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

Multinational corporations, in particular, are in a good position to take a lead role in advocacy. This is
carried out at an international and national level, where business labour standards have often been
incorporated into national legislation within transition economies. They are also able to form effective
and powerful lobbying groups which may be motivated by business interests but have obvious wider
social benefits and implications, as in the fight against HIV/AIDS. Multinational corporations are also
uniquely positioned to influence policy throughout their global operations. They are able to access
international knowledge and experience and transfer it from and to their operations around the world.
Many local operating companies of large multinationals have relative independence in their day-to-day
business activities, but multinationals can take a lead by initiating group level strategies, while allowing
for local social, cultural, political and economic norms. Franchisement and joint venture collaboration
with indigenous companies are often used as an excuse by multinationals for inaction, fearing
accusations of cultural imperialism. However, it has been shown within this report that they can
respond, HIV/AIDS affects everyone regardless of race or creed and can not be used as reasons for
inaction. Good leadership provides an opportunity for a more coordinated and committed response to
HIV/AIDS. Figure 12 lists a number of questions that multinationals should consider in order to take
on this leadership approach.
FIGURE 12 Questions for multinationals on HIV/AIDS policy and programming
1. Do you know what HIV/AIDS levels and risks are in other countries and how they correlate with the
distribution of your employees, assets and sales?
2. Is your policy for employees in the home country equal to:
a) local good practice?
b) international good practice?
3. Have you ensured that country managers apply local good practice, and international good practice where
applicable, in respect of HIV/AIDS and employees?
4. Is there an HIV/AIDS coordinator at corporate headquarters to facilitate the networking of information on a
worldwide basis, for both employee needs and wider community-based activities?
5. Does the company encourage investment in customers, suppliers and community-based partnership
activities around the world with equal concern?
6. Does the company empower/encourage country managers to take the initiative and make a wider
philanthropic contribution to HIV/AIDS work?
7. Does management regularly review international HIV/AIDS issues and report actions to employees and the
wider community?
SOURCE: David Logan (1997) "Business Response to HIV/AIDS: Innovation & Partnership", UNAIDS/PWBLF
B. Resources and skills
Guide #4 Most partnerships begin with the idea that collaboration will
Mobilise non-cash resources to facilitate the release and pooling of resources and therefore be
support projects, programmes mutually beneficial. While many partnerships involve financial
and partnership organisations resources, there is an increasing recognition of the valuable
contribution provided by human resources (e.g. expertise and
skills), physical assets (e.g. premises) and networks/contacts. Appropriate and effective use and
recognition of the particular contributions that different sectors and/or participants offer are important
for success. Therefore, it is essential to understand the types of resource and skills available to
partnerships in response to HIV/AIDS.

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