Fostering Environmental Sustainability Through Employee Mindset, Green Initiatives, and CSR in Congo’s Cobalt Industry

Abstract

This study investigates the role of Corporate Social Responsibility (CSR) in shaping employee perspectives towards green initiatives and its consequent impact on environmental sustainability within the Congolese cobalt sector. The research is based on cross-sectional data analysis, with survey questionnaires administered to 398 employees across various mining companies. The study reveals a positive relationship between an employee’s mindset towards CSR and green initiatives, which subsequently leads to improved environmental sustainability outcomes. Furthermore, the research demonstrates that CSR measures moderate this relationship: when CSR practices are strong and visible (clear environmental policies, training, incentives, and resource support), they provide direction and support that strengthen the effect of employee mindset on green initiatives while when CSR practices are weak, the same mindset is less likely to lead to green initiatives. The findings offer valuable theoretical and managerial implications, particularly for organizations in sectors with considerable environmental impacts. The study reveals the necessity of aligning CSR strategies with both corporate objectives and employee attitudes to optimize their effectiveness. The study provides a robust model for future research and practical implementation.

1. Introduction

Environmental sustainability is at the heart of global debates as humanity faces unprecedented challenges related to climate change, pollution, and resource depletion [1]. The urgency to find sustainable practices is particularly pressing in the extractive industries, where the intersection of economic growth and environmental responsibility is complex and fraught with challenges [2]. Within this context, the cobalt sector in the Democratic Republic of Congo (DRC) emerges as an essential area of inquiry, given that the DRC accounts for nearly 70% of global cobalt production, a critical component in renewable energy technologies [3]. Despite cobalt’s central role in enabling the low-carbon transition, cobalt extraction, especially in the DRC, creates a sustainability paradox: the supply chain that supports “green” technologies are simultaneously linked with severe local environmental degradation and stakeholder controversy. This paradox motivates the present study because it raises a fundamental question for scholars and decision-makers: how can firms in high-risk extractive contexts translate sustainability intent into sustained environmental performance?

A growing global consensus acknowledges that businesses have a fundamental role to play in promoting environmental sustainability. Given the growing challenges of the 21st century, the critical role of sustainable practices in all industries cannot be overstated. Among the extractive industries, cobalt mining holds a unique position. Cobalt is an essential component in the production of rechargeable lithium-ion batteries used in electric vehicles and other electronics [4]. The increased demand for these products has driven up cobalt production, spotlighting the environmental and social impacts of cobalt mining. The Democratic Republic of Congo (DRC) sits at the epicentre of this issue [5]. Cobalt mining in the DRC is associated with numerous environmental and social issues, including deforestation, pollution of water sources, and human rights abuses [6]. Therefore, the role of CSR and sustainable practices in the DRC’s cobalt sector is a matter of global importance [7]. Achieving sustainability in this sector will not only have significant environmental and social benefits but also economic benefits, as companies that adopt sustainable practices are increasingly favoured by investors and consumers. For practitioners, this issue is no longer peripheral: mining firms face tightening buyer requirements, investor scrutiny, and regulatory expectations across critical-mineral supply chains. For academics, the DRC cobalt context offers a theoretically rich setting because it combines high environmental risk, complex stakeholder pressure, and implementation challenges, conditions under which established CSR sustainability relationships may operate differently than in lower-risk industries.

However, the dynamics that shape an organization’s environmental practices are complex and multifaceted. Cobalt mining, although indispensable for the growing renewable energy sector, poses substantial environmental risks. This necessitates a comprehensive understanding of how green initiatives can be effectively implemented and sustained. This study focuses on two crucial aspects that might guide these efforts: the employees’ environmental mindset and the role of Corporate Social Responsibility (CSR). A particularly nuanced aspect is the role of employees’ environmental mindsets within these processes [8]. Employees are vital agents in any organization, and their attitudes, beliefs, and behaviours can profoundly influence the adoption and efficacy of green initiatives [9]. Understanding the environmental mindset of employees can offer insights into their propensity to embrace and participate in green initiatives [10]. If employees display a deep-seated understanding of and concern for environmental issues, they are likely to be enthusiastic participants in sustainability efforts. Conversely, a lack of interest or disbelief in environmental issues may lead to resistance or a passive response to these initiatives, thereby impeding their implementation and effectiveness. While employees may hold pro-environmental values, organizations frequently struggle to convert these values into consistent operational practices. This study is motivated by that “intention–implementation” gap and asks what organizational mechanisms help environmentally oriented employees become active contributors to workplace green initiatives, particularly in high-impact industries such as mining.

Despite a growing body of research linking corporate social responsibility (CSR) to employees’ pro-environmental behaviours, three important gaps remain [11,12]. First, much of the evidence comes from manufacturing and service settings, while far less is known about how CSR and employee-level drivers translate into environmental practices in extractive industries operating under high environmental risk and complex stakeholder pressures [2,13]. Second, prior studies often treat CSR as a direct predictor of sustainability outcomes, but they are less explicit about how CSR functions as an enabling mechanism that converts employees’ environmental orientations into day-to-day green practices [11,14]. Third, studies rarely integrate employee mindset, green initiatives, and environmental sustainability into a single framework that clarifies both the behavioural pathway and the conditions under which it becomes stronger or weaker [15,16]. These gaps are particularly salient in Congo’s cobalt sector, where global sustainability expectations are rising and sustainability performance is closely scrutinized across critical mineral supply chains [3,7]. Addressing these gaps advances micro foundations research in CSR and environmental management by explaining how employee-level orientations are transformed into organizational environmental action. It is also useful to practitioners because it identifies actionable levers (CSR policies, training, incentives, and resource support) that can strengthen the translation of employee mindset into measurable green initiatives and sustainability outcomes.

