Professional Documents
Culture Documents
.
2 Foreword
The business response to AIDS has broadened Business leaders have an unparalleled
and deepened since I was asked to lead the Global opportunity to utilize their expertise, influence,
Business Coalition (GBC) in 2001. With more than and acumen in the fight to end HIV/AIDS. The
200 member companies committed to responding GBC believes that businesses worldwide can
to the global fight against HIV/AIDS, the GBC is leverage their core competencies in fighting HIV/
uniquely positioned to identify trends and new AIDS, and a commitment to fighting this pandemic
frontiers to help companies improve their response can be a core component of a successful
to this pandemic. As the NGO officially designated business strategy.
to mobilize the worldwide business response for
the Global Fund to Fight AIDS, Tuberculosis and Despite greater business involvement, we know
Malaria, and as a close partner of UNAIDS, we that the global business community is doing
Richard Holbrooke take this responsibility very seriously. only a fraction of what it could be doing to battle
President & CEO of GBC the scourge of HIV/AIDS. We salute the leading
The State of Business and HIV/AIDS (2006) comes companies of the GBC that have stepped into
at a critical time because it provides the first unchartered territory and creatively engineered
baseline from which to evaluate the response responses to HIV documented in this report.
made by business in the global fight against However, we are not close to turning the tide of
HIV/AIDS. The GBC decided that it needed to HIV—nearly 13,000 people are newly infected
develop a better understanding of how various every day, and less than 10 percent of the 40
companies have shaped their response to HIV/ million people living with the virus know they are
AIDS. From workplace programs to philanthropy infected. The response to AIDS requires bold
to CEO advocacy, it is clear that there is much leadership and innovation. Moving to an opt-out
that business is doing to fight this pandemic, but approach to testing, so that people know their
there is very little summary information on the HIV status, is one of a number of changes in
landscape of the business response. strategies that are essential if we are to win this
war. It is critical that the public and private sectors
With the generous leadership of member engage even more fully as genuine and valued
company Booz Allen Hamilton, this baseline partners in the global fight against this terrible
report captures critical information on corporate epidemic. The State of Business and HIV/AIDS
responses to HIV/AIDS over a range of criteria, (2006) is an important overview of the contribution
regions, and industries. The framework for that business has already made, and a reminder
analysis is built from GBC’s recently launched that business must play an even greater role in
Best Practice AIDS Standard (BPAS), which was tackling this monumental challenge.
developed from the collective work of members
since 2001.
Table of Contents 1
1 Executive Summary 2
Appendix
i. GBC Contacts 56
ii. Acknowledgements 58
iii. BPAS Survey 59
iv. About the Authors 65
2 1 Executive Summary
Business is making strong progress in partnering Today, 40 million people live with HIV/AIDS.
with governments, multilateral organizations and The global labor force has lost more than 28
communities to support the global fight against million people as a result of AIDS, without further
HIV/AIDS. Workplace prevention and education intervention this number could grow to 74 million
programs are also now widespread, but efforts by 20151.
to collaborate with suppliers, fully utilize senior
leadership and extend interventions in emerging The GBC and Members
markets still need an effective response. Global business is truly beginning to make a strong
and systematic response to tackling HIV/AIDS. This
A baseline survey and interview program response is strongly facilitated by the GBC, the
conducted by the Global Business Coalition on preeminent organization leading the business fight
HIV/AIDS (GBC) and Booz Allen Hamilton has, for against HIV/AIDS.
the first time, established a basis to look at the
scope and depth of the response being made by The GBC was established to fully engage the private
the global business community. sector and recognize business as a necessary
partner in ending the pandemic. Membership has
The study highlights status and variations in grown from 17 companies in early 2001 to over
business response by region, industry and 200 international companies in 2006, accounting
enterprise scale. Increasingly, business sees HIV/ for more than 11 million employees and 45 million
AIDS as a strategic as well as social responsibility dependents worldwide.
issue, managing programs and resources based
on bottom line impact. However an informed The 2006 BPAS2 Baseline
sense of urgency must be maintained – The State This baseline report draws on the actions and
of Business and HIV/AIDS (2006) provides an programs of leading companies that are publicly
important new resource to do that. committed to the fight against HIV/AIDS through
their membership in the GBC. The data source is
The Bigger Picture the expertise and experiences of 75 GBC member
As AIDS continues to have a devastating impact companies across 17 industries surveyed in April
around the world, business is responding to the 2006 and 30 companies who participated in a
pandemic by adopting multifaceted strategies detailed interview program.
to confront the disease in the workplace and
community, by partnering and raising awareness. The BPAS baseline shows business response in the
form of an index, a basic scale of 0 to 10. The index
This baseline report provides a comprehensive is calculated from the number of companies active
analysis of the status of businesses’ response, in each of 10 global business HIV/AIDS categories,
1 UNAIDS and WHO, AIDS
Epidemic Update: December
highlights areas where most progress has been each with 5 levels of action.
2005 Intensifying made, identifies where barriers are encountered,
Prevention, 2005
2 Best Practice AIDS Standard,
and asks what business should do next. The 75 surveyed companies have an average
developed by GBC index score of 4.5 (figure 1). This is equivalent to
1 Executive Summary 3
Figure 2
7
Categories most often part of business responses.
With range of actions in place
The BPAS Baseline
Depth of Response by
Category
6
Category most difficult to make
part of business response.
5 Limited actions in place
BPAS Index
0
Community &
Govt Partnerships
Non-Discrimination
in the Workplace
Care, Support
& Treatment
Corporate Philanthropy
CEO Advocacy
& Leadership
Monitoring Evaluation
& Reporting
Business Associates
& Supply Chain
4 1 Executive Summary
Figure 3
BPAS Baseline by
Industry Group 7
5
BPAS Index
0
Food/Beverages
2006 Averages
Energy
Healthcare
Consulting
Consumer Products
Media
Financial Services
Biotech/Pharma
Automotive
Transportation
Note: The above analysis only includes industries where 3 or more companies responded to the survey
The most active industry groups (figure 3) are engaging suppliers and extending treatment to
Food/Beverages, Mining and Minerals, and Energy dependents and post employment.
