Despite its short-term use, non-financial reporting is an important measure, as demonstrated by numerous theoretical studies and empirical research. However, the mandatory nature of non-financial reporting and public pressure have persuaded company management to address non-financial issues alongside financial ones. Companies from countries with a more prolonged culture and tradition have been more successful in this respect than the companies from “younger” transition countries. Overall, non-financial reporting has raised the level of social responsibility in companies. However, things are far from ideal. Many uncertain situations, e.g., environmental, health, energy, etc., bring new challenges. They require not only non-financial, but also sustainable solutions. Therefore, it is unsurprising that the disclosure of non-financial information has also been renamed sustainability reporting (regarding designation in legal acts). In the presented research, we analyze how Slovenian companies comply with the current legislation (NFRD) requirements and whether their non-financial reports are qualitatively and quantitatively adequate. We are interested in what changes the new legislative proposal (CSRD) requires from them. Are the efforts of the legislator going in the right direction? Will companies be better prepared for environmental and social risks, and therefore better manage for sustainability once the CSRD is in place? The results suggest that the qualitative part of the non-financial reporting is the weakest. This gap in the quality of (required) non-financial reporting is also the subject of the presented research, which shows the (non)quality of the present non-financial reporting and therefore justifies the development of further requirements. Thus, CSRD introduces mandatory and uniform reporting standards based on double materiality, unification of the system of sanctions, external audit, etc. Therefore, our expectations that the new directive will contribute to more sustainability-oriented corporate governance are legitimate and justified. Since the CSRD harmonized sustainability reporting in the EU, this applies to Slovenia and all member states.

Purpose – Ethical behaviour of enterprises can be attained only by planning of ethics. The purpose of this paper is to show the need for the business ethics planning, to disclose the need for the requisitely holistic planning of enterprise ethics, and to offer the concept of the requisitely holistic planning of enterprise ethics. Design/methodology/approach – The research cognitions on the importance of ethical core values, enterprise culture, ethical climate and informal as well as formal measures of business ethics are discussed and argued in application of the dialectical systems theory. The various research insights are used and applied in concluding concept of requisitely holistic planning of enterprise ethics. Findings – For successful implementation of the ethics program or plan, it is important that the program is internalized by all enterprise's stakeholders. The paper shows that credibility and ethical behaviour of an enterprise can be achieved only through requisitely holistic planning of enterprise ethics. Practical implications – This paper gives us the insights in the state of the importance and interconnection between ethical core values, culture and ethical climate as well as informal and formal measures of business ethics in relation to enterprise ethics implementation. The present research paper also has important practical implications since it shows the importance of the requisitely holistic planning of enterprise ethics in a sense of sustainable development of enterprises as well as enterprises' long-term success. Originality/value – The available literature does not provide for a similar research or concept of requisitely holistic planning of enterprise ethics. The paper also models the interconnection between core values, culture, climate and informal as well as formal measures of business ethics in order to understand the importance of enterprise ethics.

Purpose: – The behaviour of an enterprise (including ethical behaviour) strongly depends on the organization’s culture, values and beliefs. The purpose of this paper is to demonstrate that organizational culture differs according to enterprise life cycle stage. Also the importance of the knowledge and awareness of these differences to enterprises’ management in order to be able to ensure enterprises’ success is argued. Design/methodology/approach: – The case study research methodology was applied to explore the differences in the type of organizational culture as well as cultural strength depending on the enterprise’s life cycle stage. For the empirical testing, the author have selected Slovenia, one of the most developed European post-socialist transition countries. Findings: – The research revealed differences in the types and strengths of enterprises’ organizational cultures and showed their dependence on the enterprises’ life cycle stages. Practical implications: – Knowledge of differences in organizational culture in relation to an enterprise’s life cycle stage can significantly contribute to the behaviour of the enterprise’s key stakeholders by ensuring the long-term and sustainable success of the enterprise. Originality/value: – The available literature does not provide similar research of differences in organizational culture in relation to an enterprise’s life cycle stages.

Nowadays, enterprises can gain and sustain a competitive advantage in hypercompetitive environments for only a limited period of time. In order to be able to do that, enterprises must be dynamic. Even though – several authors suggest a positive association between organisational culture and the enterprise’s dynamic – we are still lacking the empirical support for such assertion. Therefore, we empirically tested the association between the type and strength of culture and the level of enterprises’ dynamics. Since organisational culture and the enterprises’ dynamics are both a complex phenomenon, we applied a case study approach combined with quantitative methods. The research indicates that the adhocracy culture type positively influences the level of enterprises’ dynamics. Regarding the strength of culture, our research results show that positive effects of strong culture exceed the eventual negative effects of such culture and positively influence the level of enterprises’ dynamics.

Purpose – Life cycle stages may see, result from, and/or cause, changes in culture and climate as the right-brain attributes of both managers and their co-workers. A four-stage model is used to perceive these possible changes. Findings are tested in Slovenian enterprises. Differences per stages may be crucial and should therefore be known to managers/owners. Based on the case study research, this paper aims to suggest that enterprise awareness of importance of ethical climate can be of essential meaning for its long-term success. The purpose of this paper is to discover differences in enterprise ethical climate in different enterprise life cycle stages and to identify their importance for active ethical climate care by the enterprises. Design/methodology/approach – In this paper, the qualitative research is applied. The research cognitions on ethical climate are discussed in application of the dialectical systems theory. Findings – The paper finds that there are some differences in enterprise ethical climate for enterprise life cycle stages and indicates a significant presence of the “rule”, “law and code” and “instrumental” ethical climates. Movement towards a more bureaucratic method of enterprise functioning, as an enterprise moves from the pioneer stage towards the stage of turn-over, was also found. Practical implications – This paper gives us some insights in the state of ethical climate in Slovenian enterprises. In a frame of practical implications, a further research should be done to show which measures of such ethical climate implementation should be used to stimulate the enterprises' innovative behaviour in accordance with the state of enterprise's life cycle stage. Originality/value – The available literature does not provide for a similar research of linkage between the ethical climate and enterprises' life cycle.