This study addresses that core problem: why do environmentally oriented employees not always translate their intentions into green initiatives at work, and under what organizational conditions does this translation become more likely? We argue that CSR provides those conditions by operating as an internal “implementation infrastructure.” When CSR is strong and visible—through clear environmental policies, training, incentive systems, and resource support—it reduces ambiguity about priorities, increases employees perceived efficacy, and lowers practical barriers to action [8,17,18]. In contrast, when CSR is weak or symbolic, employees may still hold pro-environmental views, but they face unclear expectations, limited resources, and little reinforcement, making green initiatives less likely to materialize [11]. In this way, CSR is not only an ethical posture but also a managerial mechanism that shapes whether employee mindset becomes sustained organizational practice [19,20]. By conceptualizing CSR as an “implementation infrastructure,” the study provides a practical roadmap for managers in cobalt mining firms: CSR must be designed not only for external legitimacy but also for internal execution aligning employees, processes, and resources to enable environmentally oriented staff to initiate and sustain green actions.

Accordingly, we examine how employees’ environmental mindset relates to green initiatives and environmental sustainability, and we test whether CSR strengthens these links. Using survey data from employees in Congo’s cobalt mining firms, this study makes three contributions. First, it provides micro-level evidence on sustainability implementation in an extractive industry context that remains underrepresented in the CSR and environmental management literature [1]. Second, it clarifies CSR’s role as a boundary condition, explaining when employee mindset is most likely to translate into green initiatives [12,14]. Third, it links these behavioural and organizational mechanisms to environmental sustainability outcomes, offering an integrated model that is practically relevant for firms facing intensifying sustainability pressures in the cobalt sector [3,7].

2. Literature Review

2.1. Environmental Sustainability in Congo’s Cobalt Sector

The cobalt sector in the Democratic Republic of Congo (DRC) is a cornerstone of the global renewable energy industry, but it has also become a focal point for complex environmental challenges and opportunities [21]. Achieving environmental sustainability in this context involves a multi-faceted approach that not only addresses responsible mining practices but also considers the social and economic dimensions of sustainability. Initiatives may include the adoption of cleaner mining technologies, responsible waste management, water conservation, as well as ensuring ethical labour practices. Due to the international importance of cobalt and the environmental sensitivity of its extraction, stakeholders ranging from local communities to global organizations have a vested interest in promoting sustainable practices in Congo’s cobalt sector. Some researcher has begun to explore the social and environmental dynamics within this critical industry. Mining processes release harmful chemicals into nearby rivers and streams, leading to widespread water contamination. This pollution affects both human communities and aquatic ecosystems. Prior studies have highlighted alarming levels of contamination in certain areas, where cobalt extraction has led to severe soil erosion and degradation, significantly impacting agricultural lands and the livelihoods of local communities [22,23]. Along with environmental challenges, the cobalt sector has also been associated with social concerns, including labour rights and community displacement [24].

Despite these challenges, the cobalt sector presents unique opportunities for green initiatives. Cobalt’s vital role in battery technology for electric vehicles and renewable energy storage positions the industry at the forefront of the green energy transition [25]. Strategic sustainability initiatives can enhance the industry’s reputation and market alignment with global sustainability goals [26]. International pressure and local regulations are starting to shape the sector’s sustainability practices. Studies specific to the Congolese cobalt sector are scarce but growing. The DRC government and international bodies are pushing for responsible mining practices, offering a pathway for companies to align with global standards [27].

2.2. Employees’ Environmental Mindset

The environmental mindset of employees refers to their attitudes, beliefs, and values concerning environmental sustainability. Sabbir and Taufique demonstrated in their study that an environmentally conscious workforce can significantly impact the implementation and success of green initiatives within an organization [28]. Other studies, such as [29] have explained the factors that influence corporate green innovation. The alignment of sustainability with organizational values, management support, and the availability of resources have been found to be influential. When sustainability is embedded in an organization’s core values and mission, employees are more likely to identify with these goals and integrate them into their work practices. Strong leadership and managerial support for sustainability can foster a culture where employees feel empowered to take part in green initiatives [17,30]. The provision of resources, such as training, tools, and time, enables employees to act on their environmental beliefs in tangible ways [18,31]. An individual’s personal commitment to environmental stewardship, shaped by education, upbringing, and personal experience, also plays a significant role [32]. Understanding and harnessing employees’ environmental mindsets is not without challenges. It requires a comprehensive approach that recognizes the complexity of human behaviour and the various factors that can influence it. The alignment of personal and organizational values may be difficult to achieve, and not all employees may be equally motivated or able to engage in sustainable practices. However, by taking a proactive approach to understanding and influencing employees’ environmental mindsets, organizations can unlock significant potential. Investing in education, fostering a supportive culture, aligning organizational values with sustainability goals, and providing the necessary resources can cultivate a workforce that is not only engaged with but also drives the organization’s sustainability agenda.

2.3. Corporate Social Responsibility

The concept of Corporate Social Responsibility (CSR) has evolved significantly over time, shifting from a philanthropic activity to a strategic priority for businesses [33]. According to the World Business Council for Sustainable Development, CSR is “the continuing commitment by business to contribute to economic development while improving the quality of life of the workforce and their families, as well as of the community and society at large [34]”. In recent years, the concept of CSR has been intertwined with the notion of sustainability.

The United Nations Brundtland Report defines sustainable development as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs [35]”. This perspective requires organizations to consider the environmental and social consequences of their actions, alongside their economic impacts, commonly referred to as the triple bottom line of sustainability: profit, people, and planet [36]. This expanded role of corporations underlines the critical nature of CSR in shaping the path towards sustainable development [20]. With this broader perspective, corporations are expected to actively participate in sustainable development, intertwining their business goals with environmental stewardship and social well-being [37,38].

CSR practices can secure a company’s social license to operate, building acceptance and support from local communities and other stakeholders [13]. Social license is often vital for long-term success in regions with complex social dynamics, such as the DRC. Thus, the implementation of CSR initiatives becomes critical not only for fulfilling ethical obligations and regulatory expectations but also for contributing to the long-term sustainability of the business, the environment, and society at large [39]. Developing and implementing effective CSR strategies in a sector fraught with environmental and social challenges requires careful planning and substantial resources. The complexity of the Congolese context may require tailored approaches. By adopting robust CSR practices, cobalt companies can enhance their reputation, both within local communities and in international markets. CSR initiatives can lead to increased trust and brand loyalty, successful CSR integration requires collaboration with various stakeholders, including local communities, government bodies, NGOs, and employees. Building and maintaining these relationships can be challenging, but they are vital for success.

