Care and support for people living with HIV/AIDS

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Waking up to devastationally lose their cattle, thus jeopardizing the food security of the surviving members.But even the poorer male-headed households experience a decrease in livestockwhen a wife dies. In Zimbabwe, the output of communal agriculture (much of it subsistencefarming) has fallen by 50% over the past five years owing largely, thoughnot solely, to the AIDS epidemic, according to a report published in 1998. Maizeproduction has seen a decline of 54% of harvested quantity and a further drop of61% in marketed output. The number of hectares under cotton has decreased byabout 34% and marketed output by a further 47%, and the production of groundnutsand sunflowers has fallen by 40%. The Southern Africa AIDS InformationDissemination Service (SAfAIDS), an AIDS-related nongovernmental organization inZimbabwe, warned that a food crisis could erupt in Zimbabwe within the next 20years as the group of people of productive age shrinks and the areas under cultivationdiminish as a result.The bottom line: HIV is hurting businessGiven the proportion of adults infected with HIV and dying from associated diseasesin Africa, it is inevitable that the business sector, as well as families, schoolsand other sectors, will feel the cost. Yet many companies (in common with manygovernments) have ignored the early warning signs and have not acted against HIVuntil sickness and deaths become too common to ignore. While experience suggeststhat HIV prevention is most effective when it is introduced very early on,before the virus gets a grip and the population of infected people becomes uncontrollablylarge, business people have taken some persuading. Interviews conductedin engineering and construction companies in Gaborone, Botswana, found resistanceto the idea of implementing HIV prevention and planning measures eventhough 39% of people of working age in the city were estimated to be infected in1998.Some companies in Africa have already felt the impact of HIV on their bottom line.Managers at one sugar estate in Kenya said they could count the cost of HIV infectionin a number of ways: absenteeism (8000 days of labour lost due to sicknessbetween 1995 and 1997 alone), lower productivity (a 50% drop in the ratio ofprocessed sugar recovered from raw cane between 1993 and 1997) and higherovertime costs for workers obliged to work longer hours to fill in for sick colleagues.Direct cash costs related to HIV infection have risen dramatically in this same company:spending on funerals rose fivefold between 1989 and 1997, while healthcosts rocketed up by more than 10-fold over the same period, reaching KSh 19.4million (US$ 325 000) in 1997. The company estimated that at least three-quartersof all illness is related to HIV infection. Indeed, illness and death have jumped fromlast to first place in the list of reasons for people leaving a company, while old-ageretirement slipped from the leading cause of employee drop-out in the 1980s to just2% by 1997. Figure 12 shows the massive rise in both health spending and newAIDS cases recorded by another agricultural estate in Kenya.33
Report on the global HIV/AIDS epidemic – June 2000Figure 12. Newly diagnosed AIDS cases and medical expenditure on anagricultural estate in Kenya, 1989-199712025number of newly diagnosed AIDS cases10080604020new AIDS casesmedical spending2015105medical expenditure (KSh millions)01989 1990 1991 1992 1993 1994 1995 1996 19970Source: Rugalema et al. HIV/AIDS and the commercial agricultural sector of Kenya, UNDP/FAO, 1999Box 5. HIV in the workplace: the business responseAt Volkswagen in Brazil, which employs 30 000 people, the potential impact of HIVwas assessed early on. By 1996, the company considered that AIDS was accountingfor high treatment costs and employees were experiencing frequent interruptions,precocious illness and shortened life expectancy. It quickly established anAIDS Care Programme that included medical care, clinical support, information andinstallation of condom machines. Volkswagen also adopted a technical protocoldetailing the standard of assistance and care it should provide. Three years later,hospitalizations were down by 90% and HIV/AIDS costs by 40%.American International Insurance, Thailand’s largest life insurance company, beganits efforts close to home by providing training on HIV and AIDS in its own offices. In1995, it began a nationwide fundraising “AIDSathon”, which in turn led to the development,with the Thailand Business Coalition on AIDS, of group insurance benefitsto policyholders that demonstrated they had effective policies for combating HIV andAIDS.In India, the Tata Iron and Steel Company has evolved its own AIDS policy in recognitionthat the fight against the epidemic cannot be the responsibility of governmentsalone. In its own words, “Tata Steel will take measures to prevent the incidence andspread of HIV/AIDS in our society. In case of need, the company will arrange to pro-–––>34
Page 2 and 3: UNAIDS/00.13E (English original, Ju
Page 4 and 5: Report on the global HIV/AIDS epide
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Opening new doors with counselling
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Care and support for people living
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National responses to the epidemic:
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Annex 1.How reliable are estimates
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Annex 2. HIV/AIDS estimates and dat
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Annex 2. HIV/AIDS estimates and dat
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Table of country-specific HIV/AIDS
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Care and support for people living with HIV/AIDS

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