This paper attempts to develop the concept of sustainable management of enterprise capital presented, e.g., in Economies at the beginning of the year 2020. After an introduction and presentation of the theoretical grounds for the construction of the model, the authors attempt at describing its characteristics in a few points, determining the relationship between the objectives of an enterprise and the capitals that constitute the elements of that enterprise. The main assumption in the model is that the management of an enterprise is a constant process of striving to achieve a goal or goals, and balancing the level of the capitals within the enterprise. The point of balance between six capitals of an enterprise entails, at the same time, the maximum effectiveness of this enterprise. The more effective an enterprise, the quicker the managers will reach the point of balance between the capitals, and the longer the managers will maintain the values of the capitals near the balance point. As a measure of effectiveness, the authors propose a coefficient of a mean percentage-rated difference between the capitals, which reflects the mean non-adjustment of the capitals, and the weighed capital differences coefficient, which reflects the effectiveness of an enterprise as a whole. In the second part, the authors prove that, simultaneously, both management based on the presented model, which is based on the effectiveness of achieving objectives, as well as the effectiveness of the capitals of the enterprise, with the use of the new economic ratios as indicated, may be an alternative to globally prevalent revenue as an economic measurement.

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This article presents the research results of authors on the structure and value of social capital in the company. The research shows that there is a link between a relatively new level of such capital obtained on the basis of questionnaires among company employees analysed and the low value of this capital in the socioeconomic approach. The authors also point out the possible ways of improving this level and increasing its financial value. The research was conducted in the first half of 2018, in Pamapol, a joint-stock company, which is one of the biggest companies from the branch of meat and food processing. In the research, the triangulation method of research methods was used, already known in research practice but in an innovative character, mainly referring to the measurement of capital value.

Social capital is currently perceived as one of the basic factors of economic development and economic success of enterprises. However, while there is already much research on social capital in enterprises, there has been little such research in the energy industry. The aim of the publication is to fill the gap in this regard. The basic question that the authors try to answer is whether there is a higher level of capital in energy companies compared to other industries, and if so, what the reasons are for this. Apart from answering this question, the authors present their own method of measuring the level of this capital. The first part of the article presents the results of a study on the level of social capital in Polish energy companies, whereas the second part compares the levels of social capital in energy companies and industrial companies in other sectors. According to the study, energy companies generally have higher levels of social capital than companies in other industries. It has been found, however, that individual forms of capital that comprise social capital differ. The most significant differences were observed in relational capital, followed by cognitive capital at a lower value and structural capital at the lowest. The survey also revealed that there is a difference in social capital levels among the researched professional groups: management, administration, and production.