2.4. Green Initiatives

Green initiatives refer to organizational efforts to reduce environmental impact through practices such as energy efficiency, waste reduction, and sustainable sourcing [40,41,42]. Prior studies have examined how firms successfully implement such initiatives [43]. However, in the context of cobalt mining in the Democratic Republic of Congo, green initiatives extend beyond generic measures and should reflect the industry’s environmental particularities. Accordingly, in this study, “green initiatives” are defined as a multidimensional set of environmentally responsible practices and policies aimed at reducing the ecological footprint of cobalt mining operations by strengthening mining-residue management (e.g., tailings and waste rock handling to limit soil and water contamination), enhancing water stewardship through monitoring, recycling and treatment of process water and runoff, reducing energy consumption and emissions through efficient equipment and process optimization, and ensuring responsible handling of chemicals and hazardous materials through safe storage, spill prevention, and compliant disposal. Green initiatives also include land rehabilitation and erosion control measures to mitigate long-term ecosystem degradation, as well as environmentally responsible procurement and contractor requirements that consider lifecycle impacts and supply-chain compliance [44]. Taken together, this cobalt-mining-specific conceptualization clarifies the dimensions of green initiatives and improves the construct’s contextual relevance for examining how employees’ environmental mindset and CSR influence green practices and environmental sustainability outcomes.

2.5. Relationships Among Mindset, CSR, Initiatives, and Sustainability

Studies of workplace sustainability commonly report that employees who hold stronger pro-environmental attitudes are more likely to support and participate in green initiatives in their organizations [16,45]. Yet the evidence also shows that mindset is not sufficient on its own. Employees may endorse sustainability goals but still do little in practice when expectations are ambiguous, managerial backing is inconsistent, or resources and time are constrained [17,46]. This “intention–implementation” gap matters in operationally intensive industries, where environmental improvement depends on routines, coordination, and sustained compliance rather than individual goodwill. CSR scholarship helps explain why the same level of employee environmental concern can produce different levels of green engagement across firms. CSR functions as an internal signal about what the organization values and supports, shaping employees perceived organizational support, identification, and willingness to invest discretionary effort in environmental practices [11,12,14]. Evidence from Congolese mining also suggests that CSR implementation is closely tied to internal motivations and cost–resource considerations, which can influence how consistently CSR commitments translate into real workplace practices [47]. In this sense, CSR is not only reputational; it can shape the organizational conditions under which employee mindset becomes action.

Green initiatives are generally associated with stronger environmental sustainability performance, including improved compliance, prevention capacity, and reduced environmental burdens [43,48]. However, the relationship is sensitive to how deeply initiatives are embedded. Superficial or isolated measures often produce limited impact, whereas initiatives integrated into monitoring, accountability, and operational routines tend to generate more durable environmental gains [15]. In mining contexts, capability-building mechanisms such as training and supportive green culture are especially important for turning environmental goals into consistent employee performance [49]. This line of research therefore points to CSR as a plausible moderator in two places: first, in strengthening the translation of employee mindset into green initiatives, and second, in strengthening the extent to which green initiatives improve environmental sustainability. Where CSR is implemented through concrete systems—policies, training, incentives, and resource support—it can reduce barriers to action and make environmental priorities more actionable for employees [8,11]. It can also reinforce continuity and accountability around environmental initiatives, increasing their likelihood of producing measurable sustainability outcomes [19,20]. At the same time, empirical evidence remains relatively limited in extractive industries and critical mineral supply chains such as cobalt, where sustainability pressures are global, but implementation is shaped by local constraints and contested governance. This is particularly relevant for the Congolese cobalt sector, where sustainability outcomes have been shown to depend not only on technical measures but also on internal commitment and organizational drivers [3,7,22,30].

3. Conceptual Framework and Hypothesis Development

This section illustrates the importance of employees’ environmental mindsets in relation to organizational sustainability efforts and green initiatives, as shown in Figure 1. This study’s conceptual framework explores the interconnected relationships between employees’ environmental mindset, Corporate Social Responsibility (CSR) initiatives, green initiatives, and environmental sustainability within the Congolese cobalt sector. It posits that employees with a positive environmental mindset are more likely to engage in sustainability efforts, which are further enhanced by effective CSR initiatives that foster a culture of environmental stewardship. Green initiatives, such as energy efficiency and waste reduction programs, represent practical actions that employees can undertake, significantly contributing to the organization’s environmental sustainability. The framework also examines the moderating role of CSR initiatives, suggesting that robust CSR programs can amplify the positive impact of employees’ environmental consciousness on the implementation of green initiatives. Ultimately, the integration of these elements aims to demonstrate that a synergy between environmentally conscious employees, supportive CSR strategies, and practical green initiatives is crucial for achieving long-term environmental sustainability in the cobalt mining industry.

3.1. Employees’ Environmental Mindset and Environmental Sustainability

Employee mindset, specifically their environmental consciousness, plays a significant role in an organization’s sustainability efforts [50]. Employees with a high level of environmental consciousness often show greater support for green initiatives and are more likely to engage in environmentally friendly behaviours at work [51]. However, research also suggests that personal environmental consciousness may not be enough to drive pro-environmental behaviour in the workplace. Organizational factors, such as management support for green initiatives, the availability of resources for sustainable behaviour [46], and the alignment of sustainability with the organization’s mission and values, can significantly influence employees’ willingness and ability to engage in green behaviours. Therefore, the relationship between an individual’s environmental mindset and organizational sustainability is not solely reliant on personal convictions [52]. Various organizational factors play crucial roles in translating employees’ environmental consciousness into actionable green behaviours. Factors include management’s support for sustainability, the availability of resources to carry out sustainable practices, and an organizational culture that aligns sustainability with the company’s core values and mission. These insights lead to the hypothesis that there is a positive correlation between employees’ environmental mindset and the level of environmental sustainability achieved by their organization:

H1. 

There is a positive causal relationship between employees’ environmental mindset and the company’s environmental sustainability.