(gas and oil).
In particular interviewees drew attention to the
The interview program provided further definition difficulty in building advocacy and leadership
by highlighting the difficulty experienced by programs and implementing HIV/AIDS business
businesses in monitoring and evaluating HIV/ strategies in emerging markets.
AIDS programs, particularly testing uptake rates,
1 Executive Summary 5
There is a long way to go. A sustained effort is The 2006 BPAS baseline indicates that there is
required from business to further broaden and a very high level of business engagement and
deepen the response through well targeted and willingness to do more. There is an increasing role
managed programs. In doing so, companies should for business to partner with governments and the
set priorities based on the likely impact of programs. international community and enhance joint efforts
The baseline report suggests: in fighting HIV/AIDS.
Figure 5
New Wave Statistics
Population Living GDP Growth Rate
Prevalence Rate (%)
with HIV/AIDS for 2007 (%) 8
sector has much to contribute in skills, services, To help reach the Millennium Development Goal
and resources. on HIV/AIDS—to halt and reverse the spread of HIV
infection by 2015—UNAIDS has initiated an effort
Access to low cost antiretroviral (ART) medication led by individual country governments for Universal
has opened the door to great advances in treatment. Access to help set targets and develop roadmaps for
Although those infected with HIV are still likely to scaling up prevention, treatment, care, and support
ultimately develop AIDS, the appropriate treatment services. The Universal Access program is designed
can prolong life, often for decades. Of the 40 million to bring all sectors together to address sustainable
people estimated to be living with HIV/AIDS at the financing; human resource and health systems
end of 2005, UNAIDS/WHO estimates that 6.5 capacity; low-cost commodities and technologies
million people in low- and middle-income countries access; and human rights, stigma, discrimination,
were in urgent need of this life-saving ART. Of those, and gender equity issues. It is in these very areas
only 1.3 million—one in five could access ART. that business has particular expertise, resources,
Although this number is a great improvement from infrastructure, and services which must be applied
2003 (when only 400,000 were receiving treatment), to the global and national efforts to help upgrade
it is still shockingly inadequate. prevention and treatment interventions for all who
need them.
The goal of the “3 by 5 initiative” launched by
WHO and UNAIDS in 2003 aimed to have 3 million
people on ART by December 2005. This target figure
represented exactly half of the number of people 2.2 HIV/AIDS Impact on Industry
expected to be in need of treatment at the end of
that year. Although significant progress has been UNAIDS estimates that 37 million working people
made, 80 percent of those who might benefit from are living with HIV/AIDS and that the global labor
ART are yet to have access. force has lost 28 million people to AIDS since the
beginning of the pandemic. UNAIDS predicts that
The trend toward increased coverage has been without access to treatment, this number could grow
supported by a steep decline in ART costs. The price to 48 million by 2010 and to 74 million by 2015.18
of ART drugs has dropped by up to 98 percent in the The International Labour Office (ILO) has estimated
last 4 years. Recent data suggest that a company that an average of 15 years of working life will be lost
can now access a year’s supply of first-line regimens for each employee affected by AIDS.
16 DFID, Taking Action.
for between $140 and $300 a year.16 Second-line Summary of the UK’s
regimens cost about $1,300 per year.17 These price The growing workforce loss has profound personal, Strategy for Tackling HIV
and AIDS in the Developing
decreases result from a series of advances led by social, and business implications. In addition to World, 2004
pricing negotiations through the UNAIDS Accelerating coping with the loss of colleagues, workers may 17 Medecins Sans Frontieres,
Untangling the Web of Price
Access Initiative, from World Trade Organization also be caring for sick relatives or coping with their Reductions: A Pricing Guide
provisions qualifying HIV/AIDS as a public health own illness. Diminished human capital seriously for the Purchase of ARVs for
Developing Countries, 8th
emergency, and from the increased availability of hinders business operations. Consequently, edition, 2005
generic drugs. higher operating costs and limited investment 18 www.unaids.org
12 2 The Context for Business Involvement in HIV/AIDS
opportunities take an economic toll. A 2005 study 2.3 Industry Characteristics and
pointedly reinforced the threat of HIV to human Considerations
capital, stating that the size of the labor force in 32
African countries will decrease by 5–35 percent by Industries have responded to the HIV/AIDS crisis
2020 because of this pandemic.19 in different ways. Many pharmaceutical companies
have been at the forefront by taking a lead in
The overall effect of the pandemic on business building healthcare systems in the hardest hit
results in a reduction of the wealth and development countries, providing training to increase capacity
potential of affected countries as fewer people of medical personnel, and increasingly supplying
can work and prosper. A 2005 study20 found that certain drugs at no or low cost. Some of these
HIV/AIDS will reduce growth potential in GDP for companies have also applied their logistics expertise
Brazil, Russia, India, and China. For example, HIV/ to help optimize the flow of medicine and materials
AIDS will reduce China’s GDP growth by 1 percent around the world. Others have partnered with
over the next 10 years. These 4 countries currently in-country organizations and collaborated with
account for 8 percent of global GDP and are governments to support education programs.
