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© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

Asian Business Research Journal 
Vol. 10, No. 12, 1-12, 2025 
ISSN: 2576-6759 
DOI: 10.55220/2576-6759.801 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 
 

 

 
Comparative Analysis of Stakeholder Engagement Strategies in Implementing 
Green Reverse Logistics: A Study of Paper and Packaging Manufacturers in Asia 
and Europe 

 
Karunawardhana, M.1  
Kasturi Arachchi C.2 
Bhaumik A.3 
 

 
 

1Department of Management, Faculty of Business and Accountancy, Faculty of Post Graduate Studies, Sri 
Lanka. 
2Department of Postgraduate Studies, Lincoln Institute of Graduate Studies, Sri Lanka. 
3Lincoln University College, Malaysia. 
( Corresponding Author) 

 

 
Abstract 

While many green initiatives are seen as key survival strategies across many organizations in the 
global printing and packaging industry and its eco system, the newest initiative found is green 
reverse logistic practice. The Printing and packaging industry and its total supply network, being 
the permanent polluter, needs to spear head those implementations to sustain the world. Many 
researchers argued that the purpose of implementing green practices is more than the 
sustainability driven responsibility. There is a profitability motive as well. Therefore, 
implementing reverse logistics practices has become pivotal for sustainable and profitable growth. 
Among many factors that influence the effective establishment of green reverse logistic practices, 
stakeholder engagement was selected as a key independent factor to probe into. Hence, this study 
attempts to reveal how stakeholder engagement strategies could strengthen the effectiveness of 
green reverse logistics practices. This research is aimed at investigating how stakeholder 
engagement strategies influence in implementing green reverse logistics practices while providing 
impactful insights into the printing and packaging industry and its supply network. A secondary 
data based qualitative comparative case study research strategy was employed focusing on two 
global companies under the P&P industry in Europe and India. Secondary data gathered from 
Annual reports and journal articles were analyzed using a thematic analysis and a comparative 
analysis was constructed in uncovering the patterns and themes in common. The findings disclose 
that both companies have aligned strategies but under different models. The study also revealed 
that there is a positive relationship among the engagement strategies and their impact on 
implementing reverse logistics practices. Stakeholder support, including organizational support, is 
well needed. Company specific strategies should be addressed in a tailored way in addressing the 
importance of following a sustainable path eventually. 

 
Keywords: Closed loop supply chain theory, Engagement strategies, Green reverse logistics, Industry, Printing and packaging Stakeholder  
Sustainable development. 

 
1. Introduction 

Globally there are many countries striving to implement circular economy models in order to overcome the 
challenges set in environmentally harmful manufacturing as well as consumption practices and behaviors. These 
behaviors and activities have dramatically disrupted total natural ecosystems and resulted in widespread 
degradation of environmental sustainability. Literarily regulatory stakeholders such as governments and policy 
makers are continuously enforcing printing and packaging (P&P) companies to establish green initiatives in today’s 
context, however if internal stakeholders do not engage adequately; the establishment of green reverse logistics 
practices (GRLP) will also be a mirage. Because it is evident that most of the successful sustainability stories of 
global organizations were built on the combination of “top-down” and “bottom-up” strategies they have adopted. In 
this context, both internal and external stakeholder engagement, relevant strategies and their thrust on 
establishing sustainable practices within the P&P supply chain could be a hot topic. The environmental 
sustainability aspect of P&P supply network consists of raw material suppliers, printing and packaging companies, 
resource tool suppliers, consumable suppliers, logistic providers, equipment suppliers etc. However, considering the 
major portion of the material, energy and water consumption viewpoint, paper and board manufacturing companies 
of P&P supply network were selected as “case companies” to investigate.   

ITC is a key tier one supplier in P&P industry in India and Stora Enso is a European company specialized in 
the same domain. Both leading companies in the printing and packaging (P&P) Industry known for providing 
sustainable practices and ethical business conduct. Both companies are driving along with the transparent 

https://doi.org/10.55220/2576-6759.801


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sustainable practices towards enhancing long-term ecological perspectives. There are many incentives that drive 
the organizations towards sustainable practices. Economic interests, social interests and environmental interests 
are key driving forces into these adaptations. Moreover, the P&P industry is known to be the main polluter (Hayta 
& Oktav, 2019). Thus, following environmentally friendly practices is essential yet a push from the stakeholders is 
also a key driving factor for these companies to move forward with sustainability.  