3.2. Employees’ Environmental Mindset and Green Initiatives

The study hypothesizes a positive relationship between employees’ environmental mindset and their engagement with green initiatives. The more environmentally aware and engaged the employees are, the more likely they are to support and actively participate in green initiatives [53]. In the context of this study, we posit that there is a direct and positive relationship between the environmental mindset of employees and their active engagement with green initiatives. This hypothesis is premised on the understanding that employees with a heightened sense of environmental awareness are likely to be more receptive to, supportive of, and engaged with green initiatives within their organization. This association is substantiated by a multitude of previous studies. For instance, Norton et al. [16] found that employees with a strong environmental consciousness showed greater support for green initiatives and were more likely to engage in environmentally friendly behaviours at work. They proposed that these employees perceive the environmental impact of their actions more acutely and feel a personal responsibility to contribute positively to their environment.

Further studies underlined the influence of an employee’s environmental mindset on their workplace behaviours [45], whereby researchers noted that individuals with strong pro-environmental values were more likely to engage in sustainable behaviours within their workplace. They noted that these employees often consider the environmental implications of their actions and actively seek opportunities to contribute to sustainability efforts. Similarly, it has been suggested that employees’ environmental attitudes significantly predict their participation in corporate sustainability initiatives. They found that employees with more positive environmental attitudes demonstrated greater participation in the company’s sustainability initiatives. In the context of the Congolese cobalt sector, it is proposed that these findings hold relevance. As such, the more environmentally conscious the employees in this sector are, the greater their propensity to support and actively participate in green initiatives is expected to be. Therefore, this research contributes to the body of literature by examining this proposed relationship within a unique industrial and geographic context.

H2. 

Employees’ positive environmental mindset influences their engagement in green initiatives.

3.3. Green Initiatives and Environmental Sustainability

The study also hypothesizes that the green initiatives within a company positively influence the company’s reputation for sustainability. Therefore, the more a company is involved in green practices, the stronger its perceived commitment to sustainability. These proposed interactions serve to explore how employee attitudes and corporate actions work together to shape environmental practices and perceptions of sustainability within the Congolese cobalt sector. Green initiatives have been defined as organizational practices to reduce environmental impact, including energy efficiency and waste reduction [43]. The company’s reputation for sustainability can be seen as a collective perception by stakeholders of its commitment to environmental sustainability. A strong reputation can enhance brand image, increase customer loyalty, attract investment, and differentiate the company in the market [54]. The Congolese cobalt sector provides an intriguing context for this exploration. Accounting for nearly 70% of the world’s cobalt production, the Democratic Republic of Congo plays a vital role in the global push for renewable energy technologies. However, the industry is also notorious for environmental degradation and social issues, making sustainability initiatives crucial. In the specific context of the Congolese cobalt sector, this relationship becomes particularly poignant [5,22]. Given the global reliance on cobalt for renewable energy solutions and juxtaposed against the industry’s history of environmental degradation and social issues, sustainability initiatives are not just desirable but crucial. The alignment of green initiatives with a broader sustainability reputation underscores the importance of responsible management practices and offers a path toward reconciling economic and environmental priorities in this vital industry.

H3. 

Green initiatives positively enhance the company’s environmental sustainability.

3.4. The Moderating Role of CSR

Corporate Social Responsibility (CSR) is also recognized as a crucial element in promoting green initiatives and corporate sustainability [19]. CSR initiatives that align with environmental sustainability can bolster the relationship between employee mindset and green practices. This synergistic effect implies that well-designed CSR programs can amplify the impact of individual employees’ environmental mindsets on organizational sustainability practices. The CSR role goes beyond mere compliance with regulations or philanthropic activities, serving as a strategic tool that aligns with the broader goals of sustainability [55]. Moreover, CSR initiatives provide a structured framework that can facilitate the successful implementation of green initiatives [56]. By connecting environmental goals with broader organizational values and community interests, CSR can foster a more coherent and supportive environment for sustainable practices [11].

Well-aligned CSR initiatives can strengthen employees’ commitment to sustainability and enhance their engagement with green initiatives. Corporate actions that align with environmental sustainability can bolster the relationship between employees’ environmental mindset and green practices. This synergy implies that CSR could enhance the positive influence that an environmentally conscious workforce has on the success of sustainability initiatives within the organization.

H4. 

Corporate Social Responsibility (CSR) initiatives moderate the positive relationship between employees’ environmental mindset and green initiatives.

H5. 

Corporate Social Responsibility (CSR) initiatives moderate the positive relationship between green initiatives and environmental sustainability.

4. Materials and Method

The study employs a quantitative approach to explore the impact of Corporate Social Responsibility (CSR) on employee attitudes toward green initiatives within the cobalt mining sector in the Democratic Republic of Congo (DRC). This approach ensures a comprehensive understanding of the interactions between CSR initiatives, employee perceptions, and environmental sustainability. Advanced statistical tools, such as IBM SPSS Statistics 27, were utilized for data analysis. Similarly, Grammarly’s integrated generative AI tools were instrumental in refining and proofreading. However, every precaution has been taken to ensure the accuracy of the work and to mitigate any potential ambiguity associated with AI assistance.

4.1. Data

The quantitative facet of the research primarily hinges on data collected through structured survey questionnaires. These questionnaires were meticulously designed to capture a broad range of employee perspectives and attitudes. The data were collected over a 3-month period from November 2023 to January 2024. The target population for the survey consisted of employees working in various capacities within cobalt mining firms in the Democratic Republic of Congo. To ensure that the data reflected a diverse employee population, we surveyed a representative sample of 398 employees drawn from multiple companies in the Congolese cobalt sector, which is adequate for the estimation of the proposed regression models. To administer the survey, a standardized protocol was followed to minimize variations in data collection and ensure the reliability of the results (in Section 4.3). The questionnaires included multiple sections designed to measure key constructs such as CSR initiatives, employee environmental mindsets, the implementation of green initiatives, and overall attitudes toward environmental sustainability. Questionnaires were distributed using a secure online link shared through departmental supervisors and internal staff communication groups. Participation was voluntary and anonymous, and no identifying information was collected to encourage candid responses and protect confidentiality. The measurement scales and questionnaire items used in this study are listed in Appendix A (Survey Items).

