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Providing comprehensive treatment to employees, thereby reducing HIV/AIDS-releated expenses by 40% if the programme is successful
| Categories | | Company: | Industry: | Country: | Disease: | Last Updated: | | IBM | Information Tech. | South Africa | HIV/AIDS | April 2003 | Key Questions | • Can a company provide HIV/AIDS benefits to HIV+ employees outside the medical aid scheme?
• How does having an employee co-pay for treatment services affect treatment seeking behaviour?
• Can companies in countries with a much lower HIV prevalence use this approach to treat their employees?
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Download the full IBM HIV/AIDS South Africa Case Study or preview the first page below:
Case Study Executive Summary
| Overview | International Business Machines (IBM) is a leading hardware, software and services company with global operations.- IBM is the world’s top supplier in computer hardware, the largest provider of technology services, the second largest provider in software, and a leader in semi-conductor manufacturing. In 2002, IBM had approximately 320,000 employees, which generated US$ 81 billion in revenues and US$ 3.6 billion in net income.
- IBM South Africa focuses on providing information technology solutions and services to Central and Southern Africa. In 2002, the subsidiary had approximately 1,350 employees and 350 external contractors.
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 | | Dr Makaziwe Mandela addressing IBM South Africa employees.
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| Business Case | The aim of IBM South Africa’s programme is to provide an HIV/AIDS awareness and support programme and to inculcate responsibility among employees, for the well being of all IBM South Africa employees.- IBM South Africa is aware of the current and future impact of HIV/AIDS on its employees, their families and the communities in which it operates. In addition to these social motivations, the company expects that with a successful treatment programme it could avert 42% of US$ 10.6 million in HIV/AIDS related expenses over the ten-year life of the programme.
- IBM South Africa’s 2003 HIV/AIDS workplace budget is US$ 53,000, which corresponds to approximately US$ 40 per employee per year.
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| Programme Description | IBM South Africa’s programme focuses on prevention through access to self-serve HIV/AIDS education through interactive software and treatment including Highly Active Anti-Retroviral Therapy (HAART).- Management approved IBM South Africa’s HIV/AIDS policy on 1 October 2001. The policy was revised in early 2003. The policy was developed by the human resources department in consultation with other companies with existing workplace policies. Human Resources worked to ensure that the policy was compliant with all relevant legislation.
- In addition to annual events, condom distribution, and sexually transmitted infection (STI) treatment, IBM South Africa’s awareness campaigns focus on providing self-service interactive software to raise employee knowledge and awareness.
- Voluntary Counselling and Testing (VCT) has been available through IBM South Africa’s Medical Centre since the early 1980’s.
- HIV+ employees gain access to IBM South Africa’s treatment programme, including access to Highly Active Anti-Retroviral Treatment (HAART).
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| Programme Evaluation | The company's external service provider for the care, support and treatment programme, Innovir Institute, provides IBM South Africa with bi-annual reports. IBM’s HR director and Medical Centre evaluate the results of these reports against the programme's targets. Access to confidential information in these reports relating to HIV infected employees is reserved for the occupational health nurse.
Since the launch of the programme, IBM has noticed that HIV/AIDS-related absenteeism for HIV+ employees has dropped from approximately 25 days to 3 per year.
In the future, IBM hopes to extend the treatment programme to cover dependants.
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| Documents | IBM HIV/AIDS South Africa Case Study (PDF format; 7 pages; 161k)
IBM South Africa HIV/AIDS Policy (October 2001) (PDF format; 5 pages; 24k)
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Case studies are written by Peter DeYoung and developed in collaboration with the featured company. Supporting Documents are provided 'as is' by the contributing organization. GHI member companies and partners, the World Economic Forum and the contributing company do not necessarily subscribe to every view expressed herein. Although the GHI makes reasonable efforts to ensure the accuracy of the statements, this report should not be viewed as an external audit of the programme described. Please contact the GHI for any questions, feedback or submissions related to this case study.
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