strategically important emerging markets for many
large multinationals. This effect on GDP, though In other industries, many companies with large
significant, does not capture the economic and workforces in high-risk areas (such as oil and gas,
social impacts on the informal economy. mining, manufacturing, automotive) have developed
awareness, testing, and prevention programs for
The ILO notes that certain industries and types of their employees and instituted non-discrimination
work are more exposed or susceptible to the risk of policies for workers with HIV/AIDS. Some companies
HIV infection, although the main issue is behavior have also invested in their own dispensaries,
rather than occupation. A key occupational risk health centers, and hospital facilities. Furthermore,
factor is work involving mobility—in particular, regular some have co-invested with local and national
travel and living away from spouses and partners organizations to provide awareness and prevention
in high prevalence countries. This risk factor was campaigns to the community.
underlined in our interviews with GBC members, who
cited truck drivers and those working in areas with Companies have also used both media and
high levels of immigration or worker migration as marketing to engage their consumers and creatively
particularly at risk. Geographical isolation, single-sex fund HIV/AIDS programs. Media companies have
work environments, male-only living arrangements, carried public service announcements and have
and limited health facilities are also important incorporated HIV-related storylines into TV programs
19 The Ethical Funds Company,
Canadian Energy and Mining contributing factors. and print publications to spread awareness. Other
Companies and the HIV/ businesses have leveraged their advertising and
AIDS Epidemic—Bridging the
Chasm, 2005 branding skills to advance HIV/AIDS prevention
20 UBS and F&C Asset and behavior change messages through innovative
Management, HIV/AIDS
Beyond Africa: Managing the
cause related marketing campaigns. Financial, retail,
Financial Impacts, 2005 telecommunications, cosmetic and other products
2 The Context for Business Involvement in HIV/AIDS 13
have been linked to the fight against HIV/AIDS. Our interviews with GBC members highlighted seven
Consumers have been extremely receptive. In a prime considerations for businesses willing to initiate
recent survey, 71 percent of consumers indicated or further develop their HIV/AIDS programs:
they would pay more for a product if they know the
extra proceeds would benefit HIV/AIDS21. 1. Focus on prevention as well as treatment. This is
particularly important if a second wave is to be
Business is exposed to the effects of HIV/AIDS prevented. Target real behavior change to achieve
in a number of ways. Companies are finding it significant effects.
increasingly necessary to link their business
interests to those of the societies in which they 2. Introduce the most effective and cutting-edge
operate through a range of sustainable programs. testing strategies to encourage uptake of testing
Studies and reports repeatedly show that HIV/AIDS and treatment services in conjunction with
can have a significant effect on the “bottom line” clear confidentiality, non-discrimination policies,
of companies. A global mining company calculated counselling, support, and availability of post-test
that HIV/AIDS total expenses could amount to 8–17 prevention and care services.
percent of their total payroll by 2009. For a leading
automotive manufacturer in South Africa, those 3. Extend access to HIV/AIDS workplace programs
expenses are estimated to be 4 percent of the total to dependents, which could have considerable
wage bill.22 Today, it is clear that the private sector is business benefits by alleviating the burden of
playing a critical and compelling role in fighting this caring for sick relatives and allowing employees to
pandemic. focus on their work.
The business response to HIV/AIDS varies quite 4. Engage in collaborative public-private partnerships
markedly, and three determining factors for type of to increase coverage and efficacy of prevention,
response are identifiable from the baseline: treatment, and care.
1. Business needs and geographical presence (e.g., 5. Similarly, consolidate industry action to set
industries with a workforce in high-prevalence industry standards and incorporate supply chains
regions). in HIV/AIDS programs in an effort to reduce the
effect of the disease on business operations.
2. Competencies available to a company (logistics,
healthcare, financial, marketing, research and 6. Expand HIV/AIDS programs to other regions,
development, brand power and media access). particularly emerging economies, such as India,
China, and Russia, with the acknowledgment that
3. Duration (i.e. how long a company has focused on HIV/AIDS is not just an African problem.
making a difference). 21 GBC Opinion Poll, 2004
7. Move beyond a vertical approach to HIV/AIDS 22 UBS and F&C Asset
Management, HIV/AIDS
to a holistic health response that incorporates Beyond Africa: Managing the
elements of lifestyle and wellness. Financial Impacts, 2005
14 2 The Context for Business Involvement in HIV/AIDS
3.1 Introduction to the Baseline A structured interview program followed the same
BPAS categories and sought to capture both
This baseline report captures the response made by institutional and personal experiences. Several non-
GBC members in the fight against HIV/AIDS, outlining member companies were also interviewed to provide
the actions and activities that companies are additional perspectives.
undertaking, mapping their journey in addressing the
disease, and looking forward to the next level Those companies who participated in the survey
of performance. and interviews referred to in this report are not
necessarily representative of the entire business
The data provides insight into regional and industry community. Participating companies are more likely
group trends, size of organization and membership to be pro-active leaders in their response to HIV/AIDS.
duration. It identifies where companies are making
good progress and where they perceive difficulties.
These areas will be the focus for the future.
3.3 Overview of the Baseline: The
Business Response to HIV/AIDS
Figure 6
GBC Survey -
Characteristics of
Respondents
Africa 8%
Greater Less Than
Than 10,000
Europe Worldwide 100,000 26.7%
17.3% 34.7% 4%
50,000- 10,000-
Americas 100,000 50,000
33.3% 18.7% 25.3%
Media/
Entertainment 9.3% 2001
Food/ 2005 25.3%
Beverages 8% Financial Services/ 22.7%
Banking/Insurance
Automotive 8% 9.3% 2002
2004 12%
Energy (Oil, Gas, 9.3% 2003
Electric) 9.3% 21.3%
Consulting 8%
Metals & Mining 8% Consumer Products 9.3%
3 Baseline: Current State of Business and AIDS 19
Figure 7
Broad Areas Online BPAS Baseline
BPAS Categories for Tool Framework
of corporate engagement
detailed assessment of Definition
based on Business
corporate engagement
AIDS Methodology™ (BAM)
IV. Advocacy and Leadership 9. Advocacy and Business leaders promoting change
Leadership and taking leadership role in fight
against HIV/AIDS
2006 Top Quartile Bottom Quartile Those companies leading the response to HIV/AIDS
Average Most Active Least Active
are now seeking to extend their programs to be
more comprehensive - to include suppliers and
business associates and to engage industry sectors
The baseline score tells us that companies can do to work together (36 percent of companies surveyed
a lot more to contribute to the fight against HIV/ report they are currently doing this). Interviewed
AIDS (figure 10). All companies, regardless of scale, companies stated that collaboration among
sector, or regional footprint, can contribute through companies and opportunities to network and share
workplace policies and awareness, participation in best practices are essential if more companies are
business and AIDS organizations, or by donating to step up their responses to HIV/AIDS.
