The aim of this study is to examine the relationship between Environmental, Social and Governance (ESG) activities and the performance of Thai listed firms. The moderating roles of board size and CEO duality on this relationship are also assessed. The ESG score provided by LSEG (formerly Refinitiv) is chosen to measure ESG activities, both as an overall ESG combined scores and as Environment, Social, and Governance pillar scores. Multiple regression analysis is used to test the impact of ESG on firm performance while the PROCESS macro is used to test the moderating effects. Results reveal that the overall ESG combined score demonstrates no statistically significant effect on firm market-based performance. However, it shows the significant effects on firm performance for both the ESG combined score and the Environmental and Social pillar scores when moderated by board size and CEO duality; Governance pillar score exhibits no significant effect. Additionally, it is found that when the CEO operates only as the managing director and small board size and average board size are evident, higher ESG disclosure scores enhance firm performance. However, when the CEO serves as both managing director and chairman of the board of directors, and where there is a large board size, higher ESG disclosure scores diminish firm performance. This study contributes to the ESG literature and encourages companies to enhance their performance by implementing ESG combined activities with good governance policies.

This study investigates the relationships among entrepreneurship, technical competency, and business performance, focusing on CEOs in the beauty service industry in the Busan area. A total of 215 survey responses were collected, with 213 valid responses selected for final analysis after excluding 2 unsuitable responses. The key findings of the study are as follows: First, entrepreneurship was found to partially influence technical competency. Second, technical competency was found to influence business performance. Third, entrepreneurship was found to partially influence business performance. Fourth, technical competency was found to partially mediate the relationship between entrepreneurship and business performance. Based on these results, the study systematically analyzes and explains the causal relationships among the entrepreneurship of CEOs in the beauty service industry, their technical competency, and business performance. It also seeks to provide useful reference materials for strengthening the innovation and competitiveness of CEOs in the beauty service industry and establishing a theoretical foundation for future research in related fields.

In this paper, a detailed mineralogical and genesis investigation have been carried out in the seven locations of the Iron Ore in Hazara area. Thick bedded iron ore have been observed between Kawagarh Formation and Hangu Formation i.e., Cretaceous-Paleocene boundary. At the base of Hangu Formation, variable thickness of these lateritic beds spread throughout the Hazara and Kohat-Potwar plateau. This hematite ore exists in the form of unconformity. X-ray diffraction technique (XRD), X-ray fluorescence spectrometry (XRF), detailed petroghraphic study and scanning electron microscope (SEM) techniques indicated that those iron bears minerals including hematite, chamosite and quartz, albite, clinochlore, illite-montmorillonite, kaolinite, calcite, dolomite, whereas ankerite are the impurities present in these beds. The X-ray fluorescence (XRF) results show that the total Fe₂O₃ ranges from 39 to 56%, with high silica and alumina ratio of less than one. Beneficiation requires for significant increase in ore grade. The petroghraphic study revealed the presence of ooids fragments as nuclei of other ooids with limited clastic supply, which indicate high energy shallow marine depositional setting under warm and humid climate. The overall results show that Langrial Iron Ore is a low-grade iron ore which can be upgraded up to 62% by applying modern mining techniques so as to fulfill steel requirements of the country.

There is a large literature on public-private-partnership, covering many different areas and aspects. This article deals with a specific but important aspect: the decision-making mechanisms to choose the management of PPP enterprises. In this sector, a suitable choice of managers is of particular importance because the persons chosen must balance the public and private interests. This is often difficult to achieve. Two new procedures are discussed, “Directed Random Choice” and “Rotating CEOs”. In each case, the advantages and disadvantages of the procedure of choosing the managers of PPP enterprises are discussed and evaluated. It is concluded that the two novel mechanisms should be seriously considered when choosing the managers of PPP enterprises.