| Private
Sector
Unpacking
HIV and AIDS Policy Implementation
In our November 2004 issue of share the Durban
Chamber Foundation representative, Mr Amar Sooklal,
outlined some of the key elements of a successful
HIV and AIDS workplace policy. Top of his list
were the need:
• For workplace programmes to be driven
by CEOs of companies;
• For a workplace forum where all employees,
at all levels, can be equally involved and openly
engaged in HIV and AIDS related planning and
implementation;
• To reduce and regularise the costs and
quality of training provided by consultants
so that SMMEs could afford to train, and
• For mutually beneficial partnerships
around HIV.
He said that this would enable and encourage
SMME’s to develop workplace HIV and AIDS
programmes, as a major stumbling block for most
small businesses is the lack of capacity and resources
necessary to implement such programmes.
HIVAN decided to see for itself how this advice
has translated into practice in some of the leading
companies in South Africa. This opportunity presented
itself when a HIVAN representative attended a
recent think tank on development and implementation
of HIV Policies for the Workplace. Case Studies
were presented by De Beers Consolidated Mines,
Roche Products (Pty) Ltd, Rand Water and Eskom.
The AIDS Consortium then provided some useful
reflections on how HIV and AIDS is viewed at the
community level.
While development of an HIV and AIDS policy has
become something of a buzz word in the sector,
its important to be clear on what we mean by “policy”
and what the core elements of such a policy would
be. Firstly, there is an important distinction
to be made between a policy and a law. Policies
and codes of good practice are the SPIRIT of the
law (Rajesh Latchman, AIDS Consortium). They are
not prescriptive, but embody a commitment on the
part of the organisation and its staffing to conduct
themselves in a particular manner. Policies only
become law once courts have used them as a basis
for their decision-making. Second, policies can
be fairly short documents that lay out particular
codes of conduct, or they can be fairly lengthy,
and encompass goals, outputs, plans and timeframes
for implementation of the policy.
Lessons from the companies:
Space constraints prevent us from sharing the
full stories of each of the companies that presented.
As a result, we have focused on two diverse case
studies from De Beers (mining) and Roche (pharmaceuticals).
A recent survey conducted by SABCOHA (South African
Business Coalition on HIV/AIDS) found that HIV
and AIDS-related illness and death is threatening
the productivity and profits of the mining sector,
with over 60% of mines reporting lower profits.
Brad Mears, CEO of SABCOHA commented that amongst
the sectors surveyed, the mining and manufacturing
sectors were by far the worst affected (UN Integrated
Regional Information Network, 26 Nov 2004, www.allafrica.com).
It is encouraging therefore to hear from De Beers,
how HIV and AIDS is being proactively planned
for at all levels within the company.
De Beers has a Southern Africa focus, with mining
interests in South Africa, Botswana and Namibia.
In South Africa there are 10 000 employees and
prevalence is estimated at 10%. AIDS has been
identified as one of the 5 key risks to the company,
and as such has been integrated into the everyday
business process. Tracey Peterson, HIV/AIDS Manager
outlined the 5 key elements of the De Beers Strategy
as (1) Saving lives (2) Living with HIV and AIDS
(3) Minimising the economic impact for De Beers
(4) Communications strategies specific to each
mine and local community (5) Stakeholder involvement
/ Partnerships.
Peer education has been the foundation of their
programme to save lives. The programme has extended
well beyond education and awareness-raising, and
encompasses both the mine, all mining contractors,
and the surrounding community. Being a peer educator
involves a serious personal commitment for employees
involved. Peer education is built into the key
performance areas of employees trained as peer
educators. They are expected to work closely with
the AIDS Programme to develop monthly campaign
themes, materials and programmes relevant to the
needs of the mining community, and they present
regularly on HIV and AIDS to their fellow employees
at shift meetings. Peer educators are offered
incentives, rather than a monetary reward for
their efforts, and are given time off within their
shift to carry out these activities.
De Beers runs a wellbeing programme for all employees
that involves a comprehensive treatment programme
(run by Aid for AIDS) and TB management on site.
Since August 2002, treatment has been extended
beyond the employee to their “life partner”
where this can be provided in a responsible and
sustainable manner. Costs are fully subsidised
by De Beers. They also provide management training
and address issues of stigma and discrimination
in the workplace. Monitoring and evaluation is
ongoing to ensure that De Beers does all it can
to minimise and plan for the impact of HIV on
the company. This process has included review
of business practices, processes and policies,
a cost impact analysis, two sero-prevalence surveys,
KAP (Knowledge, Attitudes, Practices) surveys
and the use of balanced scorecards.
 Roche
Products (Pty) Ltd
The impetus to develop the Roche Pharmaceuticals
HIV and AIDS policy came from the CEO who attended
the World AIDS Conference in 2000. Roche aimed
to integrate HIV into the core business of the
company and ensure the sustainability of their
HIV programme. Meaningful employee involvement
in the development and implementation of the HIV
policy was provided through the establishment
of a representative task force, elected from its
500 staff. Partnership with GTZ provided essential
technical and practical training and assistance
in development of the policy and implementation.
This was however on the understanding that the
Roche task force would be able to take these efforts
beyond their three year partnership with GTZ.
The task force wrote the policy between January
and September 2002, and required examination of
a number of internal issues at Roche so that the
policy best met the needs of Roche as an organisation.
The final document was short and easy to read.
All employees were given a copy and made aware
of where help was available in the company and
how to access this. Confidentiality was assured.
The Roche spokesperson, Faith Masilo, commented
that employees learnt to cope and work through
their own fears, and so were able to lead this
effort for the company.
Key to the success of the policy and its implementation
has been good communication on the policy within
Roche. For example, managers are aware which of
their employees form part of the task force and
receive minutes of these meetings so that they
can accommodate the additional workload and responsibilities
that these employees carry. This helps to avoid
frustrations that might otherwise arise from having
employees away from their workstations.
Roche is confident in the policy and its implementation
within the company. Milestones include a prevalence
study (saliva tests) conducted in March 2003 in
which 99% of employees participated. Prevalence
was 8%. A VCT campaign followed in September 2003,
with 31% participation. An occupational health
clinic on the premises continues to offer VCT
daily. Aid for AIDS (AFA) has been contracted
to provide HIV/AIDS related assistance to all
HIV-positive employees. As this programme is not
linked to Roche Human Resources Department, confidentiality
is ensured and employees can use the system with
confidence. At this stage, the service is not
extended to family members.
Roche will be concentrating for the near future
on (1) providing managers with appropriate training
to manage HIV related discussions with employees
and (2) assisting employees to manage their VCT
results (3) the integration of chronic illnesses
into the programme, and (4) developing a monitoring
and evaluation system.
Aid for AIDS provides a network of HIV and AIDS
trained medical practitioners, private doctors
and mine doctors and will source doctors where
no local doctor is available. Many companies choose
to use Aid for AIDS to support a comprehensive
treatment programme for their employees. Aid for
AIDS works in collaboration with company medical
aid schemes, but as all administration is separate
from that of the company, confidentiality is ensured.
Aid for AID provides general guidelines to companies
on uptake but will not divulge the category of
employee or any personal details of patients to
the company. Contact Stephen Laverack, Education
and Awareness Manager, Aid for AIDS on Tel: (021)
514 1700 Fax: (02) 514 1771;
Email: astephenl@afadm.co.za
<<Back |