In the context of this research, which focuses on the interplay between CSR Initiatives, Employee Environmental Mindsets, Green Initiatives, and Environmental Sustainability, the demographic information provides useful dimensions for interpreting the findings. Gender balance in the sample (52.8% male and 47.2% female) suggests that the results could be applicable across both genders, which is crucial when investigating topics that touch upon corporate social responsibility and environmental concerns that are universally relevant. The age distribution is particularly noteworthy, as most respondents are between 21 and 30 years old (66.8%). This younger demographic might be more attuned to modern notions of sustainability and corporate social responsibility, given that younger generations are generally more concerned about environmental issues. Tenure is another important consideration. A significant portion of respondents have been in their jobs for less than one year (42.5%), which could suggest that they may not have as much influence in their organizations but are possibly more open to new initiatives. In contrast, the 18.3% who have been at their jobs for over five years would likely have more influence but might also be more set in their ways. Finally, the nearly even split between those with a bachelor’s degree and those with a master’s degree (50.5% and 49.5%, respectively) implies a well-educated sample. This is relevant for a study probing relatively sophisticated topics like CSR and sustainability, as education level could correlate with awareness and understanding of these issues. Understanding these demographic variables is essential for contextualizing the study’s findings. They serve as a backdrop against which the research outcomes can be more accurately understood, allowing for a nuanced interpretation that considers the diversity and characteristics of the respondents (see

Table 1. Demographic characteristics.

		Frequency	Percent	Valid Percent	Cumulative Percent
Gender	Female	188	47.2	47.2	47.2
	Male	210	52.8	52.8	100
Age	21 to 30 years	266	66.8	66.8	66.8
	31 to 40 years	59	14.8	14.8	81.7
	41 to 50 years	73	18.3	18.3	100
Tenure	Below one year	169	42.5	42.5	42.5
	One to two years	104	26.1	26.1	68.6
	Two to five years	52	13.1	13.1	81.7
	Above five years	73	18.3	18.3	100
Education	Bachelor’s degree	201	50.5	50.5	50.5
	Master’s degree	197	49.5	49.5	100
Total		398	100	100

).

4.2. Measurement Items

In this study, CSR Initiatives serve as the moderating variable, bridging the relationship between Employee Environmental Mindset and organizational outcomes in environmental sustainability. To comprehensively measure this variable, we have adapted and refined metrics from Turker research [14], contextualizing them to the specific dynamics of cobalt mining companies in the Democratic Republic of Congo. The measurement framework includes five key indicators on the scope and nature of the company’s CSR programs, quantifying how actively the organization is investing in sustainability efforts and Employee educational programs that focus on sustainability and environmental stewardship. Employee Environmental Mindset was operationalized through a multi-dimensional framework that assesses attitudes, awareness, knowledge, and perceptions concerning both Corporate Social Responsibility (CSR) initiatives and green practices within the organization. This framework builds upon prior research by Aguinis and Glavas [11]. Green Initiatives are assessed based on the range and quality of eco-friendly practices that employees incorporate into their daily work processes. The measurement framework for this construct draws inspiration from the pioneering work of Daily et al. [15]. The scale encompasses various elements, including, but not limited to, waste reduction techniques, utilization of energy-efficient tools and equipment, and adherence to environmentally conscious procedures and protocols. This multidimensional approach allows us to scrutinize not just the adoption but also the effectiveness of green initiatives undertaken by employees across the cobalt mining sector in the Democratic Republic of Congo.

For the evaluation of Environmental Sustainability, the study employed a comprehensive seven-item scale. This scale is an amalgamation of well-validated measures drawn from multiple scholarly sources [48,57]. The items in this scale focus on a variety of sustainability aspects, such as “Going Beyond Regulatory Compliance in Limiting Environmental Impact” and “Preventive Measures and Mitigation Strategies for Environmental Crises.” This approach offers a multifaceted evaluation, allowing for an in-depth understanding of the company’s commitment to environmental stewardship, the effectiveness of its sustainable initiatives, and its preparedness for ecological crises. By utilizing this carefully designed 7-item scale, we aim to capture a holistic view of Environmental Sustainability within the Congolese cobalt sector, which complements our assessments of Corporate Social Responsibility and employee perspectives on green initiatives.

4.3. Measurement Item Reliability

Table 2. Reliability of measurement items.

Constructs	Coding	Loading	ALPHA	AVE	CR
CSR INITIATIVES	CSR_INT1	0.759	0.702	0.460	0.807
	CSR_INT2	0.775
	CSR_INT3	0.627
	CSR_INT4	0.652
	CSR_INT5	0.551
EMPLOYEE ENVIRONMENTAL MINDSETS	EMP_MIND1	0.691	0.7	0.4161	0.781
	EMP_MIND2	0.642
	EMP_MIND3	0.644
	EMP_MIND4	0.61
	EMP_MIND5	0.636
GREEN INITIATIVES	GREEN_INT1	0.644	0.74	0.451	0.803
	GREEN_INT2	0.654
	GREEN_INT3	0.784
	GREEN_INT4	0.609
	GREEN_INT5	0.653
ENVIRONMENTAL SUSTAINABILITY	ENV_SUST1	0.669	0.77	0.379	0.809
	ENV_SUST2	0.589
	ENV_SUST3	0.568
	ENV_SUST4	0.533
	ENV_SUST5	0.601
	ENV_SUST6	0.624
	ENV_SUST7	0.71

presents a thorough evaluation of the psychometric properties for four key constructs: CSR Initiatives, Employee Environmental Mindsets, Green Initiatives, and Environmental Sustainability, against widely accepted criteria and thresholds for measurement validity and reliability. For instance, the “Loading” column presents the factor loadings for each indicator, which are all above the commonly accepted threshold of 0.5. Factor loadings above this threshold are generally considered to signify strong construct validity. The Cronbach’s Alpha values, used for assessing internal consistency, range from 0.7 to 0.77, exceeding the recommended threshold of 0.7 [58,59]. This suggests that the indicators for each construct are consistently measuring the same latent variable. Cronbach’s alpha and composite reliability exceeded the 0.70 threshold, indicating satisfactory internal consistency. AVE values were below 0.50, suggesting that convergent validity is modest; however, the high composite reliability and acceptable loadings indicate the constructs remain measured with adequate reliability for the subsequent analysis. The Composite Reliability (CR) scores further reinforce the reliability of the scales, ranging from 0.781 to 0.809, which is well above the commonly recommended threshold of 0.7 for confirming scale reliability [60]. Overall, the psychometric properties, as illustrated in the table, meet or exceed the standard criteria and thresholds for reliability and validity, thereby affirming that the research instrument is both reliable and valid for measuring the constructs under study. Common method bias was assessed using Harman’s single-factor test; the first unrotated factor accounted for 26.12% of the total variance, suggesting that common method variance is unlikely to drive the results. Following the verification of internal consistency among the measurement items, we advanced to the next stage of data preparation: variable transformation. In this phase, computations were carried out based on the mean values derived from the individual items within each specific construct. The transformation procedure ensures that each construct is accurately represented, thereby enhancing the robustness of the statistical analyses.

