cooperation and consistency of actions». It is used in situations where there is a high level of mutual interest and influence between the company and stakeholders, and the strategic goals of both parties are consistent and complementary. At the heart of this model is the principle of partnership, which involves the active inclusion of stakeholders in decision-making processes. The «Communication» strategy is applied to potential stakeholders who may have both positive and negative attitudes towards the company. For the effective implementation of this strategy, it is necessary to regularly analyze the market environment, assess the interests and capabilities of all stakeholders who may influence the organization's activities. The «Observation» strategy is used in cases where it is necessary to react or protect against negatively disposed stakeholders who have significant influence but do not show interest in cooperating with the enterprise. In such situations, the company acts mainly defensively to minimize the possible negative impact. To prevent the emergence of such stakeholders and respond quickly to their activity, it is recommended to constantly monitor the external environment. The formation of a mechanism for interacting with stakeholders should be based on the principles of transparency, feedback, adaptability and creating shared value. This is a multi-level process that combines management, communication and analytical tools adapted to the specifics of the enterprise's management and the nature of its stakeholder environment. A special role in this process is played by the integration of corporate social responsibility and ESG approaches, which strengthens trust and ensures the sustainable development of domestic enterprises. Systematization of communication tools in accordance with the chosen strategy increases manageability and efficiency of interaction. This approach helps reduce risks, improve reputation and opens up new opportunities for attracting investments. Therefore, effective stakeholder management is an important condition for the sustainable functioning and development of domestic enterprises.

У статті обґрунтовано необхідність розробки механізму ефективної та послідовної взаємодії вітчизняних підприємств із зацікавленими сторонами. Доведено, що сучасні підприємства щодня співпрацюють з широким колом стейкхолдерів, кожен із яких впливає на його діяльність у різний спосіб. Успішне управління цими взаємовідносинами потребує стратегічного підходу, який враховує як рівень впливу, так і зацікавленість кожної сторони. Комплекс запропонованих стратегій (інволвменту, кооперації та узгодженості дій, комунікаці, спостереження) дозволяє гнучко реагувати на виклики зовнішнього середовища та ефективно формувати партнерські відносини. Запропоновано формування механізму взаємодії зі стейкхолдерами здійснювати на основі визначених стратегій. Даний процес є багаторівневим, що поєднує управлінські, комунікаційні та аналітичні інструменти, адаптовані до специфіки господарювання підприємства та характеру його стейкхолдерського середовища.