Within the complete logistics mechanism, it is comprised of forward logistics as well as reverse logistics. When 
it incorporates the whole cycle, forward logistics are about serving the forward supply chain that followed in 
making profits. On the flip side, reverse logistics is a proactive or a legal requirement that prioritizes 
environmental protection followed by the cost optimization. The ultimate goal of reverse logistics (RL) is to 
reclaim the values through repair, recycle, reuse refurbishment and dispose of the waste accordingly. This is about 
maximizing the resources efficiently (Munuhwa & Mawonde, 2025). The P&P industry has a close link with the 
environment since it uses natural resources for their core ingredient of paper. Therefore, the industry has an 
important role in balancing the eco system resulting in a substantial reduction in producing waste and usage of 
natural virgin resources (Hayta & Oktav, 2019). Thus, effective RL practices are essential in reducing the natural 
eco-logical burden. By initiating green reverse logistics (GRL) most organizations are able to reduce waste and 
minimize the carbon footprint while conserving natural resources. However, GRL is merely not a duplication of 
forward logistics. It has its own challenges. In the view of Abdulrahman et al. (2014), it was observed that 
implementing GRL will result in a vast amount of challenges and obstacles, may it be internal or external. It was 
also pointed out that the adaptation of GRL has been delayed due to the lack of enthusiasm from different parties in 
the supply chain (Bernon et al., 2018). The study aims to address a notable gap in the research in understanding the 
interplay among the stakeholder engagement strategies and GRL practices. Even though the adaptation of GRL is 
needed in any organization yet the influence created by stakeholders in adopting those into their business needs to 
be examined. Furthermore, there has been no research done in the scope of the stakeholder engagement and the 
adaptation of GRL practices within the P&P manufactures. Based upon these, the authors aim to compare and 
contrast the interrelationship between stakeholder engagement and the integration of GRL practices in Stora Enso 
and ITC. The study puts further emphasis upon providing the most suitable practices that will enhance GRL 
practices among the industry. Thus, objectives of the study are:   

1.  To identify the key stakeholder strategies and practices implemented by Stora Enso and ITC.  
2.  To recognize key green reverse logistics practices adopted by Stora Enso and ITC. 
3.  To compare and contrast interplay between stakeholder engagement strategies and green reverse logistics 

practices in Stora Enso and ITC. 
4.  To identify the most suitable stakeholder engagement strategies and practices that would enhance the 

GRL practices in the industry. 
The research is designed to achieve those objectives based on the secondary data. The study adopted a 

deductive approach, where the data are collected from existing literature and the other supportive documents 
extracted from published data of respective companies. The research strategy is a comparative case study under 
secondary based qualitative methodological choice. The thematic analysis and the comparative analysis are used in 
explaining how the stakeholder engagement practices ease the adaptations of GRL practices in the companies of 
Stora Enso and ITC. 

The rest of the paper is followed by the theoretical overview of the RL and stakeholder engagement strategies 
and the theoretical framework. Moving forward, the methodology segment will consist of the research methods the 
study employed. Later, the data will be analyzed and insightful practices that could be adopted in the industry will 
be provided.  
 

2. Literature Review 
With regard to GRL, Closed Loop Supply Chain Theory (CLSC) plays an essential and beneficial role in saving 

natural resources and reducing pollution. This is all about sustainability. It is considerably worthwhile for the 
companies to collect products from the end point and return those products back to the manufacturer. The theory 
suggests that closing the end point of the forwards logistics back to the starting point enabling the reverse process 
while creating value to the returned products. However, in order to close the loop, the GRL process needs actions 
as of recycling, repair, remanufacture, reuse and proper disposal (Shekarian & Flapper, 2021). On the other hand, 
every industry differs from the respective GRL practices the organization has to carry forward (De Giovanni & 
Zaccour, 2013). In the view of Anvari (2023), it was observed that closed loops are in line with the forward and 
backward. Thus, the reverse logistic is understood as taking back what is left from the customer point and back to 
the market under a usable condition.  

The CLSC theory enables the reuse and recovery of resources while reducing waste generation and 
environmental pollution. This includes the elements of GRL, and it provides valuable benefits such as reducing the 
usage of virgin raw materials, greenhouse gas emissions and energy. Further, it saves the materials through 
optimizing the logistics as well as inventory management. Above all, CLSC is applied for the benefit of social 
responsibility where it considers the ethical implications under the supply chain process as providing labour and 
community engagement (Akbari-Kasgari et al., 2022).   

There are many definitions of RL. However, in understanding RL, the definition provided by the Reverse 
Logistics Executive Council stated that it is planning, controlling and implementing the flow of materials, starting 
from the point of consumption towards the point where it recovers the actual value. In the literature of Agrawal 
(2016), this is the opposite of forward logistics. It is clear that the importance of adopting RL into their business 
operations has increased significantly and also it acts as a strategic tool in moving forward with competitiveness. 
Thus, RL starts from the customer point of view where the product might go through different stages of repair, 
reuse, remanufacture, recycle and proper disposal where no further economic value has existed (Pushpamali et al., 
2019).  

2.1. Key Green Reverse Logistics Practices Adopted by Stora Enso and ITC 



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Reusing is one component of GRL practices where the product or component returned by the customer is 
reused since it has only been used up to a minor degree. When the product is reused the usage of virgin materials 
decreases. Thus, it aids in enhancing the environmental performance. However, the steps of taking back the 
product from the customer are much more complicated than the forward logistics (Zhang, 2024). As per the 
context of the P&P industry, the process might get further challenged due to extra technologies and steps that 
have  to be undertaken. One could argue that GRL meets the main objective of the circular economy, yet the 
quantity and the quality of the returned products and which stage the product or the component should go through 
(Moigne, 2020). In the context of Stora Enso, it is promoting fiber-based materials for packaging that could be 
reused. Thus, it was observed that reusing the packaging provides a major opportunity in retaining the 
functionality of the product and reducing the negative environmental impacts and material usage. However, 
recently it was observed that a new trend has emerged where the customers are throwing away the reusable 
package after one-single-use. These developments have brought up a rapid increase on the waste volume. Even 
though reusable packaging has bought a positive impact upon the environment, yet the consumer preferences for 
reusable packages need attention (Rigamonti et al., 2018).  