products or services. Interviewed companies said
that there is a real need to be brave, creative, Size Variations
and, ultimately, strategic in considering how to Workforce size matters and generally determines
contribute business skills or products, whether the scale and scope of efforts (figure 11). Smaller
by providing project management, logistics and multinational companies (fewer than 10,000
BPAS Index
0
1
2
3
4
5
6
7
2.2
Non-Discrimination
2.9
Community &
2
Prevention Govt Partnerships
Small companies
3.3
Education & Behavior
1.2
Testing & Change
Counselling
Workplace Program
2.7
Non-Discrimination
1.7
in the Workplace
Treatment
2.8
With range of actions in place
Large corporations
Care, Support
& Treatment
2.8
Product and
Service Donation
1.7
Product & Service
Donation
2.4
Corporate
Philanthropy
1.9
Categories most often part of business responses.
3.3
Community
3
Corporate Philanthropy
1.3
Supply Chain
Management CEO Advocacy
1.7
& Leadership
2.5
Advocacy and
Monitoring Evaluation
Leadership
& Reporting
1.7
1.7
Monitoring and Business Associates
Evaluation & Supply Chain
2.1
Limited actions in place
part of business response.
Category most difficult to make
Figure 11
Figure 10
by Category
The BPAS Baseline
Depth of Response
Figure 13
7 BPAS Baseline
by Industry
6
5
BPAS Index
0
Food/Beverages
2006 Averages
Energy
Healthcare
Consulting
Consumer Products
Media
Financial Services
Biotech/Pharma
Automotive
Transportation
24 Internal
Labour Office An
ILO code of practice on
Note: The above analysis only includes industries where 3 or more companies responded to the survey HIV/AIDS and the world of
work, 2001
24 3 Baseline: Current State of Business and AIDS
“These are the people who saved my life for you.” This is how
one of our workers introduced us to his family at our company
family day. He was close to death with a CD425 count of 3. After
9 months of recuperation, treatment, and exercise, he is now
back in the workplace doing the job that he was trained to do.
Some companies are starting to collaborate within membership duration of GBC members surveyed).
industries, such as oil and gas, which facilitates In 5 years, the level of company activity increases
businesses to best practice sharing and the by over 50 percent. Those companies interviewed
development of an industry standard in responding stated that programs should “start at home”
to HIV/AIDS. Several interviewees stated that and focus on “getting it right” for workers first.
companies have to forget about being competitors They also emphasized the need for staff buy-in
and focus on being collaborators. and involvement when establishing community
initiatives. Indeed, there is a clear point after 3 years
Length of commitment to addressing HIV/AIDS of effort where companies increase their responses
Development and implementation of HIV/AIDS to HIV/AIDS. However, a number of leading
programs require time and long-term commitment. companies cautioned that once a company has a
Figure 14 shows the activity level based on successful program or initiative in place, it needs to
years spent addressing HIV/AIDS (derived from continue to keep HIV/AIDS high on the agenda.
30
Embed
20 Start
10
Photo by Brent
Stirton/Getty Images
and contribute productively to society. could do his job. HIV/AIDS and the world of
work, 2001
26 3 Baseline: Current State of Business and AIDS
Figure 15
Companies’ Response
to HIV/AIDS Non-
Discrimination
No policy in place 12%
a case of having global guidelines and a local policy The biggest challenge for companies is to extend
or standards applicable to the specific region. For their policy standards to suppliers, distributors, and
some companies, developing a global policy or business associates, as discussed in this report
global guidelines is the first step to sharing internal under Leveraging Company Core Competency. Only
best practices across the organization. Best practice 9 percent of companies said they are currently able
includes involving employees and people living with to extend their policies to these other groups. The
HIV/AIDS in formulating policy and implementing companies interviewed identified extension of their
workplace programs. policies as a significant opportunity area, but all
reported difficulty in formally extending their policies
to suppliers.
28 3 Baseline: Current State of Business and AIDS
3.4.2 Prevention, Education and Behavior Change extend their prevention programs to their local
communities (figure 16). Education programs also
Prevention remains the main focus for companies form an important component of the effort and help
addressing HIV/AIDS across multiple regions. This to reduce the stigma associated with HIV/AIDS.
is consistent with the need for rapid and sustained
expansion in HIV prevention to gain the upper hand Developing education programs that provide
against the AIDS pandemic28. Prevention is the workplace information on HIV/AIDS (via posters,
most cost-effective way for companies to address company websites, or vehicles) is clearly beneficial,
HIV/AIDS, and 55 percent of companies surveyed but interviews suggest such measures have limited
Figure 16
Companies’ Response
to HIV/AIDS Prevention,
Education, and
Behavior Change
No initiatives in place 12%
3.4.3 Counseling and Testing testing for the assessment of treatment needs.
These stages are all recommended by the GBC
Counseling and testing initiatives are difficult to BPAS tool.
implement due to the sensitive nature of testing
and the need for confidentiality. This is particularly Testing programs are particularly difficult to
true for regions where the stigma associated with implement in countries where confidentiality cannot
HIV/AIDS is high. Such initiatives are a key element be guaranteed, such as companies without non-
of successful workplace programs. discrimination laws in place for people living with
HIV/AIDS. Companies operating in this region are
Fifty-five percent of those companies surveyed currently working to increase awareness and also
provide voluntary access to counseling and testing address this issue.
