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We are witnesses of excessive depletion of natural resources, climate change and a loss of biodiversity. Water, air, soil, light and noise pollution is increasing. At the end the quality of life is worsening as well. Interdisciplinary approach is needed. Economy and chemistry are two different scientific areas, which facing environmental challenges develop divergently. The results are that we have green economy and green chemistry; we deal with complex problems sharing our knowledge and supporting each other. Green chemistry is a new paradigm that provides solutions to contemporary environmental, ecological and sustainable challenges. The aim of the paper is to present approaches of green economy and green chemistry, collaborations between them and integrative effort in solving environmental challenges toward sustainability. The goal is to present examples of green business based on green chemistry. Methodology encompasses case studies of companies with green business. This paper contributes to existing research in three ways: it spreads knowledge and good business experiences, it shows long term benefits and it raises awareness of a paradigm shift towards ecology and sustainability.

A risk management is very important; it enables company to react in early stage of change in environment and avoiding possible crises. Risk management is a factor of business performance. In order to prove the existence of a relationship between Risk management effectiveness and company performance we defined a Risk management index (RMI) and compare it with three company performance indicators. RMI is determined by ten factors that could be grouped into four categories: risk management system, institutional, instrumental and functional aspect of risk management. The Thesis is: there is a correlation between the existence of an effective risk management system in place and company performance. We used three performance indicators: Return on fixed asset, Return on sale and Operating profit margin to measure the company performance. Results of empirical research shows positive Pearson factor of correlation between RMI and company performance indicators and that the Thesis was proven to be true.

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Controlling is primarily a phenomenon found in practice. The interesting question of how controlling develops in practice has received respectable attention in research and corresponding literature. In this paper we explore controlling in the light of empirical research. Moreover, the unexplored question of how controlling develops in practice in Croatian companies is the main inspiration for this paper. The objective of this paper is to provide an insight into the role of controlling and its understanding, function, tasks, instruments and information flow. We analyse the perceived contribution of controlling to business success as well as incentives and obstacles to its development. This study is based on the analysis of primary data with the aim of describing the development of controlling (explorative study). The research study covers the time span of 15 years in three different points in time: 2001, 2007 and 2015. The study is a retrospective longitudinal study, and this allows us to explore the process of change related to particular aspects of controlling. The study is at the same time a trend study since it enables the analysis of changes at the level of the researched sample. In this paper, we observe, describe and explain findings from the controlling practice in Croatian companies. Our results show that controlling in Croatian companies is most frequently understood as assurance of management rationality. In general, operative tasks and operative instruments dominate with internally-oriented focus. What is still needed is a more strategic and normative orientation, more external orientation and more freedom for controllers to create tasks and activities. Controlling is also recognized as a business success factor in Croatian companies. Management has the main influence over the development of controlling while IT support is discovered as the main obstacle in its development. The contribution of this paper is threefold: firstly, we provide insight into the controlling function; secondly, we explore the dynamic perspective in controlling over the last 15 years in Croatian companies, and thirdly, with this paper we hope to provide design guidelines and recommendations that have to be concretized in organizations by taking into account the specific conditions of each individual case.