Developing Strategies of Sustainability and Responsibility Policy

Corporate responsibility and sustainability issues are found in every organizational department.  However, low awareness for these issues combined with the organizational stress on short-term results, creates a situation whereby, in the majority of cases, these matters are pushed aside and do not receive proper attention.  They are perceived as being connected with business strategy and not as they should be – a basis for implantation in the forthcoming years.

Sustainability could point to a firm's opportunities and risks.  This is the sole language which corporations understand.  A strategic sustainability plan must demonstrate to the organization how to properly handle issues that pose important challenges and opportunities for the firm, and translate them into work plans for the various departments:  purchasing, marketing, human resources and operation.  A strategy for good sustainability is values-oriented, as it advances the organization in its business path.

The BDO Israel Group for corporate responsibility and sustainability (CRS) has been assisting the following corporations in developing such a strategy: Bank Hapoalim,  Bank Leumi, Bank Discount, Teva, Bazan Group, Supersol, Cellcom, Partner, Mekoroth, Rafael, Environmental Quality Services Inc., Hanan Mor Group, AEM (Russia), ARMZ (Russia), Egged and others.

The Group's Services

• Identifying significant issues and industrial surveys – clear definition of the organization's strategic focus in the field
• Evaluating the organization and testing the gaps in business SWOT (strengths, weaknesses, opportunities, and threats) – understanding what issues are significant for the operation, i.e. designated as a threat or an opportunity.
• Developing an organizational corporate responsibility strategy and formulating work plans to implement it – including the organization's position vis-à-vis these issues; mapping responsibility for implementing the management approach; providing close guidance to board and management members as well as steering teams.
• Integrating innovative processes – guiding the partners in familiarizing themselves with the innovative process, including extrication from problems