(figure 17). Only 25 percent monitor testing uptake
rates and compare these rates with general Interviewees reported that if there is a prolonged
incidence data, extend their programs to partner delay in achieving results and linking people into
notification and referral for counseling and testing, the care they need, workers will be less likely to
or provide immediate access to CD4/viral load volunteer for testing.
Figure 17
Companies’ Response
to HIV/AIDS Counseling
No initiative in place 15%
and Testing
In-house or outsourced
confidential and comfortable 55%
testing services
Regular assessment of
25%
testing uptake
3.4.4. Care, Support, and Treatment Forty-five percent of companies surveyed are
extending their programs to provide access to
Eighty-four percent of companies surveyed ensure treatment for spouses and all registered/legal
that their workers have access to HIV/AIDS dependants (figure 19). The majority of those
treatment—via health insurance, cost sharing, or extending their programs are in Africa, where they
other mechanisms (figure 18). recognize that productivity can also be affected
when workers have to become caregivers for sick
The challenge comes for companies when access relatives. Some companies are also working to
to treatment is not locally available or there is extend access to treatment in broader community
no insurance mechanism that companies can through partnerships.
leverage to fund treatment in a particular region.
Currently, the business case is clearest in Africa, Despite this positive response to providing access
where 71 percent of companies versus 36 percent to treatment, a number of companies interviewed
of companies overall fully subsidize HIV treatment expressed concern with respect to the cost and
for employees. Some companies have taken steps effectiveness of treatment. Some described
to fund infrastructure (hospitals or clinics) or have concerns about the number of dependents a worker
partnered with pharmaceutical companies to may have and the risk of that worker sharing his/her
provide access to treatment. Some of those that medication among relatives or selling it. Others
have provided this initial investment are now looking reported that some of their workers continued to
to co-invest with public organizations to ensure go to traditional healers rather than seek treatment
access to treatment to the wider community. in the mainstream health system, so would not
necessarily accept treatment. Another concern was
Care and support is critical for the workplace when that once treatment started, it must continue, but
responding to HIV/AIDS as mechanisms need what if the worker is fired, leaves, or is transferred
to be in place to foster an open, accepting, and to an area with no treatment? Finally, companies
supportive environment for workers to disclose their with medical staff on their programs discussed the
status and seek treatment. Where health services need to ensure quality treatment and highlighted
are available in the workplace, appropriate support the concern that the focus will need to extend from
and treatment should be provided. Where these reducing the cost of first-line treatments to other
services are not available, workers should be linked treatments that are much more expensive.
to those services available in the community.
32 3 Baseline: Current State of Business and AIDS
Figure 18
Companies’ Response
to HIV/AIDS Care,
Support and Treatment
No access provided 9%
Photo by Photodisc/
Getty Images
3.5 Leveraging Company Core private sector more in the fight against HIV/AIDS.
Competency Companies are able to leverage their core skills
to not only contribute to HIV/AIDS initiatives
Companies can leverage their core competency but also to ensure others’ programs are run or
or donate core products, services, or expertise to funded efficiently and effectively. Companies bring
address HIV/AIDS issues and challenges. Leading additional business skills to the partnership table
companies employ cause-related marketing in the form of project and stakeholder management
campaigns, use existing distribution channels, or and facilitation expertise to make partnerships
their organizational and management expertise in and programs as professional and successful as
the fight against HIV/AIDS (figure 21). possible. Seventy-six percent of those companies
surveyed are donating products or services to HIV/
Interviewees expressed a common view that AIDS programs. Twenty-five percent of companies
the public sector could leverage or engage the
3 Baseline: Current State of Business and AIDS 35
Figure 21
Companies’ Response
to HIV/AIDS Product
Do not make contributions 8%
and Service Donation
report that they are developing new large-scale 3.5.1 Product and Service Donation
programs through cause-related marketing.
The pharmaceutical industry took initial leadership
The most active companies interviewed report in donating heath care related products, including
that they are selective in how they invest, targeting medicines and diagnostics, to support countries
programs where they see the greatest impact devastated by HIV/AIDS. Many other industries have
potential. One company stated that it backs away now begun to provide their products and services in
when approached simply to give funds, preferring to creative ways. Of those surveyed, energy, metals and
invest strategically, rather than provide handouts. mining and consulting service industries are those
with the highest number of companies donating
products and services (figure 22).
36 3 Baseline: Current State of Business and AIDS
Figure 22
Donation of Products
and Services by Energy (Oil, Gas, Electric) 86%
Industry Sector
Metals & Mining 83%
Consulting 83%
Biotechnology/Pharmaceuticals 78%
Media/Entertainment 75%
Food/Beverages 60%
Financial Services/
57%
Banking/Insurance
Computer/IT/Telecommunications 50%
Automotive 50%
It is a challenge for companies to ensure that the 3.5.2 Business Associates and Supply Chain
products they donate are relevant for local needs Engagement
and used efficiently as they control supply of donated
products but not the shipping or distribution. One Companies can also extend their reach to suppliers
company interviewed reported a donation sitting and business associates to encourage shared
unused in warehouses after they had given them to responsibility and collective action. More than
a government effort. Businesses therefore report 90 percent of companies interviewed were highly
needing to work with other parties to improve supportive of this concept, but few have been
the logistics associated with product donations. able to take action in this area. Only 9 percent
Companies also highlighted that such contributions of companies surveyed (figure 23) are currently
create a win-win situation, particularly for those integrating HIV/AIDS compliance into contractual
linking products to HIV/AIDS marketing initiatives. arrangements with suppliers.