5. Results

5.1. Descriptive Analysis

Table 3. Descriptive Statistics.

	Gender	Age	Tenure	Education	CSR_INIT	EMP_M	GREEN_IN	EN_SUST
N	398	398	398	398	398	398	398	398
Minimum	0	1	1	2	1.4	2	2	2.14
Maximum	1	3	4	3	5	5	4.8	5
Mean	0.5276	1.5151	2.0729	2.495	3.2146	3.4804	3.3905	3.4767
Std. Deviation	0.49986	0.78623	1.1344	0.5006	0.61721	0.55414	0.53738	0.54589

reports descriptive statistics for the demographic variables and the study constructs CSR Initiatives (CSR_INIT), Employee Environmental Mindsets (EMP_M), Green Initiatives (GREEN_IN), and Environmental Sustainability (EN_SUST) based on 398 observations.

Table 4. Correlation analysis.

	Gender	Age	Tenure	Education	CSR_INIT	EMP_M	GREEN_IN	EN_SUST
Gender	1
Age	−0.02	1
Tenure	0.07	0.929 **	1
Education	0.393 **	0.445 **	0.602 **	1
CSR_INIT	0.083	−0.100 *	−0.082	−0.028	1
EMP_M	0.025	−0.028	−0.02	−0.013	0.638 **	1
GREEN_IN	0.047	−0.004	−0.013	0.018	0.293 **	0.383 **	1
EN_SUST	0.062	0.013	0.009	0.027	0.596 **	0.650 **	0.334 **	1

** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).

presents the Pearson bivariate correlations among all variables. The correlation matrix indicates that demographic characteristics exhibit limited relationships with the focal constructs, suggesting that respondents’ perceptions of CSR initiatives, environmental mindset, green initiatives, and environmental sustainability are not strongly patterned by gender, age, tenure, or education in this sample. Notably, age and tenure are very strongly correlated (r = 0.929, p < 0.01), reflecting substantial overlap between these two variables and implying that they capture closely related aspects of employee experience. This issue is acknowledged in subsequent multivariate analyses.

With respect to the study constructs, the results show several statistically significant and substantively meaningful associations. CSR initiatives (CSR_INIT) display a strong positive relationship with employee environmental mindset (EMP_M) (r = 0.638, p < 0.01) and a strong positive relationship with environmental sustainability (EN_SUST) (r = 0.596, p < 0.01). These magnitudes indicate that more robust CSR practices are systematically associated with more environmentally oriented employee mindsets and higher environmental sustainability outcomes. Consistent with this pattern, employee environmental mindset (EMP_M) is strongly correlated with environmental sustainability (EN_SUST) (r = 0.650, p < 0.01) and moderately correlated with green initiatives (GREEN_IN) (r = 0.383, p < 0.01), suggesting that employees’ environmental orientation is closely aligned with sustainability outcomes and meaningfully related to the implementation of green initiatives. Finally, green initiatives (GREEN_IN) are moderately and positively associated with environmental sustainability (EN_SUST) (r = 0.334, p < 0.01), providing preliminary evidence that increased engagement in green practices corresponds to improved sustainability performance.

5.2. Moderated Regression Analysis

Given the study’s focus on interaction effects, moderated regression was used in SPSS 27 with composite variables. This approach was considered suitable and straightforward for testing moderation, whereas SEM would require simultaneous estimation of both the measurement and structural models. Before running the analysis, interaction terms were created and multicollinearity was checked using variance inflation factors (VIF). All VIF values were low, with a maximum of 1.72, indicating no multicollinearity concerns.

Table 5. Moderated Regression Analysis Model 1.

Variable	β	SE	t-Value	p-Value	(LLCI)	(ULCI)
constant	0.4017	0.7097	0.5659	0.5718	−0.9937	1.7970
EMP_M	0.7866 ***	0.2043	3.8496	0.0001	0.3849	1.1884
CSR_INIT	0.5894 **	0.2238	2.6339	0.0088	0.1495	1.0294
EMP_M × CSR_INIT	0.1441 *	0.0605	2.3804	0.0178	0.0251	0.2631
Model Summary
R-squared	0.60
F-value	25.4604

*** indicates significance at the 0.001 level; ** indicates significance at the 0.01 level; * Indicates significance at the 0.05 level.

reports the results testing whether CSR moderates the relationship between employee environmental mindset and green initiatives in the Congolese cobalt sector. Employee mindset (EMP_M) has a positive and statistically significant effect on green initiatives (β = 0.7866, p = 0.0001), showing that employees with stronger pro-environmental attitudes are more likely to support and engage in green practices. CSR initiatives (CSR_INIT) also have a positive and significant effect (β = 0.5894, p = 0.0088), suggesting that stronger CSR practices are associated with higher levels of green initiatives. The interaction term between employee mindset and CSR initiatives is positive and significant (β = 0.1441, p = 0.0178), indicating that CSR strengthens the positive relationship between employee mindset and green initiatives. This moderating effect is illustrated in Figure 2. The model explains 60% of the variation in green initiatives (R² = 0.60). The overall model is also statistically significant (F = 25.4604), indicating that the predictors jointly contribute to explaining differences in green initiatives.

Subsequently,

Table 6. Moderated Regression Analysis Model 2.

