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Recycled Paper Hub is a business unit mainly focus in processing recycled paper sorted from local collector who also act as supplier such as waste paper collected from traditional market, ex-packaging collected from home industry and household waste, etc. Recycled Paper Hub primary goal is to participate in the sustainable business by contributing to the economy of the surrounding community along with a commitment to maintaining a green environment. In order to achieve this goals, Recycled Paper Hub conduct business development strategy which include financial planning and projection. This study uses quantitative research methotds. Data collection technique used literature studies, interviews, and observations. Strategic planning was carried out until the long-term stage, according to the business strategy and lean business canvas model. Human capital planning was carried out with the stages of goals and objectives, corporate culture and values, organizational structure, human capital planning, and human capital cost projections. [ABSTRACT FROM AUTHOR]

The authors used time-series data from 1975 to 2020 on combustible renewables and waste production and recycling. References 1 Ben Yahya T., Jamal N.M., Sundarakani B., Omain S.Z. The Effects of Data Security and Perceived Benefits on Mobile Phone Recycling Behaviour and the Recycling Intention Mediation Role. This Special Issue aimed to collect high-quality papers (original research articles or comprehensive review papers) published during 2022 on the subject of waste recycling. Waste Management Analyses Efficient waste management systems are crucial in order to match the high recycling goals set by European Union by 2030. [Extracted from the article]

Pulp and paper companies are characterized by high‐energy consumption and high‐emission in production, placing a heavy burden on the environment. Exploring ways to improve their environmental performance is urgently needed. External coercive pressure from environmental law and internal proactive environmental strategy both enable companies to perform better, but little is known about the difference between them. To close this knowledge gap, our analysis is conducted on a case company in pulp and paper industry to compare the differential impacts of the New Environmental Protection Law of China and the proactive environmental strategy on its environmental performance. In addition, accurately evaluating the environmental performance of pulp and paper companies is essential while research on this topic is scant. Therefore, a novel environmental performance evaluation system for pulp and paper companies (EPESPP) is constructed, including not only internal but also external evaluation indexes based on news reports of various media measured by SNOWNLP sentiment analysis. According to the system, the environmental performance of the case company from 2010 to 2018 is evaluated by the entropy‐weight‐based catastrophe progression method (EWCPM). The results of our case study show that the implementation of a proactive environmental strategy is more conducive to comprehensively improving corporate environmental performance. In other words, the driving effect of the New Environmental Protection Law is not as strong as that of the proactive environmental strategy. [ABSTRACT FROM AUTHOR]

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This article shows how companies can circumvent competition legislation by developing new informal ways of cooperation. We focus on the case of the Nordic pulp and paper industry which was particularly eager to set up cartels. Scholars analysing this sector can utilise exceptionally rich sources that reveal how industrialists reacted to the introduction and development of European competition policies. The article shows that companies defended their collusive practices by making them less transparent and more informal than before, a change that did not automatically lessen their effectiveness. Tougher competition policies also encouraged industrialists to create new giant companies. [ABSTRACT FROM AUTHOR]

This review research paper delves into the pivotal domain of Green Supply Chain Management (GSCM), exploring the strategies employed by businesses to adopt and implement eco-friendly practices. As the global community grapples with the pressing challenges of climate change and environmental degradation, organizations are increasingly recognizing the imperative to integrate sustainability into their supply chain operations. The paper begins by providing a comprehensive overview of the conceptual framework underpinning GSCM, emphasizing its role in fostering environmental stewardship and corporate responsibility. Subsequently, it delves into a meticulous analysis of diverse strategies that enterprises employ to imbue their supply chains with environmentally conscious practices. These strategies encompass procurement of sustainable materials, eco-design, waste reduction, energy efficiency, and the adoption of green technologies. Furthermore, the review elucidates the multifaceted benefits accruing from the adoption of GSCM, ranging from cost savings and enhanced brand reputation to regulatory compliance and risk mitigation. The paper also navigates through the challenges faced by businesses in implementing green strategies, including initial investment costs, stakeholder alignment, and supply chain complexities. The synthesis of findings from various empirical studies and industry reports facilitates the identification of emerging trends and best practices in GSCM. Additionally, the paper offers insights into the role of technology, government policies, and collaboration among supply chain partners in advancing eco-friendly initiatives. This review paper contributes to the burgeoning discourse on sustainable business practices by providing a nuanced understanding of GSCM strategies. It serves as a valuable resource for academics, practitioners, and policymakers seeking to foster eco-friendly supply chain practices in the pursuit of a more sustainable and resilient global economy. [ABSTRACT FROM AUTHOR]

This document provides a summary of various research papers covering a wide range of topics. The papers explore subjects such as the properties of glass fiber reinforced polyamide 6, new materials for nuclear reactor fuel cladding, natural fiber composites for noise control, regenerative anti-lock braking systems for electric vehicles, vehicle sensing and localization technologies for autonomous driving, UAV communications, linear profile involute gears, digital marketing capabilities in Indonesian firms, factors influencing confidence in STEM practices among preservice teachers, tangible user interfaces for physical therapy in children, intelligent interfaces for personalized recommendations in tourism websites, paper-based glucose sensors for non-invasive glucose monitoring, top-priority industries in Russian regions, scalable processes for producing analytical grade sodium chloride, functionalization of cotton fabric using silver nanoparticles, catalytic cracking of palm fatty acid distillate for biofuel production, and kinetic models for enzymatic biodiesel production. These papers provide valuable insights into various scientific and technological advancements in their respective fields. [Extracted from the article]

The current applications of Sales and Operations Planning (S&OP), an aging consulting process, and its recognition as a meaningful strategic planning tool has led to a renaissance in its popularity and a resurgence in academic and practitioner literature. The goals of S&OP, balancing product production to sales forecasts, are pragmatic and logical. We chose to research the state of S&OP implementation within the US paper industry. We worked with representatives of the National Paper Trade Alliance to identify firms willing to participate in our S&OP study. We developed a structured interview guide that included questions related to the interviewee's experience, the firm's experience with strategic planning, and the state of their S&OP process. We utilized Grimson and Pyke's (2007) S&OP maturity model as the foundation for S&OP interview questions. We worked with six firms and one industry expert. We believe that our participating firms are not unique and that regardless of the S&OP sophistication level, improvement of the process will ultimately lead to greater profits. [ABSTRACT FROM AUTHOR]