It is no doubt that GRL practices are aiming for sustainability while reducing negative externalities towards 
the environment. It is evident that the incorporation of GRL practices towards waste management does in turn be 
in line with the aim of the GRL practices. In the view of Wu (2022), the most common way to manage waste is to 
avoid waste from generating or turning waste into something valuable. Through waste management, organizations 
are able to segregate the product or the component accordingly and reduce the number of landfills generated from 
waste (Sundram et al., 2016). When the process is diverted through GRL by enabling the factors of recycling, reuse 
and repair the recovery of the value of the materials that were to be disposed of is high. However, Kinobe et al. 
(2012), argued that waste management and RL are two different approaches where RL is mainly concerned in 
adding more value to the product which has been returned and reentered to the supply chain. On the flip side, 
waste management is about separating the collected waste and treating that waste which has no value integrating. 
It was observed that the main purpose with GRL practices in collaborating the waste management, is safeguarding 
the collection of garbage, separating and transporting, followed by storing and reprocessing where needed. In the 
context of the P&P industry, waste recovery is essential which in turn originates at the production process to be 
recycled which in turn is in line with the GRL practices. Globally paper is amounted to 20% of the waste where it 
could be recycled in mass operations. It was further proved that if 100 tons of paper is recycled, the world will be 
able to save 1 hectares of 100 years old forest. In line with the ITC company, they are currently engaged in an in-
house recycling process where it uses recyclable paper boards produced by wood-fibers. In terms of Stora Enso, the 
usage of materials up to 97% are used in producing renewables, where less wastage occurs.  Mainly the packaging 
of cuts and fiber scraps are reprocessed to reduce the waste. The ultimate goal of waste management is to prevent 
the production of waste and reduce the quantity of waste with developed technologies. The protection of these 
natural resources and products and components produces, while using less virgin materials could be attained 
through GRL practices. Thus, managing the waste through recycling, reusing the products rather than landfilling, 
using the waste as a solution for energy source will ultimately reduce waste and enhance the environmental 
performance (Zatrochová et al., 2021). 

The integration of rework towards GRL practices is also in line with the closed loop supply chain system. It 
was observed that CLSC is increasing the efficiency of the resources as well as the environmental performance. 
GRL practices are about attaining the returned products back to the starting point with the intention of recycling 
or reuse. In terms of the rework, it is about recorrecting what was defected in meeting the standard quality. The 
usage of digital technologies has strengthened the sustainability among the P&P companies. During the 
operational activities, these resilient developments have vastly aided in making error free productions and 
enhanced the quality of the work. Artificial Intelligence (AI) and Internet of Things (IoT) have changed the 
traditional processes of manufacturing towards the most developed industrial plant (Puccetti et al., 2022). ITC and 
Stora Enso have invested in smart lines in terms of printing and packaging lines and digital mechanisms in 
verifying the quality and tracking down the defects at the early stage. ITC is currently reprocessing the off-
specification packages back into the pulp and reintegrating towards the paper making process. This type of rework 
has drastically reduced the virgin raw materials, and also the production waste moving towards the landfills. 
However, incorporation of digital technologies has enhanced the pinpointing of the off specs products (Varriale et 
al., 2023). On the other hand, the company should be paying attention to reshaping these adaptations with an 
effective sustainable process.  

The goal of GRL practices is to recreate the value it might have lost if it moves towards waste. Recycling is 
known to be another element under GRL practices where it enhances resource use, reduces pollution and achieves 
environmental benefits. In the context of packaging, recycling the package materials has become very vital. The 
packaging could be recycled and then reformed towards renewable resources. However, the concept of recycling 
the packaged materials has its own economic aspects and environmental laws too (Senarathna et al., 2023). Paper 
recycling is popular in both companies. It decreases the need for virgin materials and the loss of useful resources. 
By recycling the world was able to save 25% to 40% of the solid waste which could have been burnt off or 
landfilled. It was not recommended to burn since it creates large amounts of toxic gases. However, it was observed 
that paper recycling has some negative impact where the quality of the paper mattered. The recycled paper has a 
lesser quality than the paper made from fresh pulp. It was found that only seven times the paper could be recycled 
since the paper fiber gets destroyed in time. On the other hand, with the use of electrography and the advancement 
of the technology, this has somewhat reduced the effect through toner, printer and the final colour (Sonmez et al., 
2022). But the roughness has its own negative impact too. Stora Enso has currently reduced the materials that are 
fossil based by offering recyclable and renewable product packages upon liquid food cartons, personal care product 
packages and many more. This has enormously improved the efficiency of resources. The same is followed by ITC 
where the packaging materials are produced through natural renewable fibers such as bamboo and wood. It was 
identified that the company was able to produce 89,000 tons of wastepaper and was able to reduce the landfill 
drastically.  



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2.2. Key Stakeholder Engagement Strategies Implemented by Stora Enso and ITC 
Along with sustainable developments it is essential to address  the benefits from the views of economic, social 

and environmental factors. Stakeholder theory is internally based where the company is hoping to achieve the 
objectives of the company through stakeholder management. The influence of the stakeholders is divided as 
primary and secondary. The stakeholders might voluntarily or involuntarily be  related to the company (Nora et 
al., 2022). This theory is about ethics of the business as well as the management of the organization. The 
Stakeholder theory does matter since it encourages ethical business by supporting  the success of the long term 
through sustainability (Schaltegger et al., 2017).  Yet the organizations are targeted  in generating benefits that 
would meet different stakeholders’ needs. Thus, it is crucial that the stakeholders  become vital and  hold  
important roles within the organization’s activities among sustainability performances.  

