These decisions have a direct correlation to the fourth (financing) stage. The third risk management step (the control stage) involves determining how to minimise the risk of occurrence and the severity (cost) thereof. the cost to the company resulting from hospitalisation and any existing prevention activities.the cost to company of HIV/AIDS-related absenteeism, reduced productivity and death, and the resulting recruitment and training.the existing level of HIV/AIDS within the workforce and surrounding communities.The GBC says that initial risk assessments to evaluate the scale of the HIV problem have been crucial in helping companies devise targeted programmes. This can be done through a number of different analyses and studies, for example, a Knowledge, Attitude & Practices (KAP) study actuarial risk or impact assessments anonymous, enterprise-wide surveillance, prevalence or saliva testing and voluntary counselling and testing (VCT) programmes. The next step is to evaluate the severity of the risk. The first step in managing this risk is to identify HIV/AIDS as a strategic business risk to the sustainability of the company. Samanjak explains: "HIV risk management includes the identification (understanding the risk exists), evaluation (investigating what this risk entails for the company), control (finding ways to prevent the risk materialising) and finally, if the risk materialises, ways of financing the risk." What will the outcome of this be on the company's bottom line? How many new infections will occur over a given period? How many employees are infected with the virus? The elements of HIV/AIDS uncertainty include: an employee could contract HIV, says Smanjak. HIV/AIDS is a pure risk, which is the possibility of a loss or no loss, e.g. HIV/AIDS risk management must be seen within the general scope of the risk management process, says Peter Smanjak, Business Development Executive at Nova Group. It also creates an opportunity for corporates, whose supply chains are threatened by HIV/AIDS, to engage smaller partners and associates, and extend assistance by providing them with the Toolkit. The South African Business Coalition on HIV/AIDS (has also collected a number of South African case studies and has created a Workplace HIV/AIDS Toolkit, as a step-by-step guide to formulating and implementing a workplace HIV/AIDS programme. Identifying a champion to drive the initiative, supported by a team of employees, could well give the HIV programme the momentum it requires.Įxamples of existing company programmes are available at under "Managing HIV in the Workplace". Workplace programmes and policies should be developed in consultation with all key stakeholders, including trade unions and employee representatives, to ensure employee support. Firstly, creating awareness to prevent further HIV infections, and secondly, providing care and treatment to help those already infected to remain healthy and productive for as long as possible. HIV/AIDS programmes have a two-pronged intervention approach. Each of these elements is discussed separately, but must be viewed as parts of a holistic integrated programme. The Global Business Coalition on HIV/AIDS (GBC) has identified the key elements of any effective programme as: risk assessment a non-discrimination policy a prevention and awareness programme voluntary counselling and testing and care, support and treatment. The HIV/AIDS pandemic is one of the greatest risks that companies face, but there are some practical solutions to manage this issue with diligence and care. PRACTICAL SOLUTIONS TO MANAGING THE RISK OF HIV/AIDS Practical solutions to managing the risk of HIV/AIDS
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