Amid the relentless grip of the COVID-19 pandemic, sustainability has emerged as a paramount concern across global economies. As businesses grapple with unprecedented challenges, the imperative for sustainable practices in corporate finance becomes increasingly evident. Throughout this crisis, companies have faced staggering financial strains, with diminished turnovers and escalating operational costs pushing many to the brink of collapse. In response, governments worldwide have provided vital support, albeit often insufficient, underscoring the necessity for sustainable mechanisms of intervention. Central to this discourse is an examination of how companies have adapted their financing policies amidst the pandemic’s tumult. Government-backed credit facilities have served as a critical lifeline for numerous businesses, emphasizing the need for sustainable financial instruments readily deployable in times of crisis. Concurrently, moratoriums on existing credit obligations have offered temporary relief, albeit with looming concerns regarding heightened corporate indebtedness. Moreover, the pandemic’s aftermath has witnessed a pronounced uptick in corporate borrowing, compounded by surging interest rates. This confluence underscores the exigency for companies to adopt sustainable financial strategies, mindful not only of short-term exigencies but also the enduring ramifications on financial stability. In navigating these challenges, a holistic approach to sustainability is imperative. Governments must ensure robust support mechanisms, while companies must proactively seek sustainable financing solutions. Concurrently, stakeholders must meticulously weigh the long-term repercussions of financial policy adjustments, thereby fortifying corporate resilience against future crises while safeguarding the stability of the global economy. In essence, the COVID-19 pandemic has underscored the critical imperative for sustainability in corporate finance. By heeding this call and embracing sustainable practices, businesses can navigate crises with greater resilience, ensuring not only their survival but also the enduring stability of the economic landscape.

Low-cost housing homeownership funding for junior staffers is challenging in private sector organisations, especially in developing countries. Motivating private sector investment in junior staffers’ homeownership via a developed expanded corporate social responsibility (ECSR) may promote achieving Sustainable Development Goal 11 (SDG 11). Therefore, the study investigates the role of the ECSR framework in improving Nigeria’s private sector junior staffers’ homeownership and achieving SDG 11. Data were collected via face-to-face interviews with selected participants in six of Nigeria’s geo-political zones. The study adopted thematic analysis to analyse the collected data. Six variables emerged from the 18 re-clustered sub-variables. This includes institutionalising ECSR in low-income homeownership, housing finance for junior staffers’ homeownership, and housing incentives and stakeholders’ participation for low-income earners. The research employed six variables and 18 sub-variables to develop the improved private sector’s junior staffers’ homeownership via ECSR and achieving SDG 11 (sustainable cities and communities) and their targets. The research presents a novel approach by attempting to integrate SDG 11 with Corporate Social Housing, an extension of corporate social responsibility, especially to align the SDGs with evolving perspectives on Expanded Corporate Social Responsibility in Nigeria.

This paper analyzes the characteristics and influence mechanisms of financial support for China’s strategic emerging industries. Using a sample of 356 listed companies across nine major industries, we conduct an in-depth analysis of the efficiency of financial support and its influencing factors. In addition, this paper analyzes the influence mechanism of financial support for strategic emerging industries based on the relevant theory of financial support for industry development. It clarifies the internal and external influencing factors. Based on the theoretical analysis, a two-stage empirical investigation was conducted: The data of 356 listed companies in strategic emerging industries from 2010 to 2022 were selected as a sample, and the data envelopment analysis (DEA) method was applied to measure efficiency. The influencing factors were then analyzed using a Tobit regression and an intermediate effects test.

This article aims to explain the principles of the leadership styles of madrasah heads in enhancing the quality of Islamic education in Lhokseumawe City. It turns out that the leadership of madrasah heads has a significant impact on the functioning of the madrasah leadership. The madrasah head plays a direct role in developing Islamic educational institutions through leadership characteristics, leader types, leader functions, and leader activities during their tenure as madrasah heads. A quantitative research method with a phenomenological approach is considered capable of addressing various issues in the research problem formulation. It simultaneously analyzes data obtained from observations, interviews, and in-depth documentation to find answers to the research problem. The research findings reveal that the leadership styles of madrasah heads can be divided into two categories: democratic leadership style and autocratic leadership style. The first principle of leadership style involves giving responsibilities and authority to all parties, encouraging active involvement in the organization. Members are given opportunities to provide suggestions, recommendations, and criticisms for the progress of the organization. The second principle, the autocratic leadership style, positions a leader as the source of policies.

Plastic products are items that we use every day around us, and their replacement speed are very fast, so that to recycle waste plastic has become the focus of environmental problems. This study has proposed an optimized circular design for the recycle plant of waste plastic, therefore, and our proposed strategy is to build a new tertiary recycling plant to reduce the total generation amount of the derived solid plastic waste from ordinary and secondary recycling plants and the semi-finished products from secondary recycling plant. Results obtained from a real recycle plant has showed that to recycle the tertiary waste plastic in a tertiary recycling plant, the finished products produced from a secondary recycling plant accounts about 27% of ordinary waste plastic, and the semi-finished products that mainly is scrap hardware accounts about 1% of ordinary waste plastic. Other derived solid plastic waste accounts for 6% of ordinary plastic waste. Therefore, if the ordinary, secondary and tertiary recycle plant can be set all-in-one, it can reduce the total generation amount of derived solid plastic waste from 34% to 6%, without and with a tertiary recycling plant, respectively. It can also increase the operating income of the secondary recycle plant and the investment willingness of the new tertiary recycle plant.