Stakeholders have some interest in the company. Thus, it may be a legitimate interest, expectations or claims 
towards the organizations and their operations. It was observed that the thinking patterns of the stakeholders have 
shifted from organization centric perspective towards a network-based perception. Therefore, it is the 
responsibility of the company to balance these multiple interests. However, it implies that any organization will not 
always be at the center of the stakeholders’ interests (Olkkonen & Luoma-aho, 2011). But the stakeholders could 
also form relations among other stakeholders and enhance their power. This  further  identified that the mutualism 
among the stakeholders’ construct towards a delicate matter where the organization needs to fit their position 
accurately and gain support (Fleming & Kowalsky, 2024). But it is quite challenging for the organization since 
these could be changed, however, and whenever the attitudes, expectations and values of the stakeholders differ. 
ITC provides data to their stakeholders through reports and certifications in communicating their performance and 
integrity. By proving the needs of the clients continuously both parties are meeting their sustainability goals and 
branding too. In this scenario, Stora Enso,  have open dialogues, forums and regular surveys in understanding their 
needs and expectations. 

Trust among the stakeholders is vital. They believe that the stakeholders will perform their respective role’s 
reliably  and effectively.  In addition,  they do believe their interests are considered and will act upon those. These 
are applicable in both dimensions (Ghondaghsaz & Engesser, 2021). Thus, transparency provides many outcomes 
which enhance relationship building. When companies are transparent about making their decisions and in 
addition,  act upon their operations, it automatically adds accountability where  it is  possible. Therefore, both the 
internal and external stakeholders have the advantage of seeing where the responsibility is held. When 
transparency improves, the accountability of the stakeholders increases as well.  (Baah et al., 2021). The sense of 
knowing the fact that what both parties have agreed upon is actually happening will enhance both corporation and 
trust. ITC is occupied with high standards, compliance and ethics while communicating to the respective 
stakeholders. Further, by  publishing the reports on a yearly basis, and measuring the progress through 
environmentally sustainable goals (ESG), it has enhanced the level of trust among the stakeholders. ITC also 
incorporates the decision provided by their stakeholders, that in turn enhances trust and respect. However, in the 
view of Jahansoozi (2006), it was observed that being accountable will not merely enhance trust, yet the 
corporation among the company and the industry also plays a significant role. The same is true with Stora Enso, 
where it has open communications with their stakeholders and identifies trends and concerns. Mainly their 
sustainability priorities are aligned with direct stakeholder input.  

Different stakeholders have different views and ideas about the  business world. In terms of sustainability 
practices, every stakeholder places contrasting weightage among these green adaptations. Above all, the interest of 
stakeholders is bound to be different and complicated. However, the challenge is to collaborate among the 
stakeholders in making decisions and balance among  everyone’s view (Capolongo et al., 2019). In the article of 
Marttunen et al. (2017), it was identified that involving stakeholders will add knowledge and values to the 
decisions, enhancing trust, and mitigate the conflicts with high-cost efficiency. However,  time consumption and 
raising unrealistic expectations will bring down the trust of the company itself. Through formal and informal 
platforms ITC is incorporating their stakeholders’ ideas. ITC believes that their brand and reputation will be 
impacted negatively if they are unable to meet the expectations of the stakeholders. ITC also believes that effective 
communication and involvement of stakeholders will find issues in relation to ITC products. Stakeholders play a 
pivotal role in the agenda of Stora Enso. Along with the annual reviews, customers and other stakeholders provide 
feedback in terms of sustainability. This aids the company to drive at its best in sustainable performance. 
 

2.3. The Interrelationship Between Stakeholder Engagement Strategies and GRL Implementations 
Most companies operating in the P&P industry, have adopted GRL practices as a reactive mechanism or a 

proactive mechanism. In the view of González-Benito and González-Benito (2006), it was identified that a reactive 
mechanism is followed when the laws and regulations are input by the government. Thus, the companies are 
moving forward in GRL practices to avoid or mitigate the fines imposed by these regulations for not adhering to 
these regulations. On the other hand, proactive mechanism moves one  step further by adding an extra mile 
towards the business as of a voluntary basis in bringing green initiatives with a intention of reducing negative 
impacts and enhancing the brand reputations. However, these decisions are mostly incorporated with the 
stakeholders (Kim & Lee, 2012). On the other hand, the internal stakeholders who have a much in-depth influence 
over the companies are likely to influence upon the considerations of the financial capabilities. Yet the board of 
directors are unable to gratify all the needs of every stakeholder. Therefore, it can be observed that stakeholder 
pressure is influenced upon the GRL practices. To balance the influence, the company needs to adopt these 
mechanisms by engaging them into the business.  

Most importantly weighing the stakeholders as per the importance and identifying their needs in respect to the 
group will reduce the challenges in catering for their needs. Different stakeholders might have different views upon 
GRL practices (Ahmad & Xu, 2021). Community pressure might push the companies towards these adaptations, 
yet the internal stakeholder might have the eye on the financial capacity of the business. However, this depends on 
the awareness level of the stakeholders at each level (Baz & Laguir, 2017). On the other hand, the final receiver of 
the products of the company, the consumer, plays a pivotal role. They are known to be key actors. Mostly their 



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intentions and awareness towards GRL practices will improve the environmental performance as well as the final 
outcome of the company, the sales and revenue (Huge-Brodin et al., 2020). However, even though consumers have 
high expectations, yet they are not willing to pay the extra amount for the products in purchasing towards better 
sustainability.  