Variable	β	SE	t-Value	p-Value	(LLCI)	(ULCI)
constant	0.1992	0.6074	0.3279	0.7431	−0.9950	1.3933
EMP_M	0.4167 ***	0.0481	8.6568	0.0000	0.3221	0.5113
GREEN_IN	0.2932 *	0.1854	2.5813	0.0114	−0.0713	0.6577
CSR_INIT	0.4691 *	0.1827	2.5670	0.0106	0.1098	0.8283
GREEN_IN × CSR_INIT	0.0614 *	0.0534	2.1496	0.010	−0.048	0.171
Model Summary
R-squared	0.696
F-value	92.5622

*** indicates significance at the 0.001 level; * indicates significance at the 0.05 level.

presents the results of the Moderated Regression Analysis Model 2, which appears to examine how employee mindset (EMP_M), green initiatives (GREEN_IN), and Corporate social responsibility initiatives (CSR_INIT) interact to affect environmental sustainability in the Congolese cobalt sector. Employee Mindset has a significant positive effect (β = 0.4167, p < 0.001) on Environmental Sustainability. The predictor is statistically significant, meaning a unit increase in EMP_M leads to a 0.4167-unit increase in Environmental Sustainability. The Green Initiatives variable is statistically significant with β = 0.2932 and p-value = 0.0114, suggesting that Green Initiatives have a positive impact on Environmental Sustainability. Corporate Social Responsibility Initiatives variable also has a positive, significant impact on Environmental Sustainability (β = 0.4691, p = 0.0106). This suggests that CSR initiatives are a strong predictor in this model. GREEN_IN × CSR_INIT interaction term is significant with a p-value of 0.010 and β = 0.0614. This shows that the effect of Green Initiatives on Environmental Sustainability is moderated by CSR Initiatives, subsequently Figure 3 illustrates that robust CSR initiatives significantly boost the effectiveness of green initiatives in achieving environmental sustainability, highlighting the crucial role of comprehensive CSR strategies in attaining superior sustainability outcomes. Essentially, the positive effect of Green Initiatives is amplified when accompanied by strong CSR initiatives. The value of 0.696 suggests that approximately 69.6% of the variance in Environmental Sustainability can be explained by the model’s predictors. This is a robust R-squared value, indicating a good model fit. The F-value of 92.5622 is highly significant, confirming that the regression model is valid.

Model 2 in Table 6 reveals that both Employee Mindset (EMP_M) and Corporate Social Responsibility Initiatives (CSR_INIT) have strong, significant positive effects on Environmental Sustainability. Furthermore, the impact of Green Initiatives on Environmental Sustainability is moderated by the level of CSR initiatives in place. These findings could be particularly useful for companies in the Congolese cobalt sector aiming to improve their sustainability practices.

Furthermore, the analysis examines the conditional indirect effects of an employee’s mindset (EMP_M) on environmental sustainability (EN_SUST) through green initiatives (GREEN_IN), all within the context of varying levels of corporate social responsibility initiatives (CSR_INIT). When CSR_INIT is set at 2.6, the indirect effect of an employee’s mindset on environmental sustainability through green initiatives is 0.0551. Importantly, the bootstrapped confidence interval for this effect ranges from 0.0034 to 0.1125. The fact that this confidence interval does not encompass zero indicates that the effect is statistically significant. In practical terms, this suggests that when CSR initiatives are moderately implemented (at a level of 2.6), an employee’s positive mindset toward green initiatives has a statistically significant and positive impact on environmental sustainability.

In the case where CSR_INIT is at 3.2, the indirect effect size is 0.0315, with a bootstrapped confidence interval ranging from 0.0016 to 0.0652. Again, the interval does not include zero, confirming that the effect is statistically significant at this level. However, the effect size is smaller than in the first scenario. This could mean that when CSR initiatives are at a higher level (3.2000), the mediating role of green initiatives between employee mindset and environmental sustainability is still significant but weaker. Contrastingly, at a CSR_INIT level of 4, the indirect effect of EMP_M on EN_SUST is 0.0100, and the bootstrapped confidence interval ranges from −0.0112 to 0.0445. Here, the confidence interval includes zero, indicating that the effect is not statistically significant at this level of CSR initiatives. This suggests that at very high levels of CSR implementation, the effect of an employee’s mindset on environmental sustainability through green initiatives is negligible or non-existent. To sum up, the effectiveness of an employee’s positive mindset on environmental sustainability, as mediated by green initiatives, appears to be conditioned by the level of corporate social responsibility initiatives in place. Specifically, the impact is most substantial at moderate CSR levels, diminishes at higher levels, and becomes statistically non-significant at very high levels of CSR initiatives.

5.3. Robustness Checks

To examine whether the main results are sensitive to sampling variability, we re-estimated the regression parameters using percentile bootstrapping with 5000 resamples and 95% confidence intervals. An effect is considered supported when the bootstrap interval excludes zero.

5.3.1. Model 1 (Outcome: GREEN_IN)

The bootstrap results confirm that employee environmental mindset (EMP_M) is a robust positive predictor of green initiatives (Coeff = 0.7866; 95% bootstrap CI [0.2440, 1.2665]). CSR initiatives (CSR_INIT) also retain a positive and statistically supported association with green initiatives (Coeff = 0.5894; 95% CI [0.0061, 1.1312]). In contrast, the interaction term between EMP_M and CSR_INIT is not supported under bootstrapping because its confidence interval includes zero (Coeff = 0.1441; 95% CI [−0.2939, 0.0241]). This suggests that, while employee mindset and CSR are each positively related to green initiatives, the moderating effect of CSR is not robust under bootstrap estimation (See

Table 7. Bootstrap results for Model 1.

Variable	Coeff	BootMean	BootSE	BootLLCI	BootULCI
Constant	0.4017	0.4222	0.8951	−1.2803	2.2228
EMP_M	0.7866	0.7785	0.2606	0.2440	1.2665
CSR_INIT	0.5894	0.5821	0.2911	0.0061	1.1312
EMP_M × CSR_INIT	0.1441	0.1414	0.0819	−0.2939	0.0241

Note: Effects are supported when the 95% bootstrap CI excludes 0; interactions use mean-centred predictors.

).

5.3.2. Model 2 (Outcome: EN_SUST)

Table 8. Bootstrap results for Model 2.