3 Baseline: Current State of Business and AIDS 37
Figure 23
Companies’ Response
No cooperation with business associates and
to Business Associates
suppliers to address HIV/AIDS 24% and Supply Chain
Engagement
Mianyang, China -
March 14, 2004
High school teacher
Huang Xiaoling
teaches her students
about HIV/AIDS and safe
sex issues.
Photo by Palani
Mohan/Getty Images
Fighting HIV/AIDS extends beyond the workplace, The private sector is increasingly recognizing the
with companies extending their programs to need to engage in community and government
and actively engaging with communities in the partnerships to develop a sustainable HIV/AIDS
fight against HIV/AIDS. Successful companies response. Eighty-seven percent of companies
use mechanisms such as strategic philanthropy, surveyed reported that they actively participate
co-investment, public–private partnerships, and in business and AIDS organizations and networks
employee volunteering to engage communities. (figure 24). Sixty-seven percent of companies
said they engage with global initiatives, such
as the Global Fund, UNAIDS and WHO, and 64
3 Baseline: Current State of Business and AIDS 39
Figure 24
Companies’ Response
to Community
No engagement with public and Government
9%
sector/local communities Partnerships in
HIV/AIDS
Actively participate in business and
87%
AIDS organizations/networks
We partnered with the local Those companies interviewed described the value
of partnering in three main areas:
government and community
to provide life skills and HIV/ • Support implementing successful workplace
programs internally
AIDS awareness training for
adolescents • Extending programs into the community
percent stated they publicly advocate for business • Assisting the public sector in addressing HIV/AIDS
engagement. in more effective ways.
40 3 Baseline: Current State of Business and AIDS
Figure 25
Companies’ Response
to HIV/AIDS Corporate
Philanthropy
Figure 26
Companies’ Response
to CEO Advocacy
and Leadership
No public or internal advocacy 14%
3.7.2 Monitoring, Evaluation and Reporting targets. Unless all employees agree to voluntary
testing a company cannot really measure progress
Monitoring, evaluation and reporting allows in preventing new infections and keeping people
organizations to demonstrate the effectiveness of well. Two of the member companies interviewed
any given program. Thirty-two percent of companies are taking their programs further with targets for
report that they use a recognized measurement preventing new HIV infections, reducing the number
methodology for monitoring and evaluation. Twenty- of people becoming sick or dying from HIV/AIDS,
nine percent ensure reporting of HIV performance and babies being born HIV-positive. One of the
measurements in annual reports. Monitoring and companies reported that these targets are both
evaluation is an area that companies described achievable and measurable, but 100 percent of
as “difficult” in interviews. They described the employees must first volunteer for testing.
difficulties of isolating their own workforce from the
general population when monitoring HIV/AIDS and
the challenges posed by the time required to track
prevalence and new incidents and measure behavior Now established, this baseline sets an important
change (figure 27). More common is documentation reference point from which to measure future
of programs (63 percent) and use of internal process progress, consider the level of effort and impact
to discuss, rather than forward measures. made to date, but perhaps most vitally gives
business a new resource with which to consider
Those companies interviewed identified various its own efforts and how to move forward and
methods for monitoring and evaluation, for example: further raise the bar.
Figure 27
Companies’ Response to
Monitoring, Evaluation
and Reporting of
HIV/AIDS Programs
Ukraine - 2005
HIV/AIDS workers
providing outreach in
the Ukraine.
Photo by Brent Stirton/
Getty Images
4 Implications for Business and Lessons Learned 47
The BPAS baseline provides business with a new The Nine Point Plan – Baseline Implications
opportunity to evaluate their individual and col-
lective response to the fight against HIV/AIDS. 1. Develop a workplace HIV/AIDS policy and
For the first time companies can consider their program, seeking implementation advice
response, look to see where and how leaders from leading peers and organisations like the
are pushing back boundaries and raise their GBC or ILO.
own expectations and levels of collaboration.
2. Align response with business needs and use
In preparing this baseline it has become very your business skills (competency) as part of
clear that there is still limited relevant information the solution.
available to support companies in formulating an
approach, understanding the trends and how to 3. Form partnerships with other companies and
measure progress in practical business terms. suppliers. This not only allows for sharing of
best practice, but can have a true multiplier
A nine point plan has been developed from the effect on the impact of programs.
insights provided by the interviews and BPAS Best
Practice. In particular, those companies leading 4. Work with local communities for a broad-
the response to HIV/AIDS recommend being brave, based approach to tackle stigma and
trying new creative approaches and being sure discrimination.
to learn and share ideas with other companies.
5. Collaborate in public-private partnerships to
The Nine Point Plan increase the coverage of programs and
When implementing the nine point plan, companies their effectiveness in prevention, treatment
should ensure a balanced focus on prevention as and care.
well as treatment, commensurate with local preva-
lence rates and national priorities. For workplace 6. Ensure consistency across regions.
programs, testing and treatment needs to be con-
fidential, effective and efficient and where applica- 7. Utilize your CEO and leadership to break
ble programs should be extended to dependents. down barriers and lead by example (walk the
Finally, companies should also increase their under- talk) in the workplace, as well as taking a
standing of the immediate and long-term interre- lead in the external community.
lated impacts of HIV on both business and society.