Adopting GRL practices involves a vast  number of changes within the organizations and among the supply 
chains. Thus, internal management as well as external collaborations are impacted. The involvement of multiple 
stakeholders can impact these decisions positively. Enhancing awareness about these adaptations and the 
importance of those steps is crucial. Some companies are incorporating training and development programs 
(Evangelista et al., 2018). However, the consistent support from the internal parties is  greatly impacted. In 
addition, the suppliers and consumers also impact externally. Thus, these collaborations should be made under 
solid strategies since involvement of many stakeholders might also act negatively towards the progress of the 
organization. It the article of Prataviera et al. (2023), it was observed that stakeholder’s engagement has a positive 
impact upon the adoption of GRL practices. However, companies are still prioritizing the economic elements above 
the GRL adaptations but having the structured stakeholder engagement mechanisms will help the organizations to 
not only operate towards the economic benefits and the institutional pressure yet concurrently work upon the 
supply chain and other external stakeholders.  

Based on the above literature review, the theoretical framework was developed as illustrated in Figure 1. 
  

 
Figure 1. Theoretical Framework. 

 

3. Research Methodology 
In this study, the authors have selected a positivism philosophy where the knowledge has been gathered 

through observations and analysis (Gamage, 2025). This is followed through a deductive approach that the study 
begins with a general theory derived from literature and later applies empirical research (Haque, 2022). Thus, the 
authors have chosen pre-existing theories in examining the stakeholder engagement strategies and GRL practices. 
Based upon the secondary data the study follows a qualitative approach along with annual reports, industry 
publications and sustainability reports that provide an in-depth understanding of the variables (Busetto et al., 
2020). Data analysis is under  two-fold methods. One is the thematic analysis in identifying the themes and 
patterns and flexible methods in examining the data. Secondly the comparative analysis, where the authors identify 
the differences and similarities of the two chosen companies. The themes identified within the two variables are 
provided in the  thematic analysis below. 



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Figure 2. Key elements in demonstrating the Thematic Analysis. 

 

3.1. Research Scope 
The study focused on two leading players in the printing and packaging supply network. The data was 

collected through reliable journals and collaboration reports from their respective websites. The study identifies 
different practices in stakeholder engagement strategies and GRL elements by Stora Enso and ITC. The research 
analyses the relationship between the two variables and provides practical and impactful insights that would 
further strengthen the GRL practices and engagement practices. The diagram below provides a pictorial 
illustration of the scope of the study. 
 

 
Figure 3.  Scope of the research. 

 

4. Results and Discussion 
4.1. GRL Practices Observed in Stora Enso and ITC 

When evaluating the GRL practices implemented by Stora Enso and ITC it was identified that both companies 
have adopted similar practices. Waste management, recycling, reuse and rework (Pushpamali et al., 2019; Sengupta 
et al., 2023; Sonar et al., 2024) were among them.  

Both companies are engaging in sustainable waste management. In Stora Enso, it is targeted for 100% 
recyclability whereas now it is at the rate of 94%. Waste management can be drastically reduced through reuse 
(Schützenhofer et al., 2022). Thus, Stora Enso is moving along with many reusing strategies by reducing the 
amount of waste sent into landfills. Setting up waste management targets and achieving nearly 99% above the 
target level is now adhered to on a voluntary basis. In the view of ITC, they are more focused upon going towards 
the collection centers and colleting all the used packages and products and then move forward with the recycling. 
As of today, ITC was able to collect 76,000 tons of plastic packaging waste amounting to more than 99% of waste. 
This  in turn further reduces waste management. In India, waste generations have been increased drastically. Thus, 



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ITC is incorporating sustainable waste management through a continuous monitoring system and utilizing the 
waste efficiently has aided enormously. With the comparison of both companies the authors believe that Stora Enso 
is proving strong, yet ITC is having a much more powerful model where it aligns with moving in with community 
centers and collecting all the materials from scratch, proving with the extended producer responsibility while 
moving towards the sustainability practice. 

Eliminated components might still have some value, that   could be regained by recycling (Wu, 2022). Both 
companies are competitively using the recycling approach under GRL practices. Stora Enso is aiming to move 
forward with 100% recyclability by 2030 and the full capacity by 2050. Currently it stands at 1.3 million tons of 
paper towards recycling. The company is focused upon fiber-based packaging while enhancing the lifetime of those 
packages under industrial scale. However, this raises the question of having limited engagement towards a fiber 
based product. On the flip side, yet these proactive practices have reduced the use of virgin materials while 
increasing product sustainability. In terms of ITC, it is moving with the communitybased system and has 
incorporated the closed loop system. The Well Being Out of Waste (WOW) initiative has promoted recycling 
opportunities in urban communities. However, both companies have their own specialties where Stora Enso is more 
weighted towards fiber based and ITC is plastic waste recycling practices.  

The Reuse element in GRL practices is more focused through packaging by both companies. 100% reusable 
and compostable packages are target by 2030 in ITC. This is turned to reducing the amount of waste drastically. 
Corrugated boxes, durable cartons have enabled them to use the same box for multiple cycles within the 
transportation. This has been extended towards “Less Plastic and No Plastic” initiatives, where the packages are 
aligned with multi-use-pouches and containers that can be refilled. In Stora Enso, fibers are reused multiple times. 
More focused upon reused packages under business to business (B2B) settings and reused water among the mills 
and reducing waste. However, ITC is having an extensive program for reuse strategies from community based.  