Variable	Coeff	BootMean	BootSE	BootLLCI	BootULCI
Constant	0.1992	0.2031	0.6590	−1.0963	1.4662
EMP_M	0.4167	0.4172	0.0533	0.3108	0.5202
GREEN_IN	0.2932	0.2918	0.1979	−0.0867	0.6903
CSR_INIT	0.4691	0.4663	0.2009	0.0756	0.8659
GREEN_IN × CSR_INIT	0.0614	0.0607	0.0559	−0.048	0.171

Note: Effects are supported when the 95% bootstrap CI excludes 0; interactions use mean-centered predictors.

indicates that the bootstrap analysis generally supports the direct effects reported in the main model. Employee mindset and CSR initiatives remain positively associated with environmental sustainability. By contrast, the effects of green initiatives and the interaction term are less stable, as their confidence intervals include zero. These results suggest stronger support for the direct predictors than for the moderating effect.

6. Discussion

6.1. Theoretical Implications

First, much of the existing literature has centred on the role of CSR in fostering Pro-Environmental Behaviour (PEB) among employees [61,62]. However, our research significantly extends this perspective by revealing the importance of employee mindset in influencing environmental sustainability. This suggests that employees with positive attitudes, awareness, and knowledge about CSR initiatives and green practices are more likely to contribute to environmental sustainability [63,64,65]. In this regard, the study introduces and validates a new pathway wherein employees develop a strong sense of commitment to organizations that prioritize CSR initiatives and green practices. This commitment, in turn, has a significant impact on environmental sustainability. Hence, this research enriches the existing CSR-PEB literature by introducing employee mindset as a less commonly explored but crucial variable. Second, by investigating the moderating role of CSR initiatives (CSR_INIT) and their interaction with green initiatives (GREEN_IN), the study contributes to the understanding of the boundary conditions for achieving environmental sustainability. Although prior research has hinted at the impact of organizational green initiatives on pro-environmental behaviour, our study is among the first to introduce the interaction between CSR and green initiatives as a key moderating factor. Our findings reveal that this interaction significantly impacts environmental sustainability, thereby amplifying or attenuating the direct effects of CSR and green initiatives. In doing so, we extend existing theories to introduce CSR as not just an independent variable but also as a contextual factor that influences the effectiveness of green initiatives. Thus, this study provides valuable insights into the conditions under which CSR and green initiatives synergistically improve environmental sustainability. Interestingly, our model, which accounts for a substantial 69.6% of the variance in environmental sustainability, reveals that the effectiveness of these variables is not uniform across all conditions. This underlines the critical importance of understanding the boundary conditions that influence the relationship between CSR, employee mindset, and green initiatives. By delineating these conditions, our study provides a more nuanced understanding of how to implement effective CSR programs and foster a mindset conducive to environmental sustainability. By addressing these points, our research offers a more comprehensive theoretical framework for understanding the intricate dynamics between CSR, employee mindset, and green initiatives in achieving environmental sustainability. In doing so, we bridge existing gaps and introduce new avenues for future research in this domain.

6.2. Managerial Implications

In Congo’s cobalt operations, the practical lesson is that CSR only matters for environmental outcomes when it shows up in how the site is run every day. Managers should therefore treat CSR as an operating system, not a slogan. That starts with focusing on the impacts that dominate cobalt mining in the DRC: tailings and waste rock control, water and runoff protection, chemical and fuel handling, dust, and erosion. CSR commitments should be translated into simple routines that supervisors and crews can follow and verify, such as inspection logs for tailings storage areas, basic spill response steps, clear rules for storage and transfers of fuels and reagents, and regular checks on drainage and sediment control. Training should be short, role-based, and linked to the tasks that create risk on site, and it should come with the tools employees need to act, for example, spill kits, labelled containers, bunding materials, and standard reporting forms. Because water contamination is one of the most sensitive issues around many cobalt sites, firms should make water stewardship visible and routine by fixing sampling points, setting clear testing schedules, and documenting maintenance of ponds and channels so compliance is easy to confirm. To stop CSR from becoming symbolic, environmental performance should be tied to supervision and accountability through clear targets and follow-up, using indicators that make sense operationally, such as spill frequency, completion of inspections, maintenance execution, and proper waste segregation. Since contractors and transport providers are often where problems reappear, CSR standards must extend to procurement and subcontracting, with environmental requirements written into contracts and checked in the field. Finally, credibility depends on what people can see, so companies should communicate CSR internally through evidence of implementation such as budgets spent, containment repaired, rehabilitation completed, and corrective actions taken after incidents.

7. Conclusions

This study offers a comprehensive analysis of the role of Corporate Social Responsibility (CSR) initiatives, employee mindset, and green initiatives in influencing environmental sustainability within the context of the Congolese cobalt sector. Utilizing a mixed-methods approach, this research has been able to validate several key relationships and interactions among these variables, contributing both theoretically and practically to the existent literature and business practices. Theoretically, this research adds to the current body of knowledge by demonstrating how an employee’s positive mindset towards CSR and green initiatives can lead to improved environmental sustainability outcomes. Additionally, our research takes the conversation a step further by revealing the moderating effect of CSR initiatives on employee mindset and green initiatives, highlighting the complex yet influential role that CSR plays in an organizational setting. From a managerial perspective, this study offers concrete recommendations for improving the implementation and effectiveness of CSR and green initiatives. It underlines the importance of aligning these programs with the organization’s overall goals and the specific attitudes and perceptions of its employees. Businesses, especially those in sectors with substantial environmental impacts, such as cobalt mining, can use these findings to design more effective, targeted CSR strategies that not only fulfil corporate objectives but also engage employees in meaningful ways. The significant R-squared values and F-values in the regression analyses point to the robustness of the proposed models, giving both scholars and practitioners strong starting points for further research and implementation. Our study is particularly timely given the increasing global emphasis on sustainable business practices and the ethical implications of mining operations in regions like the Democratic Republic of Congo. In summary, this research stands as an important contribution to understanding the complex dynamics of CSR, employee mindset, and environmental sustainability. As organizations increasingly seek ways to be socially responsible while also ensuring profitability and sustainability, this study provides a framework for achieving these multifaceted objectives.

While this study provides valuable insights into the synergistic effects of CSR initiatives and employee mindsets on green initiatives and environmental sustainability within the Congolese cobalt sector, it is not without limitations. The use of cross-sectional data may not capture the dynamic nature of these relationships over time, and the focus on a specific geographic and industrial context may limit the generalizability of the findings. Future research should consider employing longitudinal data and exploring similar relationships in different regions and industries to enhance the robustness and applicability of the results.