Who owns the newark group

Thomas A. Trending People. Federal Communications Commission. Maruti Suzuki India Limited. IndusInd Bank Ltd. China Telecom Corp. Here's the road map for how the supply-chain logjam will get unclogged. It might Trending Organizations. Paths to The Newark Group, Inc.

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Total Enterprise Value. We are impressed with the capabilities of The Newark Group and look forward to supporting Mike and his leadership team as they integrate the businesses. The company is a socially responsible corporation, is committed to environmentally sound practices and is dedicated to providing customers with outstanding value through innovative products and services.

Caraustar serves the four principal recycled boxboard product end-use segments: tubes and cores; folding cartons; gypsum facing paper and specialty paperboard products. Caraustar is headquartered in Austell, GA and is owned by H. About H. Capital H. In , Papa hopes to install similar cleaning systems at one or two of Newark's other mills.

It should be noted that the Mobile, AL, mill also produces tube and core URB and after the machine in Fitchburg was converted away from graphic board, Mobile moved into that sector and now produces a good quality graphic board.

Papa notes that this was something the mill had never done. The Santa Clara, CA, mill is another example of the company's willingness to adapt and move quickly. When that customer took his business elsewhere, the outlook was bleak. Management and sales found different products and with them, new accounts. Overall, the company produces a high-quality URB board across a broad spectrum of calipers and sizes.

Newark is self-sufficient in its secondary fiber needs. Its collection network is varied. Newark works with some municipalities and also contract with retailers. In Mobile, AL, it accepts secondary fiber from individuals who are paid on the spot.

But, in most cases, Newark has its own truck fleet which collects the fiber. All of its CRB, linerboard and medium is sold. None of its six board mills are integrated to any particular converting plant but the company does try to minimize freight costs whenever possible.

On the converting side, Newark has shut or is in the process of closing five facilities, not because it is losing business, but because it wants to make better use of its resources. The aim is to run at least two shifts at each plant. Its market is North America -- Mexico to Canada. Newark sold its European division three mills, four converting sites just over a year ago believing there were too many unknowns in that market.

Looking at industry trends, Papa says he is seeing more food applications for the company's products as well as industrial applications. For example, Newark makes a product for laminated countertops that repels water on one side and wicks on the other.

He would also like to see the company gain a stronger foothold in the automotive sector laminated products. The market has reacted positively to the changes at the company. We are gaining new accounts because of where we are as an organization, because of our technical capabilities and because of our sound financial footing. It is a major step forward for us and gives our sales force a nice, added tool. For all that's gone on, Papa says it is not only important for the work to be done but that the work is seen to be done and success achieved.

That's why company pays so much attention to its communication with the employees. Although success is nice, Papa also realizes that failure often comes with it and one can't be fearful of failure. Those that have success really want it. We have a pack here and we're running hard. Today our organization is agile," Papa adds. Speed wins! What used to take months now takes weeks and what used to take weeks now takes days. What about five years hence? The change at Newark is noticeable.

We operate with a high degree of integrity. Everyone here operates in a boundary-less environment, open to ideas from everybody. We seek out the best practices and put them to use. Caraustar-Newark would have combined capacity of , tons per year of URB, with a total of 13 mill locations in nine states that also include other grades, namely gypsum wallboard, coated recycled board CRB and recycled containerboard.

It would have total paperboard capacity of about 1. Each company collects about two million tons annually of recovered paper furnish at about a dozen locations. Caraustar's website shows seven folding carton plants as well as numerous other converting plants including tube and core, industrial, protective, and binder products. Newark reports 15 converting plants including tube and core, construction, folding cartons, and graphic boards. Wayzata had acquired Caraustar out of Chapter 11 in Cranford, N.

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Skip to main content. Newark Group. Middle Market , the dedicated middle market investment affiliate of H. Capital, has completed the acquisition of The Newark Group, Inc. Other H. An official announcement is expected this week.