Reworking is reducing the material consumption. Stora Enso and ITC are both reworking and engaged in 
reworking strategies. Within their internal operations if they had an error on any materials under off specifications, 
they recover the massive loss by reworking. This reduces waste. However, one could argue that it is repeat work 
and might impact upon material and energy usage. On the other hand, the amount of energy and material used in 
repetition is far less than the amount of those resources wasted if not reused. However, in comparison to both 
companies Stora Enso is more focused upon fiber materials among the industrial oriented, whereas ITC is 
recovering materials from the community level itself.  
 

4.2. Stakeholder Engagement Strategies Implemented in Stora Enso and ITC 
In the context of stakeholder engagement strategies, both are using strategies to meet the stakeholder 

expectations, involving them towards decision making and building trust through transparency. These 
mechanisms have helped both brands in having a solid relationship with the stakeholders while initiating 
sustainability goals.  

Both companies are meeting stakeholders’ expectations under different levels. Identifying the stakeholders 
accordingly and focusing on meeting their needs is essential. ITC follows the TBL model where they believe that 
meeting their expectations is creating a large societal value. The relationships are fostering with completeness, 
materiality and responsiveness. Through general meetings to other collaborative societal activities the 
identification of their needs is approached. ITC communicates all their negative, positive, actual and potential 
impacts in every field that would enhance these strategies. On the other hand, Stora Enso believes that providing 
high quality is the solid foundation for their brand reputation. Visibility towards their sustainability road map, 
delivering the key commitments, and strong community services are the engagement strategies Stora Enso 
compiled with.  

The successful application of green initiatives depends on their stakeholders because these involvements are 
creating and linking collaboration among the key players in every organization (Ghisellini et al., 2015). Building 
trust is a fragile but important aspect. Having annual double materiality assessments is creating a relationship 
among them with trust. The leadership team and the board of directors annually receive updates as to how the 
organization is impacted financially by environmental and social impact and how the operations of the Stora Enso 
have impacted upon the environmental and social aspect. When these issues are addressed, the trust builds up. The 
same is followed by ITC where they identify directly and indirectly impacting and influencing the business 
operations, and due weight is given to the stakeholders upon the engagement level, followed by prioritizing the 
needs and concerns while addressing those needs in a consistent manner in order to be transparent. Having these 
solid strategies will impact trust and transparency positively. 

Actively engaging stakeholders in decisions making has improved the validity of those decisions (Fleming & 
Kowalsky, 2024). Stora Enso has prioritized employee engagements and has regular forums and has aided in 
collecting different perspectives and insights that help the group to improve. Suppliers have also been consulted by 
providing their input and views mainly on safety-related concerns. Regular training, discussions and on-site 
activities have positively impacted on their sustainability developments. ITC has forums and materiality 
assessments where the said issues and matters are carefully assessed and the strategic decisions are guided 
accordingly. Most importantly, the CSR activities as vocational training have provided insightful decisions upon 
other initiatives through local communities.  

 
4.3. Interplay Between Stora Enso and ITC of Stakeholder Engagement Strategies and Implementation of GRL 
Practices 

It was evident that by referring to the company reports and the existing literature both companies are 
following structured and well-balanced mechanisms in following the GRL practices through the stakeholder 
engagement strategies too. It was found in the literature Prataviera et al. (2023),  that the adaptation of GRL 
practices has an influence upon the stakeholder. But through the company data, it was clear that by having the 
right and balanced strategies  the GRL practices are impacted positively. Stora Enso and ITC both use the rework 
element where if the products are off the specifications they take  them back to the production cycle without 



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wasting the materials that they used. Reusing the water in the mills  is  saving water enormously in ITC. Stora 
Enso takes  full responsibility that the packaging materials for logistics under B2B are completely reused. In 
addition, Stora Enso has  emphasized highly upon fiber based and the following of the Closed loop is safeguarding 
the materials and reusing the same without harming the virgin materials. ITC has enhanced the recycling process 
toward the local people, where they have extended their value to those households by taking the waste and 
recycling that to make energy. In the view of Arokiaraj et al. (2019), it was observed that recycling, rework and 
reuse has a positive impact on reducing waste, that in turn enhances the environmental  performance. 

Stora Enso has collaborated stakeholder views and ideas through double materiality assessments where the top 
managers assess how the sustainability goals are affecting financial stability and  in addition how the operations of 
the companies are affecting the environment and society. However, ITC is using the TBL strategy to integrate 
GRL toward societal values, such as putting up  recycling centers, WOW initiatives and waste collection points in 
the communities. Therefore, it was found that ITC has extended their responsibilities as producers while including 
the valuable expectations of the stakeholders. In encouraging the participation  of the stakeholders in their 
decision-making processes, ITC has found active methods in playing a part in the engagement programs. ITC is 
not only involving their perceptions, yet the stakeholders are engaged in their role of GRL activities. From the 
Stora Enso view, having forums that include suppliers, and employees help in having ideas about reuse and 
recycling mechanisms. Both companies are using reports to provide what their operations are and how they have 
performed them.  This has encouraged their stakeholders, and it has resulted in building trust among them. The 
engagement of stakeholders in the decision-making process has also improved the actions taken by the companies. 
Materiality assessments guide as well as the forums in ITC and Stora Enso respectively have resulted positive. 
However, in the literature of Shibayama et al. (2020), it was argued that engaging in the participation of decision 
making could lead towards high cost and time consumption. Thus, it is the responsibility of both companies to keep 
the balance in accepting and respecting their perceptions while being alert about the time and the cost. Both 
companies are welcoming feedback from the stakeholders. ITC is moving on with the community where it has seen 
and heard of their needs and expectations. Compostable packaging is one of the innovative ideas they have 
considered  from the community itself. While  Stora Enso,  is following a structured mechanism that has been 
proven in achieving 100% recyclability. These have been supported by the stakeholders.  