8. Think strategically, this is a business and
health issue, look forward and set clear
measurable goals then share the results.
response to HIV/AIDS by treating it like any other Councils and Country Coordinating Mechanisms of
disease and integrating responses into broader the Global Fund will facilitate alignment of resources
packages supporting health and well-being. Across and advance joint investment in public private
all global operations, companies are coming to partnerships. Reporting of direct measurable
the realization that employment contracts and contributions from the private sector that help scale-
health benefits packages should include HIV as up toward a country’s Universal Access targets is
a normal component rather than an exception. also critically important so Ministries of Health and
Leadership on policy design from operations in Finance and coordinating bodies such as UNAIDS
regions heavily affected by HIV/AIDS can help are able to account for the private sector’s valuable
guide global operations on their HIV policies and range of contributions.
benefits. From a resource perspective, rather than
isolating HIV/AIDS, interventions should be part of More and more National Business Coalitions
a comprehensive health system for employees and against HIV/AIDS are being established. As
the broader community. representative bodies of business, these coalitions
can help harmonize multi-sectoral interventions
This baseline assessment revealed that a and build consensus of the role of business
company’s most powerful resource, its chief in national and local HIV programs. Coalitions
executive, is underutilized in strategies to combat can also play an important advocacy role in
HIV/AIDS. It is essential for senior executives to communicating best practice, building trust and
provide consistent and ongoing vocal leadership brokering partnerships across sectors that have not
to their company’s AIDS response – creating traditionally worked together.
momentum and excitement for continued employee
engagement. Chief executives also have enormous
potential to address negative societal attitudes by
speaking out publicly on HIV/AIDS. Leadership is iv. Closing the Financing Gap
needed by non-traditional players to help break Financing the response to this pandemic is one
down myths and create a supportive environment of the world’s greatest challenges. Governments,
for HIV testing and counselling, a key entry point for bilateral and multilateral agencies, and business
HIV prevention and treatment. have made notable progress in their funding
commitment, but it is estimated that $15 billion
is needed in 2006, growing to $22 billion by
2008, to effectively respond to HIV/AIDS in those
iii. Supporting the National Response countries that are most vulnerable and hit hardest
29 UNAIDS and WHO,
AIDS Epidemic Update: By applying their core competencies the business by the pandemic29.
December 2005 Intensifying community can offer management support, logistics
Prevention, 2005
30 Kaiser Family Foundation,
and distribution, training and health systems Current estimates indicate that this projection
Financing the Response to capacity building at a national level to support a translates to funding gaps of $8.9 billion in 2006
HIV / AIDS in Low
and Middle Income
country’s national AIDS response. Representation and $15.9 billion in 200830. While governments
Countries, 2005 on national planning bodies such as National AIDS must continue to close this gap, the private sector
5 The Way Ahead 53
must also take leadership to increase resources for b. Supply chain as a mechanism for Universal
the Global Fund to Fight AIDS, TB and Malaria and Access Today’s corporate social responsibility
for other large scale initiatives through innovative networks and labor unions have helped
fundraising strategies, cause-related marketing companies address child labor, wage equity and
campaigns, donations of products and services occupational safety through their supply chains,
and joint infrastructure investments at national and including distributors, business associates
local levels. The private sector can also address and even small and medium enterprises. This
the need for sustainable financing through creative vast network of global suppliers is a weak link
strategies in such areas as health insurance and in the AIDS response. If tapped, the reach of
micro-enterprise. Due to the range of assets the employee and community networks could make
business community can leverage, the business a tremendous impact in mobilizing communities
response to HIV/AIDS needs to be judged in a around HIV prevention and treatment. Similarly
context of direct actions, rather than limited to progress made through enhanced supply chain
measuring cash contributions. practices promoting youth education and gender
equity can help support underlying social factors
currently fuelling the spread of HIV/AIDS.
Joelle Tanguy
Managing Director
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : + 1 212 698 2157
The Global Business Coalition on HIV/AIDS jtanguy@businessfightsaids.org
serves as a vital interface between its member
companies and decision-makers in the business Priya Bery
sector, heads of state, senior government Director of Policy and Research
officials and the international community. The 1230 Avenue of the Americas, 4th Floor
GBC ensures that the voice of business is heard New York, NY 10020
and that the business sector contributes to USA
national and international strategies on how Tel : + 1 212 698 2112
best to address the deepening HIV/AIDS crisis. pbery@businessfightsaids.org
Barbara Holmes
Director, Advocacy and Communications
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : +1 212 698 2120
bholmes@businessfightsaids.org
Patricia Mugambi-Ndegwa
Director, Business Networks Development
Nairobi, Kenya office
Tel: +254 721 555 827
pmugambi@businessfightsaids.org
Appendix i. GBC Contacts 57
Carol O’Brien
Director, GBC South Africa
54 Main Street
Johannesburg 2001
South Africa
Tel: +27 11 638 2555
cobrien@businessfightsaids.org
Thérèse Lethu
Director, GBC Paris Office
61, rue des Belles Feuilles
B.P. 40
75782 Paris
France
Tel: +33 1 44 3418 02
tlethu@businessfightsaids.org
Barbara Bulc
Director, GBC Geneva
Chemin de Blandonnet 8
1214 Vernier
Geneva
Switzerland
Tel: +41 22 79 5922
bbulc@businessfightsaids.org
Michael Shiu
Director, GBC China Office
10th Floor, Suite 1029
Vision International Centre,
1 Park Zhongguancun East Road,
Haidian District
Beijing 100084
China
Tel: +86 10 6270 1601
mshiu@businessfightsaids.org
.
58 Appendix ii. Acknowledgements
The GBC and Booz Allen Hamilton would like to thank all the companies who
contributed to this project by completing the Best Practice AIDS Standard survey.
We would like to extend special thanks to those individuals who took the time to
talk to us on behalf of their businesses. Your honesty and insights have enabled
us to get a real feeling for the present climate and your experience has brought
our research to life.
Photo credits Thank you to GBC member, Getty Images, for allowing us the use of all images in this report.
