The Business Response to HIV/AIDS: Impact and lesson learned

1. CONTEXT
A seemingly obvious but crucial factor in partnerships is for participants to be aware of the reasons
for initiating and maintaining collaborative action. Sections 1-3 in this publication identified an array
of pressures for action against the spread of HIV/AIDS. For business this has ranged from the
recognition of the impact of HIV/AIDS on business operations, to legislative requirements and the
demands for corporate social responsibility. Public sector responsibilities and roles require that they
play a major role in HIV/AIDS prevention, awareness and care where possible. NGO roles have
included providing the services, advice and pressure for action. Identifying and acknowledging the
factors that have led to each sector's involvement in partnerships helps to ensure a well defined
agenda for action.
The ultimate response and make-up of partnerships are highly dependent on the social, economic,
cultural and political contexts in which they are developed. In some countries, such as the UK and
USA, the private sector is increasingly being expected to take a lead in addressing socio-economic
issues, while in other countries the role of the public sector is more significant. For example, the
Brazilian Business Council on HIV/AIDS is spearheaded by the National AIDS Programme, a
government initiative, while the South African Business Coalition on HIV/AIDS has been initiated
and led by business. The complexity of the underlying factors influencing the creation of partnerships
within different settings means that no one type of partnership can be defined as more successful
than another. What is apparent is that NGOs are entering partnerships with the private sector on a
more equitable basis as both realise the added value that they bring to the relationship.
Importantly, as a result of the dynamic nature of the epidemic (e.g. changing demography, nature of
transmission and geographical spread), the influencing factors, purpose, participants and the
organisation of partnerships will change over time. This necessarily requires partnerships to be
continually assessed and to draw on new knowledge and experiences of other partnerships and
responses to HIV/AIDS. Constant evaluation and reassessment is essential. As the virus continuously
mutates, so the response has to be equally innovative to stay ahead of the epidemic.
2. PURPOSE
Having identified the reasons for engaging in a partnership, individual agendas need to be placed
within a framework of a common agenda. This may focus on a specific area of intervention, for
example, HIV/AIDS education and prevention, while at the same time also contributing to overall
strategies in health care and education. Identification is primarily achieved through open and honest
dialogue between partner organisations to ensure full knowledge of the expectations of the
partnership. This is accomplished by undertaking the following:
1. Clarifying the potential barriers and benefits of engaging in
Guide #1 partnerships.
Acknowledge and confront
obstacles in a direct, honest 2. Identifying the scope of activities in terms of location, type of action
and open way and intended outcomes.
A. Barriers and benefits
Until recently, business involvement in the responses and partnerships to address HIV/AIDS has
generally been limited to low-key workplace responses and restricted philanthropic activity. The
barriers to further engagement are both internally and externally generated, but can be overcome
through engagement with other businesses and sectors, as explained below.

32 THE BUSINESS RESPONSE TO HIV/AIDS: Impact and lessons learned