Southern African Railway Association

Southern African Railways Association (SARA) is in the process of implementing its regional HIV/AIDS policy in its member railways. SARA is requesting for funding for setting up of Voluntary Counselling and Testing centres in each member railway, training of counsellors, peer educators and basic nutrition and supply of subsidized Antiretroviral drugs. Organisation Information In the South African Development Community (SADC) transportation of goods plays a significant role in the regional economy. If transportation costs do not change to become more competitive, regional growth will be compromised, and ultimately, poverty alleviation will be jeopardized. To address these issues, the Southern African Railway Association (SARA) was formed in 1996 as an advocacy group for a sustainable, fair, surface transport policy in the SADC region. Members include 13 companies and organizations owning railway infrastructure and facilities, or providing or operating railway services in southern Africa. SARA’s vision is to achieve a cost effective, regionally integrated seamless and predictable railway transport service. This calls for the rail industry to improve its performance so as to meet the demands on the services. The performance of the sector is affected by morbidity, mortality and ill health retirement of its human resources. The loss of skilled and experienced labour within the industry has proved to be detrimental, as flows of goods and people are interrupted or discontinued. Replacement of highly skilled workers such as train drivers, shunters and technically skilled is not easy and may also result in a decline in services rendered. HIV/AIDs pandemic not only affect the rail workers directly but indirectly through taking time off to attend funerals or to care for sick family members. The costs of the HIV/AIDs epidemic will be felt throughout the workforce. In the region railway administrations are responsible for paying a total wage bill that includes basic wage provision for health care, pensions, insurance, transport and housing. The replacement costs of labour will vary depending on the qualifications required for a specific operation, the level of skills employed and the availability of labour. If suitable labour is not available then training may be required. Key employees for example, train drivers, and technical operators are difficult to replace and expensive to train and are key personnel responsible for sustaining core businesses. Railway administrations bear the costs of training personnel and most training is in-house or through training boards to meet accreditation requirements. Losing such employees due to HIV/AIDs and related diseases has had adverse effects on the rail industry not only in terms of productivity losses but also in terms of investment losses. To address the HIV/AIDs pandemic SARA is in the process of developing a regional HIV/AIDS Policy framework for implementation by its members. The policy is scheduled for tabling and adoption at the SARA Board meeting in May 2007.