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HIV/AIDS is your business - part one of an eight part series
06 May 2003. Business Report. Republished courtesy of Independent Newspapers (Pty) Ltd.
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Treating workers who have HIV/AIDS can save companies money by dramatically reducing productivity losses. But if companies get it wrong, they can increase the cost of HIV/AIDS to the company instead of reducing it.
Independent Newspapers' Business Report is producing an eight-part series on HIV/AIDS and Business, with findings by Dr Ian Sanne (head of Wits Health Consortium's Infections Diseases Unit) and Chris Barker (managing partner at FutureForesight, an HIV consulting firm), which will be reproduced on the HIVAN website. Below, please find part one of this series
In-depth analyses of advanced workplace HIV/AIDS treatment programmes reveal that even the leading proponents of workplace treatment are making catastrophic mistakes. Rather than reducing the cost of HIV/AIDS to business, they may be doubling it.
Studies conducted by FutureForesight and the Wits Health Consortium on the impact of HIV/AIDS in more than 70 local firms show that it is financially worthwhile for a company to fund treatment for HIV in the workplace.
HIV/AIDS results in lost productivity, a rise in sick leave and a drawn-out disability process. Keeping employees healthy and sponsoring their antiretroviral treatment, where necessary, can reduce these costs. Led by bold moves by several large companies, businesses have come to recognise that the risk of HIV/AIDS can be addressed. However, this simple model does not take into account the financial reality of treatment.
Productivity, absenteeism, termination of service costs and declining morale are indeed costs that treatment can reduce significantly. But most (if not all) businesses remain unaware of the critical requirements necessary for economic viability.
Intervention is expensive and unless it successfully addresses HIV it can double the cost of the epidemic to the business.
As part of a consulting team Dr Sanne and Mr Barker have been designing treatment models for HIV and managing adult treatment for over six years. Their analysis of the HIV programmes is alarming. Businesses using poorly designed HIV strategies are doubling their HIV costs. Unless the HIV-positive employee gets well on treatment, there is no real economic value to the firm.
To ensure good management, any HIV/AIDS programme must tackle several key issues, which even the most forward-thinking firms are failing to recognise. But the dangers can be avoided. Service providers and firms alike can mitigate the costs of HIV if they address a couple of issues.
The full version of this part of the series can be downloaded on the righthand side of this page |
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