In  light of the evidence gathered, it proves that ITC and Stora Enso  are both following stakeholder 
engagement strategies while enhancing and improving the GRL practices. On the other hand, it was observed that 
the two companies have different strategies in engaging stakeholders. 
 

4.4. Summary of the Comparative Analysis 
In summing up, the comparative analysis cumulative shows that both companies have their best structured 

models in enhancing the stakeholder engagement strategies. Both companies are playing a significant role in their 
own culture. Stora Enso has a structured and  strong way in line with the ESG framework and integration of the 
forest-sector where they guard and value the forests. However, ITC is having more of a local and community 
responsiveness where they are involved in moving into the community and understanding the needs. Collective 
value is created among the stakeholders by bringing them together and moving towards achieving sustainability 
goals. Bridging the gaps identified among the two companies will strengthen the adoption of GRL practices. 
Further, the learning from each company reveals that the practical procedures each could follow in strengthening 
the stakeholder engagement. Balancing these two variables will improve the overall business operations towards 
sustainability.  
 

5. Conclusion 
The study proves that both companies have adopted strong stakeholder engagement strategies in adopting 

GRL practices into their operations. Above all the most salient finding in the study was that ITC is following a 
top-down and bottom-up approach in decision making where it is grounded by its practicality. However, Stora 
Enso is following a structured and corporate based mechanism.   Stakeholder engagement strategies as of trust and 
transparency, identifying their needs and involving the stakeholder in decision making has positively enhanced the 
adaptations of GRL practices covering recycling, reuse, rework and waste management. Application of the 
stakeholder theory and CLSC theory has emphasized that those stakeholder engagement strategies are acting as a 
proactive mechanism in bringing and developing GRL practices. Empirical evidence proved that such GRL 
practices are improving with actual communication with the stakeholders and their valid inputs. The collaboration 
of these active roles is essential, and it empowers in identifying critical points within the implementations. 
Ultimately, these strategies are essential towards achieving their sustainable goals along with a well-balanced work 
environment. Government intervention and laws and regulations could bring some control over the GRL practices, 
yet the adaptations lie along with the company itself where these decisions need more validity and practicality 
while building resilient sustainability business in the long run.  
 

5.1. Recommendations 
The most suitable GRL practices are recycling, reuse and waste management. On the flip side, these 

adaptations could be strengthened more by introducing accurate strategies in engaging stakeholders among 
business operations. Both companies can adopt ways to publish actual achievements among reverse logistics and 
further show how the stakeholder participation helped in evolving  these mechanisms. They should reduce  the 
knowledge gap of reverse logistics and have community forums in providing how these mechanisms work among 
the community leaders, logistics partners and recyclers. In addition,  increase the efficiency level of waste collection 
points and educate them upon the recycling methods. Expanding the recycling capacities by providing financial 
support and reducing the technological challenges. These improvements could be made in every recycling point 
and will make them more efficient and effective. Collaboration among the same industry would expand these 
technical innovations and a comprehensive oversight is created in GRL operations. Government could provide 
incentives and loans for these amalgamations.  



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5.2. Implications and Limitations 
It is evident that implementations or improving the GRL practices can provide an extensive competitive 

advantage towards the company. Enhancing brand visibility among the stakeholders is achieved while increasing 
commitment towards sustainable initiatives. It is no doubt that the world is moving towards  sustainable 
initiatives; thus, it is crucial for the P&P companies  to adopt  these mechanisms and be more responsible towards 
the society and the environment. However, the research is based upon secondary data where more extensive 
research could be brough forward by  accompanying primary data in refining the preliminary findings in the 
current study.  

The P&P industry requires the corporation  from all levels in stakeholders in adopting GRL practices. The 
most critical points of manufacturers to consumers need education and support in understanding the real reason 
among these initiatives. Stakeholders are aware of these environmentally friendly processes and products. Thus, 
commitment is needed from the company’s perspective to engage them to implement GRL practices and balance off 
the needs of society, economy and the environment too.   
 

Acknowledgement: 
The authors are thankful to all individuals who contributed to the research completion. 
 

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Appendix 1. Comparative Analysis    

Objectives Element Stora Enso ITC Commona
lities 

 Stakeholder 
Engagement 
strategies 

Understan
ding the 
expectatio
ns of the 
stakeholde
rs 

Focused more upon double materiality 
approach, where the top management 
assesses how sustainability matters to 
the financial performance and how 
business operations matter to the 
sustainability under TBL 

Moving on with the locals, 
meeting them personally 
through community hubs.  

Both 
companies 
are 
engaged 
in meeting 
their 
expectatio
ns but 
follow in 
different 
angles. 

