GBC Develops Partnerships and Collective Actions
Business and non-business organizations routinely combine forces in their health and economic development work. The partnership approach is, in most instances, the preferred method of operation for business leaders because it produces the best results. Governments, multilaterals and community groups continually call on business to be an active partner with them—and business is responding to that call.
Partnership includes co-investment, but goes well beyond that. "Public-private partnerships" have evolved dramatically over the years—from an often-vague concept limited to business financing of others' programs to collaborative actions, which combine infrastructure, influence, expertise and human resources.
GBC: Turning Business Competencies into Life-Saving Public Health Action
GBC occupies a unique place in the community of NGOs—a pivotal place. We bring the private sector's special capabilities and drive for measurable results to the fight against HIV/AIDS, tuberculosis and malaria. We are an unusual NGO, one comprised entirely of businesses.
Coalition members "re-purpose" their business know-how, infrastructure and reach into tools for improving public health. Combined with the work of nonprofits, multilaterals and governments, this translates into more lives saved. Business also helps turn saved lives into productive lives.
Coalition staff find the best opportunities for public-private collaboration; define where and how members can most effectively apply their capabilities; and provide guidance, professional development and counsel to help ensure business action produces exceptional results.
Former Chevron Vice Chairman Peter Robertson sums up the GBC role this way: "We have resources but we're not experts in disease. GBC helps us apply our resources where they can really make a difference."
Says former UNAIDS head Peter Piot, "GBC is defining a new economic development model."
Who business partners with
Coalition members partner with a very wide range of organizations, including various agencies of the United Nations, government programs such as the U.S. President's Emergency Program for AIDS Relief (PEPFAR) and the Kenyan Ministry of Health. Our partners include dozens of national, regional, international and community NGOs.
» View a list of non-corporate partners
» View a list of Coalition members
» View a PDF list of Coalition members
What corporate partners do
UN Secretary General Ban Ki-Moon meets with GBC members at the annual awards dinner.
Companies work with non-corporate partners in many different capacities. Above all, companies leverage their "core competencies"—the core capabilities a business develops and hones to be successful in the competitive marketplace.
For example, a shipping company is fundamentally strong in distribution and logistics. The infrastructure and know-how they've developed to deliver packages can be leveraged to get other kinds of resources to where they are most needed.
Among the resources businesses might bring to a partnership are:
- Planning, management, marketing, or financial expertise and assistance
- Experienced and dedicated experts to work on specific projects
- Infrastructure, such as distribution channels
- Access to employees and customers
- Strong local, national and global brand power
- Marketing and communications channels, such as television stations and networks
- Relationships with suppliers, governments and other businesses
- In-kind contributions of products and other resources
Business also has influence, which can be used in many ways to protect health and treat people who become sick. As employers, companies are important to communities and nations—and their voice can be a powerful one in support of public health.
Companies often help set community standards. Many are active in de-stigmatizing HIV status, for example. Stigmatization is a major obstacle to people accessing testing and treatment. Workplace policies and public communication of a company's position can be a major tool in the de-stigmatization battle. Coalition members in many parts of the world—from Russia to Kenya—also have organized public testing of their CEOS to send a strong signal that testing is both necessary and socially acceptable.
Examples of the types of initiatives Coalition members engage in with non-corporate partners are:
- HIV/AIDS testing, counseling and treatment for employees and communities
- Medicine, diagnostic and bed net distribution
- Business and financial management assistance
- Health systems infrastructure planning and development
- Prevention programs via workplace education, mobile phone-based outreach, and mass media campaigns and programming
- Co-financing of projects and programs, together with organizations such as NGOs and government agencies
In addition, many companies combine their health work into broader strategies that encompass total health, education and economic development.
» Partnership example: Accenture and UNAIDS
» Link to examples of the best in business action: GBC Business Excellence Award Winners
» Read about the evolution of business action
How joint programs are created
Partnerships are conceived and developed in many different ways, for example:
- Companies identify non-profit programs that are in sync with their corporate social responsibility goals, and then work with those programs to leverage business resources to improve reach and results.
- Companies interested in making a difference on a specific problem seek out partners who can advise and/or work together with them.
- Potential partners approach companies with possible joint programs or seek to leverage business skills to fill execution gaps in their programs.
- Through the Coalition, companies put together rigorous collective actions: cross-industry, cross-sector action teams called "Impact Initiatives" to focus together on a critical issue.
High-level Collaborative Actions: GBC Impact Initiatives
The Impact Initiatives program signals a significant progression in the evolution of partnerships. Its design and execution produces major collective actions among businesses, government, NGOs and community organizations. Impact Initiatives align objectives, resources and staffing in a focused, coherent fashion. The Initiatives blend the capabilities of several partners and enable businesses and others to share the financial costs.
What motivates business?
Business takes action on HIV/AIDS, tuberculosis, and malaria prevention and treatment for various reasons, including:
Protect the workforce: Businesses have a clear interest in keeping their workforce healthy. If a worker gets malaria, for example, he or she would likely be absent from work for several weeks. If a member of the worker's family gets malaria, the worker will have increased responsibilities at home, and it can take a huge emotional toll, as well.
Ensure that the workforce is educated: Education is at the top of most companies' social responsibility agendas. The reasons are obvious: an educated workforce is good for business. Businesses also need partners—suppliers, for example. Small businesses need to have educated managers. Businesses are well aware that health is a prerequisite to education. Sick children cannot learn, and sick teachers cannot teach.
Attract and retain local and global talent: Given a choice, most people prefer to work for a good company—one that acts responsibly and contributes to the communities in which it operates. Some studies have shown that employees are among the biggest influencers on a company's social responsibility agenda.
Attract and retain customers: Studies repeatedly show that the vast majority of consumers prefer to buy from socially responsible brands.
Earn their "license to operate": Companies must contribute to the societies in which they operate. People and governments expect it.
Corporate Social Responsibility (CSR): Today, corporate executives, boards and shareholders often define their company's role in the world to include being a good citizen. CSR is central to many companies' missions.