Page 8 – Image # 56313605 – By China Photos • Page 16 – Image # 50962892 - By Brent Stirton • Page 25 – By Brent Stirton
Page 34 – Image # E008179 – By Photodisc • Page 38 – Image # 50969884 – By Palani Mohan
Page 46 – By Brent Stirton • Page 50 – Image # 56313605 - By Brent Stirton
Appendix iii. BPAS Survey 59
This survey asks organizations to identify their • Company’s position is clearly communicated
current activity in response to HIV/AIDS.
• Global Policy applicable to all company
The survey lays out all possible areas of operations
company engagement on HIV/AIDS into the “Ten
Categories”. • Involvement of employees and/or people living
with HIV/AIDS in policy formulation and program
For each category, please answer the given implementation
question by choosing those options that best
reflect your company’s efforts (you have 6 options • Inclusion of spouses and dependents in
and should select all that are relevant). employee HIV/AIDS-related benefits
After reviewing all categories and entering your • Extension of policy to suppliers, distributors and
answers, the resulting total will reflect your business associates
60 Appendix iii. BPAS Survey
• Programs in place to ensure that business Businesses should help employees living with
practices do not contribute to the spread of HIV/AIDS continue to contribute to the business
HIV/AIDS (eg. migrant labor) for as long as possible, by providing a range of
Appendix iii. BPAS Survey 61
care and support services through company clinics competency such as fuel or IT supplies supporting
or in partnership with other healthcare providers. HIV/AIDS programs, provide a financial services
product to advise governments/NGOs regarding
What access to HIV care, support and treatment their HIV/AIDS programs or may market a product
does your organization ensure for its employees? to raise money for HIV/AIDS programs.
(check those activities or processes that match
your current company practice) What contributions does your organization make
to support HIV/AIDS related programs? (check
• No access provided those activities or processes that match your
current company practice)
• Ensure access to HIV treatment arrangements
for employees (via insurance, cost-sharing or • Do not make contributions
other mechanisms
• Donate products and services to AIDS programs
• Ensure fully subsidized access to HIV treatment
for employees • Donation of products and services to AIDS
programs with technical assistance
• Ensure treatment access for spouses
• Develop dedicated products to support and
• Ensure treatment access for all registered/legal advance AIDS programs
dependants
• Develop new large scale programs to support
• Full commitment to continued treatment in the the use of products through cause related
post-employment period marketing
Companies can incorporate HIV/AIDS in to their How does your organization engage with the
giving strategies and make direct cash donations public sector and local communities in order
to NGOs, The Global Fund to fight AIDS, TB and to address HIV/AIDS? (check those activities
Malaria, or community programs to expand HIV/ or processes that match your current company
AIDS prevention, education and treatment services. practice)
How does your organization contribute to HIV/ • No engagement with public sector/local
AIDS related charitable organizations? (check communities
those activities or processes that match your
current company practice) • Actively participate in business and AIDS
organizations/networks
• No company contribution to HIV/AIDS
• Publicly advocate for business engagement with
• Contribute one-off donations to AIDS programs communities and government
• Contribute large-scale donations to international • Engage with the Global Fund, UNAIDS, WHO and
agencies, foundations and fund-raising other global initiatives
mechanisms
• Co-invest in public-private partnerships to
• Facilitate employee giving with matched deliver AIDS education, prevention, testing and/
employer contributions up to 1:1 or treatment for communities
Business and the public sector are increasingly Companies are beginning to make global brands
acknowledging the need to collaborate effectively responsible for action on HIV/AIDS across
in order to address the global AIDS crisis. their supply chain, including non-discrimination,
This collaboration is required to implement prevention, treatment, and support. This
comprehensive workplace programs and promote cooperation within industries is critical for shared
sustainable action for the broader community. responsibility and collective action.
63
How does your organization cooperate with What does your organization do to engage
business associates and suppliers to address the CEO in HIV/AIDS programs? (check those
HIV/AIDS? (check those activities or processes activities or processes that match your current
that match your current company practice) company practice)
Within companies, senior management can Companies have often developed indicators to
address stigma and discrimination, send a suit their own individual business environment.
clear message on non-discrimination, promote Sample indicators include, but are not limited to
behaviors that prevent spread of the disease; and utilization by recipient of donated products and
ensure those infected are effectively treated. number of staff accessing services.
64 Appendix iii. BPAS Survey
Zoë Guilford is based in London with Booz Allen Hamilton working in media,
corporate and capability development. Zoë has a degree in Psychology from
London University.
Priya Bery is the Director of Policy and Research at the GBC head office in
New York. In this capacity she leads new strategic initiatives for the GBC
and shapes the organization’s policy agenda. She obtained a Masters of
Science in Health Policy and Management from the Harvard School of Public
Health and a Bachelors of Science in Biopsychology and Cognitive Science
from the University of Michigan.
Celina Gorre is the Technical Manager at the GBC’s head office in New
York. Celina works with member companies through the Business AIDS
Methodology™ (BAM). In 2004, Celina received a Masters in Public
Administration from Harvard University’s Kennedy School of Government,
where she focused on business-government relations, human rights, and
economic development.
Appendix iv. About the Authors 67
Jimmy Lee is the Manager of Policy and Research at the GBC’s head office
in New York. Jimmy drives the research agenda for the GBC and focuses on
developing greater corporate engagement in specific geographic regions and
business sectors. He has a Masters in Business Administration from the
University of Chicago Graduate School of Business and a Bachelors of Arts
in Sociology from Cornell University.
Neeraj Mistry is the Technical Director at the GBC’s head office in New
York. He is a South African public health physician and coordinates the
technical assistance for GBC member companies, focusing on policy,
program design, and implementation in the workplace and community. With
clinical experience in developing and developed countries, Mistry completed
a Masters in International Health Policy and Health Economics (MPH) at the
London School of Economics, and thereafter worked at Merck & Co., Inc.
before joining GBC in 2002.