Building 
trust 
through 
transparen
cy 

Focused upon  collaborating with the 
annual reports along with 
sustainability reports,  Sustainability 
Accounting Standards Board (SASB) 
mapping their "Containers and 
Packaging" and "Forest 
Management". Thus, stakeholders 
have a clear picture of the actual 
performances.  

Providing sustainability 
reports, achieving the 
highest score in following 
the best environmental 
practices under water 
security and climate actions. 
Stakeholders are able to 
track down the sustainability 
credentials and provide ideas 
and feedback. 

Focused 
deeply on 
building 
trust 

Incorporat
ing 
stakeholde
rs in 
decision 
making 
process 

Having forums where feedback is 
welcome  

ITC collaborates with the 
stakeholders under 
operational and community 
levels. Their local 
partnerships (village 
entrepreneurs, rainwater 
harvesting groups) are 
involved in making decisions  

Both 
integrate 
stakeholde
rs deeply 
into  
making 
decisions 

Bound by the Finnish Companies Act 
where it clearly identifies the board is 
accountable in inputting stakeholder 
ideas.  

Under Indian Law and 
regulatory framework, the 
stakeholder concerns and 
ideas should be incorporated 
under Sustainability 
Reporting.  

Green 
Reverse 
Logistics 
Practices 

Reuse Reuse is mainly among industrial 
supply chains  

Reusing at the community 
level. Focusing upon 
neutralizing the usage of 
plastic while integrating 
extending the producer 
responsibilities. 

Use of 
Reuse 

element 
Focus more upon Fiber based 
packaging where it significantly 
reduces the use of plastics  

Recycle Recycling board waste and paper and 
make new packages for products, 
Reusing water and energy in mills. 

Collecting plastic from 
community centers  

Strongly 
focused 
and 
monitored 
in 
recycling 
activities 

Recycled fiber is used as their main 
input in production 

Household waste is recycled  

Rework If the standards are not met, rework is 
done and then put back into the 
production cycle. 

Producing recyclables 
packaging for FMCG  

Both are 
strongly 
working 
on rework 
elements 
but with 
different 
extremes. 

If there are any off 
specifications shared them 
back to the recycling unit. 

Water is reused after treating them 
properly used under paper production  

Collected plastic waste is 
reworked into a material as 
recycled granules (Solid 
plastic powder). 

If the packaging is done under off 
specifications, it will be reprocessed 
and put back to the pulp or recycled.  

Waste 
Manageme
nt  

Collecting waste from mills as pulp, 
and packaging and paper production 

Collection of plastic and then  
the separation of the plastic 
waste towards recycling. 

  

Hoping for the Zero landfill by 2050 Partnering with municipal 
councils and segregation of 
waste  

Waste as bark of trees and lignin are 
turned into bio compost or adhesives  

Energy is created through 
waste 

 
 
 
 
 
 
 
 
 



Asian Business Research Journal, 2025, 10(12): 1-12 

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© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

Appendix 2. Thematic Analysis. 

Key themes Stora Enso ITC References 

1. Sustainable Waste 
Management 

Targets 100% 
recyclability (currently 
94%), voluntary waste 
reduction, reuse 
strategies. 

Community-based collection 
centers, 76,000 tons of 
plastic waste collected, 
extended producer 
responsibility. 

Pushpamali et al., 2019 
Sengupta et al., 2023 
Sonar et al., 2024 
Efficient resource use and circularity: 
Stora Enso Sustainability – Efficient 
Resource Use [storaenso.com] 
ISO 14001-certified waste management 
systems: Stora Enso Waste Management 
[tracenable.com] 

2. Recycling 
Practices 

Fiber-based packaging, 
1.3 million tons 
recycled, goal of 100% 
recyclability by 2030. 

WOW initiative, closed-loop 
systems, urban community 
engagement. 

Circular bioeconomy and fiber-based 
packaging: Stora Enso Circularity 
[storaenso.com] 
Research on recycling systems: 
Packaging Europe – Stora Enso 
[packagingeurope.com] 
Wu, 2022 

3. Reuse Strategies Reuse of fibers and 
water in mills, B2B 
packaging reuse. 

Compostable packaging, 
multi-use containers, “Less 
Plastic and No Plastic” 
initiatives. 

Reuse of materials and wastewater: Stora 
Enso Efficient Resource Use 
[storaenso.com] 
Consumer perceptions of reusable 
packaging: Packaging Insights – Stora 
Enso [packaging...sights.com] 
Schützenhofer et al., 2022 

4. Rework Strategies Both companies 
rework off-spec 
materials to reduce 
waste. Industrial fiber 
focus. 

Both companies rework off-
spec materials to reduce 
waste. Community-level 
material recovery. 

Circular bioeconomy and fiber recovery: 
Stora Enso Strategy [storaenso.com] 
Pushpamali et al., 2019 
Sengupta et al., 2023 

5. Stakeholder 
Engagement 

ESG framework, 
double materiality 
assessments, employee 
and supplier forums. 

TBL model, CSR activities, 
community responsiveness, 
materiality assessments. 

Stakeholder relations and materiality 
assessments: Stora Enso Stakeholder 
Relations [storaenso.com] 
Engagement and collaboration with 
NGOs and policymakers: Stora Enso 
Engagement [storaenso.com] 
Ghisellini et al., 2015 
Fleming & Kowalsky, 2024 

 
 
 

 


